UNIVERSITY OF WALES INSTITUTE OF CARDIFF

INDIVIDUAL RESEARCH DISSERTATION Presented by: Ibrahima Seck

In fulfillment of the requirements of the UWIC Business school, University of Wales institute Cardiff for the degree of

MASTERS IN BUSINESS ADMINISTRATION (MBA)

WORD COUNT: 19,932

STUDENT ID: 09004581

SUPERVISOR: Mr. DAVID SNELL

Academic year: 2009 - 2010

SUMMARY OF KEY PAGES

ABSTRACT ACKNOWLEDGMENTS LIST OF FIGURES ACRONYMS TABLE OF CONTENTS

I. II. III. IV. VI

ABSTRACT

The property market is in constant evolution over the world as the population is growing and the need for settlement is a reality understood by the different stakeholders who are sharing this market. From the house builders to the promoters ,also the banks who are providing the mortgages, the estates agents, this sector is a complex but organised industry which needs to satisfy the potential customers in order to make maximum profit. In this global economy, the companies are facing harsh competition that being the case finding and developing new market is, as a matter of fact, of crucial importance. Having said that, this research is exploring through the view point of a property development company in a developing country like Senegal the problematic of the African emigration money transfer and by which means it can be captured and optimised as an economic driver. It will be interesting to look at the strategies deployed to beat such a target. The emigrant community is, itself a very interesting market given that they send a considerable amount of money every year in Senegal for consumption purposes. Several studies shows that this money is not invested in property less because they dont want to, but because they dont find usually any structured and reliable organisation that is proposing to meet their expectations. From there, the different stakeholders in the Senegalese property industry show more interest in exploring this niche in order to broaden their horizon, increase their growth and gain a competitive edge against their competitors. SAGEF, which is a leading company in this sector, has been chosen to support the research. Out of the existing literature, answers are given to questions regarding the viability of the segment and how marketing can be efficiently used. Evidences may suggest that if an intended strategy is designed for this segment with the official support necessary , and the right marketing approach, this market wont need to be captured ,rather it would genuinely offer it self to a dependable reseller for a reliable company in a safe market.
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ACKNOWLEDGMENTS

I would like to dedicate this project to my son Cheikh Saliou Seck. Special thanks to my dear wife for her endless support. As well as all my family for being there when needed. Finally many thanks goes to my supervisor Mr. David SNELL who has been very present and helpful during this needy period .

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LIST OF FIGURES

Figure 1: Senegalese Geographical map.....................................................................................6 Figure 2: SWOT Analysis...........................................................................................................9 Figure 3: Migrants remittances between 1970-2001.................................................................11 Figure 4: Migrants Official Net Transfer as a percentage of other Monetary Flows in UEMOA and CEDEAO countries, (2000).................................................................................12 Figure 5: The Power interest Grid............................................................................................14 Figure 6: PESTEL Analysis......................................................................................................15 Figure 7: Relationship among environmental dynamics and opportunities for globalization ................................................................................................................................... ................17 Figure 8: The Marketing Mix Matrix ......................................................................................20 Figure 9: Ansoff extended marketing Mix...............................................................................21 Figure 10: Multidimensional Mission characteristics .............................................................28 Figure 11:The Value Net........................................................................................................29 Figure 12: The Four Elements of Research Methodology.......................................................32 Figure 13: The Elements of Qualitative Data Analysis............................................................39 Figure 14: Geographical segmentation of Dakar......................................................................49 Figure 15: Prefab Housing Model............................................................................................51 Figure 16: Total Global Strategy..............................................................................................55 Figure 17: Deliberate and Emergent Strategies........................................................................57 Figure 18: SAGEF`s Mortgage application process.................................................................57 Figure 19: Findings1................................................................................................................62 Figure 20: Findings 2...............................................................................................................63
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Figure 21: Annual Repartition of the Sales for SAGEF..........................................................67

ACRONYMS

ACORN : A Classification Of Residential Neighborhood AFRIDEV : Local Investment Company ALMADIES : Dakar`s most expensive location in term of housing ATTIJARI WAFA : Local Business Bank BAD : African Bank of Development BAD : African Bank of Development BANT : Budget Authority Need Timescale BHS : Housing Senegalese Bank CADASTRE : Land Distribution and Registration Office CAP SKIRING : Touristic one situated in the South of Senegal CEDEAO : ECOWAS ( Economic Community of West African States ) CFA : Senegalese currency by the French Franc CIA : Central Intelligence Agency DAKAR : Capital of Senegal ECOBANK : Local Business Bank GDP : Gross Domestic Product GIP : Global Industry Product GUINEA-BISSAU : Senegalese bordering country in the South HIPC : Highly Indebted Poor Countries ILICO : Intercontinental Life Insurance Company IMF : International Monetary Fund ISM : Superior Institute of Management
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IT : Information Technology KERGUMAK : Part of SAGEF`s network resellers LOMPOUL : North-West of Senegal refer to Figure 14 MAURITANIA : Senegalese bordering country in the North MMIS : Multinational Marketing Information System MOURIDE : Senegalese brotherhood which is an important local political and economical lobby OECD : Organisation for Economic Co-operation and Development PATTE d`OIE : Suburb of Dakar situated at the edge of the central business district PESTEL : Political, Economic, Social, Technological, Environmental, Legal PETITE COTE : Touristic area covering all the West Coast situated along side the West coast PPP : Purchasing Power Parity SA : Societe Anonyme ( French Company Designation ) SAGEF : Societe d`Amenagement de Gestion et d`Equipement Fonciers SALY : Touristic area in the South-West SCI : Societe Civile Immobiliere SICAP : Societe Immobiliere du Cap Vert / SAGEF `s Competitor SMB : Small and Medium Business SN HLM : Societe Nationale d`Habitation a Loyers Moderes SWOT : Strengths, Weaknesses, Opportunities, Threats TEYLIUM : SAGEF`s Competitors UK : United Kingdom UMEOA : West African Monetary and Economic Union USA : United States of America VPN : Virtual Private Network
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TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
1.1 Background of the study...........................1 1.2 Statement of the problem..................................................................................................2 1.3 Purpose of the study..........................................................................................................2

CHAPTER 2: LITERATURE REVIEW

Introduction............................................................................................................................4 2.1 The Senegalese environment.............................................................................................5 2.1.1 The Senegalese property market........................................................................7 2.1.2 The small business context................................................................................7 2.1.3 SWOT analysis...................................................................................................8 2.2 The developing countries migration phenomenon...........................................................10 2.2.1 The migrants as a niche market.........................................................................10 2.2.2 Stakeholder analysis..........................................................................................14 2.2.3 PESTEL analysis...............................................................................................15 2.3 The segmentation.............................................................................................................18 2.3.1 Culture and investment behavior......................................................................19 2.3.2 The promotion mix............................................................................................20 2.3.3 Market entry strategy........................................................................................22 2.4 Managing the Strategy.....................................................................................................24 2.4.1 Porter`s five forces model.................................................................................25 2.5 Principal research questions.............................................................................................29

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CHAPTER 3: METHODOLOGY
Introduction.............................................................................................................................30 3.1 Aims and objectives of the research..................................................................................30 3.1.1 Aim.....................................................................................................................30 3.1.2 Research objectives............................................................................................31 3.2 General approach to research methodology......................................................................31 3.3 Epistemology approach....................................................................................................32 3.4 Research philosophy.........................................................................................................32 3.4.1 Positivim.............................................................................................................33 3.4.2 Interpretivism......................................................................................................33 3.5 Research approach.............................................................................................................34 3.5.1 Deductive...........................................................................................................34 3.5.2 Inductive............................................................................................................34 3.5.3 Theories on research strategies...........................................................................34 3.6 Data collection methods....................................................................................................37 3.6.1 Primary data.......................................................................................................37 3.6.2 Secondary Data..................................................................................................37 3.6.3 Sources and acquisition of data.........................................................................38 3.6.4 Interviewing.......................................................................................................38 3.7 Method of data analysis....................................................................................................39 3.7.1 Theories on sampling techniques.......................................................................40 3.7.2 Theories on credibility and ethics......................................................................41 3.8 Bias and ethical issues.......................................................................................................43 3.8.1 Bias....................................................................................................................43
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3.8.2 Ethical issues......................................................................................................43

CHAPTER 4: FINDINGS AND ANALYSIS

Introduction............................................................................................................................44 4.1 Overview of Senegalese Housing Market.........................................................................44

4.2 The positioning of Sagef and the marketing strategy.......................................................46

4.2.1 Presentation........................................................................................................46

4.3 The target market..............................................................................................................48

4.4 Presentation of the main findings.....................................................................................50

CHAPTER 5: RECOMMENDATIONS AND CONCLUSION

5.1 Objectives.........................................................................................................................69

5.2 Recommendations............................................................................................................70

5.2.1 Theoretical..................................................................................................70

5.2.2 Practical......................................................................................................71

5.2.3 Scope for further studies............................................................................72 References..............................................................................................................................73 Bibliography...........................................................................................................................76

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Appendix

CHAPTER 1: INTRODUCTION

1.1 BACKGROUND OF THE STUDY:

The growth of the Senegalese migrant phenomenon is becoming a very noticeable fact since the early 1990s in Senegal. Not without humour, Diop, 2008 stated that Senegal is one of the first human resource exporters from West Africa to Europe (p 144). This boom coincided with a new dynamic in the estate market in Senegal, and the speculation raised the housing prices to the European standard in some areas. In the last report of the BAD (African Bank for Development) Mademba Mbaye, a Senegalese consultant for World Bank estimated that 30% of the billion euros transferred in Senegal by the migrants are allocated to property industry notably for mortgage repayment, constructions and rent payment. This study is aiming to highlight the fact that the emigration phenomenon has become a very interesting niche market for several industries and especially for the housing but also underline the fact that the disorganisation. The lack of strong initiative from both the politics and the private sector to manage and channel this flow of money, is causing a big demand unsatisfied and let an open door for who can seize this opportunity not without difficulties. However we are conscious that the lack of time is a serious limitation and if one had to add to this study, several areas a worth to be examined such as the role that the western countries
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governments can play to both help capturing this market and sort out the massive migration issue by encouraging what we call a Migrant return savings plan. One can assume that this would boost the construction sector in Senegal by pouring an amount of money as massive as sudden; on the other hand one can fear an acceleration of the return of unwanted migrants therefore the precipitation of the closing of this mine for the Senegalese economy.

1.2 STATEMENT OF THE PROBLEM:

The major issue was less to decide how to capture this market than to know how to access it. As acknowledged by Sander & Barro (2005) even though the banks are actors in the money transfer market via their partnership with professional operators (Western Union, Money Gram), their participation remains feeble compare to the volumes of transfer done through informal channels. According to the same source, this prevalence of the informal in the money transfer stops the recipients from integrating the formal financial system therefore disqualify themselves from any bank supports where they could easily access it given the amount of money they deal with ,but without any proof (p 98). On the other hand the property market today could beneficiate from this manna if it could organize itself to capture this market, direct it toward the formal channel and give it chance to access mortgages through local banks. That poses the problem of the market entry strategy or rather, the product package, the price factor, the promotion strategy to capture such a niche. As the target is situated in western countries also, to what extent can the models used to developing marketing approaches in the developed word? What are the differences and the obstacles one might face?

1.3 PURPOSE OF THE STUDY:

For the reasons above mentioned, there is evidence to suggest that a study of a case like SAGEF SA, one of the leading property development companies in Senegal with a real foothold in Europe throws more light in the topic. The research objective is to know: Whether it is worthy to spend time and money to attract a remote market? How a company in a developing country can operate to attract a target situated in a developed country and exploit this market efficiently? Which obstacles can be faced? How could they be overcame? Then another alternative view is how to get into this market provided that assuming the emigrants are more aware concerning how formal economic environment works than their peers back home, they still share some fundamental aspect of culture like this visceral need to see before they engage This is partly because many of the migrants who were overcoming this cultural barrier by relying even on their relatives in Senegal to clear the current affairs ended up loosing lot of money. What is then the right selling process to match such a buying process? What other facilities and advantages have to be built up with the product to satisfy this type of customers? Hoping that this study is going to contribute to build a knowledge base in this domain and to add to the existing theory we suggest to find out what have been said by other authors about strategy and the above mentioned issues and how that can be related to this topic.

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CHAPTER 2: LITERATURE REVIEW

INTRODUCTION:
Considering that the matter exposed here is a practical case study, one could say that it is enough to look at it in a pragmatic way; that is to say, to stretch to the methods used to sell houses to Senegalese in Europe and UK from Senegal. But the custom wants to dissect and anatomize the companies approaches and methods and call them strategies. Doing so allows us to insert this research into an academic track and enables a rapprochement with the existing theories. The aforementioned objectives pose then the matter of market entry strategies, promotion strategies, culture and segmentation among other. In order to better expose the literature, we must first present the country involved here.

2.1 THE SENEGALESE ENVIRONMENT:

Senegal as described in the CIA worldfactbook is in Western Africa, bordering the North Atlantic Ocean, between Guinea-Bissau and Mauritania with a population of 13,711,597 (July 2009 est.) .Its capital is Dakar and the administrative division is of 14 regions in a territory of
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196,722 square kilometers; Senegalese legal system is based on French civil law system the same source gives an economic overview which surely help better understand the environment in which is situated this study. www.worldfactbook.com

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In January 1994, Senegal undertook a bold and ambitious economic reform program with the support of the international donor community. This reform began with a 50% devaluation of Senegal's currency, the CFA franc, which was linked at a fixed rate to the French Franc. Government price controls and subsidies have been steadily dismantled. After seeing its 2.3.1 Culture and investment behaviour: economy contract by 2.1% in 1993, Senegal made an important turnaround, thanks to the reform program, with real growth in GDP averaging over 5% annually during 1995-2008 [....]. High unemployment, however, continues to prompt illegal migrants to flee Senegal in search of better job opportunities in Europe. Senegal was also beset by an energy crisis that caused widespread blackouts in 2006 and 2007. The phosphate industry has struggled for two years to secure capital, and reduced output has directly impacted GDP. In 2007, Senegal signed agreements for major new mining concessions for iron, zircon, and gold with foreign companies. Firms from Dubai have agreed to manage and modernize Dakar's maritime port, and create a new special economic zone. Senegal still relies heavily upon outside donor assistance. Under the IMF's Highly Indebted Poor Countries (HIPC) debt relief program, Senegal has benefited from eradication of two-thirds of its bilateral, multilateral, and privatesector debt. In 2007, Senegal and the IMF agreed to a new, non-disbursing, Policy Support Initiative program. The actual GDP-per capita (PPP) is $1,600 (2008 est.) www.worldfact book.com As identified in the above paragraph, evidence is there to support the view that high unemployment is a cause for massive migration toward Europe essentially. Moreover, related to the subject, it is both the reason why the local property potential market is so weak and also why the established migrants over decades have become so important to this same market.

2.1.1 The Senegalese property market: Most of the year, Senegal has a Californian climate. It has great beaches and a fast-growing tourist industry. Around 1.4 million tourists per annum visit Senegal, which has a population of only 13 million [...]. It has low inflation, highly educated population, and is the web for much of WestAfrica. Not surprisingly the housing market is doing well. The housing market is flourishing, and OPPORTUNIT WEAKNESS IES transactions are STRENGHT an increasingly dizzying rate, that is how M. Thierno Mamadou taking place at THREATS Kane of the Notarial office Amadou Moustapha Ndiaye et Unawareness Aida Diwara Diagne talks about the Migrant of Rapidity by the markets property market in Senegal before adding ForeignersCompetitors me can own property in Senegal. A note of building customers of too promotion expectation caution: getting money out of Senegal can be difficult. Officially the Investment Code stipulates prefab Availability strategy and bad to buy ready houses, free transfer of capital. But in reality transfers to countries other thanon publicity members of the West African built houses XIV Less delay in the reliability, Economic and Monetary Union are still subject to numerous requirements, controls, and prefab housing. because they process acceptance dont Also, LOMPOUL authorizations. trustopening a foreign exchange account requires approval of both the Central otherwise

G.Hofstede (1991) stated that because culture deals with a groups design for living, it is pertinent to the study of marketing, especially international marketing. If you consider for a moment the scope of the marketing concept-the satisfaction of consumer needs and wants at a profit-it becomes apparent that the successful marketer must be a student of culture. What a marketer is constantly dealing with is the culture of the people (the market).When a promotional message is written, symbols recognisable and meaningful to the market (the culture) must be used. In the case of SAGEF for instance, the catch phrase A family, a roof meets fairly the cultural criterion that sees ownership as the main social achievement. Thus the seminal work of Hofstede about uncertainty avoidance in culture and organisation becomes very meaningful in this context. Furthermore when designing a product, the style, uses and other related marketing activities must be made culturally acceptable if they are to be operative and meaningful. In fact, culture is pervasive in all marketing activities -in pricing, promotion, channels of distribution, product, packaging and styling-and the marketers efforts actually become a part of the fabric of culture. The marketers efforts interact with a cultural context for acceptance, resistance or rejection. How such efforts interact with a culture determines the degree of success or failure of the marketing effort says Hofstede. Furthermore, Shimp (2000) said that whether consumers ultimately purchase the marketers brand depends on whether the promotion and marketing communication variables facilitate purchasing. That is advertising generates consumer awareness and build favourable attitudes[...] but if a new brand is unavailable at the point of purchase[...]then the likelihood of that brand to be purchased is reduced (p116).Considering SAGEF even in they use every meaningful code in their advertising banners over the Senegalese websites visited by migrants, it still rest to prove the existence or the efficiency of any physical layout through a network of resellers that reduces the problem of trust because as we stated before, the Senegalese culturally needs to see who he is dealing with, especially for such a serious purchase as house. As said Shimp (2000) the artefacts of culture are charged with meaning, which is transferred from generation to generation(p120) .These are aspects one might consider before undertaking any promotion strategies.

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2.3.2 The promotion mix The marketing mix matrix (Lancaster 2009) describes the results of efforts to creatively combine interrelated and interdependent marketing activities.

FIGURE 8 : The Marketing Mix Matrix Source : Google Image

Without any intent to clutter up ones mind, the marketing mix matrix is the starting block of any marketing intent. E.Alioune Diouf, consultant at AFRIDEV and senior lecturer at Institut superieur de management (ISM) Dakar stated that marketing is to act on the market through strategic triggers. From there it is interesting to see how a company strategize using what the same author calls the combination of tactical means which are the traditional 4 Ps: price, place, promotion, product; on which has been added the public (target) and the power (bargaining). Booms and Bitner quoted by Baker (2003) go further with their extended marketing mix which can be summarized as: 1. Physical layout seen as the expected high level of presentation in nice stores, in our case it can mean a good standard or presentation but also to the layout and structure of virtual stores, and websites.
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2. Provision of customer service because Customers are likely to be loyal to organizations that serve them well. 3. Processes in close relation with customer service involve the mean deployed to make the marketing effective such as how the orders are processed. And Ansoff to illustrate with the following chart:

FIGURE 9: Ansoff Extended Marketing Mix Source :Google image The purpose of the two illustrations above is to show that it is difficult nowadays to consider just one aspect of the mix like promotion and focus on it. If today SAGEF wants to promote the brand, the price factor will be an important point to highlight, not only that, the product itself is quiet substitutable but what is less easy to compete on is the process used to ease the customers difficulties in terms of support to access to mortgages, a sales department that undertakes all the administrative work of a clients application and so on. Lancaster (2003) affirms that an often heard criticism of marketing textbooks is that they tend to assume, at least implicitly, that most marketing is carried out by large and often multinational organisations and that the marketing problems and requirements of the small-to medium sized businesses (SMEs) are often neglected. By doing the literature review regarding this project, it appears that several studies have invested this area before. Most of the authors agree in the crucial importance of promotion and its inextricable relation with the
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other part of the mix, for instance Ghaury (2005) stresses that in every country and in every market, urban or rural, rich or poor, all consumer and industrial products eventually go through a distribution process. The process includes the physical handling and distribution of goods, the passage of ownership (title), and-most important from the starting point of marketing strategy-the buying and selling negotiations between producers and middlemen and between middlemen and customers. However our study concerns the property market, which may present some particularity, moreover it is like a SMB going international. 2.3.3 Market entry strategy : In this particular context, one cannot really talk about market entry strategy in the traditional form of Exporting, franchising or else foreign direct investment, rather the question is how to access this market remotely provided that the means are limited for the developing countries compare to the developed western countries. Then John Durant (2008) also suggests that because budgets are tight, one shall need to get more creative with marketing strategy and spend [] often the best marketing strategy cost very little to do especially with the rise of the internet, before booking a double page spread in a news paper, one may take a single page to retain awareness and spend the rest of the weekly budget into some simple search engine optimization or settling ones own blog offering weekly localized market advice. Cateora (2005) argue that the internet is an important distribution method for multinational companies and source of products for businesses and consumers. [] Not only that, it enables companies to cut costs in several ways. First it reduces procurement costs, [.] and it cuts the cost of processing the transactions. Ford (2002) .Adding to the theory John Fahi (1995) stresses out the cultural aspect that is in fact a factor influencing the marketing through the internet, he claims that the website and the product must be culturally neutral or adapted to fit the uniqueness of a market, because culture does matter. He gives the example of the Japanese stressing out the fact that in Japan, the pickiness of Japanese consumers about what they buy and their reluctance to deal with merchants at a distance must be addressed when marketing on the web further more Dutta (2001) affirms that for instance factors such as colors and their connotation in different countries has to be taken into account ,for instance the red might be highly regarded in china while, in Spain it will bee associated with socialism
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the point is that when designing a website, culture cannot be forgotten. On further examination , although the web is a mean of promotion, if you are engaging in e-commerce, you also need to advertise your presence and the products or services offered. How do you attract visitors from other countries to your website? The same way you would at homeexcept in the local language. Search engine registration, press release, local newsgroups and forums, mutual links and banner advertising are the traditional methods. A website should be seen as a retail store, with the only difference between it and a physical store being that the customer arrives over the internet instead of foot Hoon (2002). Overall we might be tempted to accept the above given but some specificity in this particular market were studying let us believe that without a concrete background behind all this promotion strategies, the business might not last long. This send us back to the Physical layout that may be necessary to confirm and maintain the interest shown online. On the other hand, the corporate aspect of the strategy is important to his implementation. Operating in an international context rather than a domestic arena presents managers with many new opportunities. Having worldwide operations not only gives a company access to new markets and specialized resources, it also opens up new sources of information to stimulate future product development. And it broadens the options of strategic moves and countermoves the company might make in competing with its domestic or more narrowly international rivals. However, with all these new opportunities comes the challenge of managing strategy, organization, and operations that are innately more complex, diverse and uncertain Mintzberg (1996).

2.4 MANAGING THE STRATEGY:

Going international implies for any company to know the host country, even though in this case, it is a niche market of migrant, we cannot ignore the fact that they live in a different country, therefore are influenced by the environment, the culture or even are constrained by the host countrys laws and policies. So there is evidence to suggest that before defining any promotion strategy a multinational marketing information system would be of great help conceptually, an MMIS embodies the same principle as many information system, that is an interacting complex of people, machines and procedures designed to generate an orderly flow of relevant information and to bring all the flows of recorded information into a unified whole
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for decision making Ghaury & Cateora (2006) ,companies want to know how to globalize in other words, expand market participation-and how to develop an integrated worldwide strategy.Mintsberg (1996) stressed three steps in developing a total worldwide strategy. Developing the core strategy-the basis of sustainable competitive advantage. It is usually developed for the home country first Internationalizing the core strategy through international expansion of activities and through adaptation Globalizing the international strategy by integrating the strategy across countries. Does it suggest that SAGEF should be the converging point of his world wide network (USA, Italy, France, Spain, UK, Austria) and create among them a shared vision and strategy as proposed by the transnational model of Bartlett (1998)? For Christopher H.lovelock, in his article published in the journal of marketing (volume 47), developing professional skills in marketing management requires the ability to look across a broad cross-section of marketing situations, to understand their differences and commonalities, and to identify appropriate marketing strategies in each instance.

2.4.1 Porters five forces model Another point one might consider, related to the topic is what may be the position of SAGEF face to the type of client it is seeking to attract among competitors. Here Porters (1985) point of view is that the five forces model is efficient to protect companies against the competition notably by securing business from niche markets. Here, to secure the migrants niche, some points are worth to be identified as advantages among competitors. And the marketing strategies developed should be somehow inspired those advantages and the promotion strategies and messages has to highlight them.
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a) Barriers to Entry Barriers to entry refer to the fact that existing companies are capable of doing something

that competitors are unlikely to dot Greenwald and Khan (2005). In fact what makes SAGEF the leading company among the migrants today is its capacity to provide ready made houses in quantity at a low price. What is much appreciated by the migrants because so far, the competition only propose conventional houses with bricks and mortar that takes at least 9 months to build. What poses the problem of uncertainty therefore of trust. Porter (1980) has identified six major sources of barriers to entry: Economies of scale which forcing new potential entrants to move towards a big scale or to agree to a cost disadvantage. Here were SAGEF is building 340 houses a year all the competitors without exception are rarely doing 50 units. The economy of scale made thanks to the firms capacity with the prefab allows it to cut the prices off by a fair 25% for the same type of house compare to the cheapest competitor. Product differentiation which can be an important source of barrier to entry because it is a focus on brand identification, directing new entrants to financially invest on marketing strategies (such as customer service advertising) in order to conquer customer loyalty (Van Assen et al, 2009). Capital requirements influencing aspirants to spend a large amount of financial resources to compete and create a barrier for entry.

Cost disadvantage independent of size.

b) Supplier Power and buyer power

Suppliers can increase prices and reduce the value of products and goods to be paid for. This is called bargaining power (Porter, 1998). It impacts on strong suppliers, which ones will then influence the industrys productivity and margin distribution (Van Assen et al, 2009). Mintzberg et al (1998) explains that in this situation of price war between suppliers and companies, the winner will be the one who benefits from the more alternative connections (of other suppliers or companies) to work with, and consequently the less affected by the loss of the original supplier or company.
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SAGEF positioning being low cost housing, it is competing based on the Cost factor in which they beat the competitors having a larger discount with the cement suppliers due to the frequency and the size of their purchase. That being the case, they consolidate their advantage but do they highlight enough those factors to build trust among the customers showing that they are well established company, creating jobs and having the vision of giving providing every Senegalese family with a roof? On the other hand ,referring to buyer power, Mintzberg et al (2003, p 98) evokes different types of attributes creating its strength on the market, including the value of the sales and transactions managed by one business in comparison to the rest of the industry. The key elements making buyers powerful for Van Assen et al (2009) are: Influencing the level of pricing when buying a large quantity Buying similar products to incentive a competitive game between suppliers When switching cost is low The more sufficient the information to the buyer, the best their bargaining position If buyers are low-profit, opportunities to negotiate are limited

c) Threat of substitutes

It relates to the degree of client satisfaction reached by the products of a competitor, bringing a limit to the price buyers are prepared to pay for the same items or services (Dewit, Meyer, 2004). Van Assen et al (2009) explain that companies need to evaluate to which extent a product or service can be replaced by a similar one. Here also, one of the rare weapon used by the competitors against SAGEF is the prefab. More clearly, prefab is considered often by the Senegalese as a less secure process. The reason being that Senegalese customers are more used to the conventional way of construction. On the other hand, the prefab houses are made with concrete and are in fact more solid than the conventional. But does SAGEF insist enough in his promotion in these aspects, in fact making strength of what could be a weakness. Another important advantage is that most European buildings are made following a prefab process then this might be less problematic for the migrants living in Europe. d) Rivalry
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This force of the industry structure goes along with the threats of entry. Indeed, it establishes the level of competition between companies already settled on the market, challenging each other to attract customer by lowering their price (Dewit, Meyer, 2004). The intensity of rivalry among firms varies across industries and strategic analysts are interested in these differences. Cooper and Nakanishi (1998) verify this phenomenon of aggressive competition driven by market share, either at international or domestic level. On another hand, Van Assen et al (2009) believe that rivalry among competitors tend to generate price war and level of service improvement to gain customers Rivalry becomes a threat in the industry when:

There are several strong competitors of comparable level The industry expansion is slow The complexity of competitive strategies makes prediction difficult on the market.

SAGEF here also find a large empty avenue thanks to the uniqueness of his product and the especial value for money offered by such a low price as 12 000 for a 2 bedroom house. On another hand what makes the migrant a so open market is that evidence is their to suggest that no marketing effort are their to capture this market and make it loyal it seems. Thus either the companies in the sector dont make enough effort in their marketing strategies to attract the migrants or the migrants are just so embedded in an informal way of life that no one can change their behavior. Companies may consider that capturing the migrant is not a matter of waiting the remittances to fall by any chance making profit of the summer time when most migrants goes on holiday in Senegal using this short period to visit property builders, rather it is about having a conqueror set of mind, a strategist that studies the ground and allocate efficiently resources to his aim. Wilson and Gilligan (2005) states that it is useful to know how resources have been utilized and with what returns[...] the organisation mix of project (or mission) will be constantly changing[...].The scarcity of resources inevitably means that choices must be made in rationing available resources (whether in the form of funds, management, time...) (p 79) .Furthermore he said that companies has to know the total marketing effort to cost objects (segments) along with the profit consequences of these

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allocations. Its generally found, however, that companies do not know the profit performance of segments in marketing terms. The following chart is to illustrate his view.

FIGURE 10: Multinational mission characteristics Source: Bartlett, 1980, p 143

Following the logic of porters five forces the Brandenburg-nalebuff value net industry analysis is relevant to the case.

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FIGURE 11: The Value Net Source : Google image Inspired basically from Michel porters model, this one is also proved to be a resourceful mean to measure competitive forces and external elements influencing those on the market. It can therefore be used to identify stakeholders impacts in the 4 groups of customers, complements, competitors and suppliers surrounding the company.

2.5 PRINCIPAL RESEARCH QUESTIONS:

Further to what has been said, the principle questions addressed here are: Does SAGEF identify the specificities of the market? If so what are the strategies deployed to make the most of this market with the optimum resources? What are the processes applied for gaining the competitive advantage in the home marketplace and abroad? What is the target market expecting from the property industry? What has to be done to improve the existing? The researcher strive here also to examine the components the SAGEFs market-driven strategy, including technology through the use of web social networking, customer service, customer relationships , pricing, promotion and aspects of the economic situation as felt by the property industry that affects the strategy.
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CHAPTER 3: METHODOLOGY
INTRODUCTION:
Deciding to Research in anything is a noble intention that contributes to build our contemporary memory in order to provide for the next generation and history. In this regard it is important to focus our effort to answer the questions we ask and to solve what intrigues us using research. But anyone may guess that every research has got a method. Therefore before we strive to answer through this research the questions raised by the literature review it is worthwhile to concentrate on how research has been conducted by others and what has been said so far in the literature concerning research methodology. Booth et al, (2003,) teach that we do research on a daily basis as we collect information to answer a question that solves a problem. The plan of this research can be associated to real life issues and will see his roots as a problem or a question. To be more explicit it will be related to a need of answering a question, or a need of solving a problem (p28). Several researches has been done on migration as well as property market but to the authors knowledge not much researchers has approached the matter of migration under the angle of a market to conquer by a more and more developing property industry in a country where, this is a paradox, the local market is too narrow. But the interest in such a research is emerging and will hopefully continue to inspire academic research.

3.1 AIMS AND OBJECTIVES OF THE RESEARCH:

3.1.1 Aim: The aim of this research is to augment the level of awareness about African industries by showing the part they take in this global world as actors, not only spectators, by showing the use they make of the generic strategies and modern business philosophy. We wish that this
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Critical evaluation of the actual marketing methods and communication frames used for capturing the migrant market by property developers in Senegal will be a useful contribution to the literature. 3.1.2 Research Objectives: Recalling the principal research questions from the literature review, the objective of this research remains to find out:

How can a company in a developing country operate to attract a target situated in a developed country and exploit this market efficiently. Explore and analyze the immigration phenomenon to identify why they suddenly became a matter of national (government) and economic interest. Is the use of new information and communication technologies efficient enough to make profit and satisfy customers? What firms should do to be more efficient and maximize their profit. Study and recommend the strategies and tools which have the strongest success implications on managing the international marketing function from the home country.

3.2 GENERAL APPROACH TO RESEARCH METHODOLOGY:

According to Crotty (1998) to make the research Methodology easier to process, four questions can be asked. This is illustrated in the figure below as the basic of the research methodology.

Which method is to be used? The methodology? What research philosophy lies behind our methodology? What is the surrounding epistemology?

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FIGURE 12 : The four elements of Research Methodology Source: Adapted from Crotty, M (1998)

3.3 EPISTEMOLOGY APPROACH:

Coming from the Greek word epistm, (Knowledge) and logos (reason) (Grix 2002), epistemology can be translated as the philosophy of knowledge or as so well said by Hofer (1997), of how do we know what we know .It is thus a way of looking at things.

3.4 RESEARCH PHILOSOPHY:

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The early philosophers loved to be called logical reasoners. Following the Historical roots, a research philosophy is a logic through which data are collected and analyzed. Based on hypothesis that one want to confirm or not to using a scientific process where assertions are based on proofs and facts. In the Western tradition, said Galliers (1991), two major philosophical schools of thought: first positivistic or scientific and second interpretive also known as anti positivist. Positivism and interpretivism are two main paradigms that lie at the extremities of continuum paradigms adds Morgan and Smircich (1980) .That is to say, they are the pedestals of philosophical framework for researchers. Nevertheless, one should offer a word of caution as Frank Crossan in his paper (1999), argues that the distinction between quantitative and qualitative philosophies and research methods is sometimes overstated, and that triangulation of methods in contemporary research is common. It is, therefore, important to understand the strengths and weaknesses of each approach His paper provides, according to the source the novice researcher with a basis for developing that understanding.

3.4.1 Positivism: According to Hammerley (1993) positivism is a term widely used by researchers. It is based on natural sciences and is commonly united with the use of quantitative data. It involves counting and measuring figures to identify patterns of social behavior (p36). Hypothesis is the base of the theoretical framework of positivist as said by Collis &Hussey (2009). Borg, Gall (1996) to add that it focuses on quantitative analysis, surveys, and experiments.

3.4.2 Interpretivism:

Interpretivism rather focuses on phenomenology and is used for qualitative research which says Collis (2009) is not associated with numbers but words instead. In an interpretive point of view, science is driven by human interest therefore; the researcher is completely
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part of what is researched. In addition, interpretive give credit to research techniques focusing on qualitative analysis, e.g. personal interviews, participant observations, account of individuals, personal constructs. Here interpretivism may be favored due to the nature of the research and the personal involvement of the researcher in the industry studied, however room is also given to the above quantitative approach through the survey spread among the Senegalese potential customers.

3.5 RESEARCH APPROACH:

Here, the main concern is about Inductive and deductive which are two logical methods that are aiming to make some findings and then reach a conclusion considering hypothesis that are assumed to be right. 3.5.1 Deductive:

For Gulgun (2002) deductive is often related to qualitative analysis, thus she said that deductive qualitative analysis is a method or series of procedures useful for the testing and reformulation of theoretical models. A Key procedure in deductive qualitative analysis is the active search for evidence that undermines the current conceptual model. Says Bengtson (2005). That is close to what the researcher wants to apply here, due to as aforementioned a short timescale for conducting a research where some of the primary data are expected to be collected remotely by phone interviews and by e-mailing.

3.5.2 Inductive: An inductive approach rather, takes the matter the other way round. In fact, Saunders et al (2009), explains it quiet simply by saying inductive approach is a collection and study of empirical data. It analyses the information collected from a particular to a general way of reasoning (p49).
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3.5.3 Theories on research strategies: Anyone may easily guess the critical importance of strategy in any meaningful project going from the ancient conquerors like Alexander the great to Sun Yat Su. If those great strategists had military purposes it still remain that the researcher also has to strategize as a matter of fact to get the right and valid information on time in order to deliver good finding and add to the literature. Therefore, one might give credit to Yin (2003) when he emphasizes the importance of research strategy. He states different strategies which according to him, are neither better nor worse in so far as they all lead to Rome: answering the researchers questions. He lists them as experiment, survey, case study, ethnography, action research, grounded theory, ethnography and archival research. Each one of them can be used in an exploratory, descriptive or explanatory research (p146).

Experimental Strategy The purpose of an experiment is to study causal links; whether a change in one independent variable produces a change in another dependent variable That is what have said Hakim 2000 cited by Sanders et ,al ( 2009) .This doesnt contradict Monette et al (2005), who argues that the value of one or more interdependent variables is changed to assess its casual effect (p 256). Robson (2002) concludes that in this case, samples are likely to be selected from a known population and frequently involve testing hypothesis.

Action Research Action research as the name indicates allows more involvement of the researcher as well as the sampled people who are rather active part of research than just objects or subject. Saunders et al, (2009) explains it better by summarizing that the purpose of this theory is research in action rather than action in research (p147). As we said earlier, the researcher is involved in the organisation inside which the study is conducted.
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Grounded Theory According to Charmaz (2005, p4), this method aims to developed theories discovered from research grounded in data rather than deducting hypotheses from existing theories. This guided Saunders et al (2009, p148) who cited (Collis and hussy, 2003) that grounded theory is an inductive/deductive approach, as theory is being grounded in such continual reference to data.

Survey The survey strategy says Saunders (2009) is usually associated with the deductive approach. It is a popular and common strategy in business and management research and is most frequently used to answer who, what, where, how much and how many questions. It therefore tends to be used for exploratory and descriptive research.

Ethnography Ethnography concern the study of cultural or social groups and make necessary the use of interviews, observation etcEthnographic research is associated to inductive approach.

Case study Cited in Saunders et al (2009), (p145) and talking about case study Robson (2002, p 145) believes that it is a strategy for doing research involving an empirical investigation of a particular phenomenon within its context using multiple source of evidence(p178). This means collecting information through a variety of data collection techniques. This description is to this research very accurate as this study will be carried out through

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interviews using interview questions designed following a questionnaire framework, observation but also group discussion.

Scope and limitation of the study The geographic scope of the study will be confined mainly between Senegal, UK and subsequently its adjacent countries such as France, Spain and Italy. Concerning the realm of possibility focus will be given to the strategy used in pulling the potential customers on the product and pushing the product to the targeted market. However it is clear that this study has limited time scope .Because of that, the length of the work will be shorter than it should be, but this will not affect the accuracy of the findings. Methodology employed For the sake of the research it is important to understand what is promotion? Why is it strategic? What promotion strategies are being used by various promoters and estate agents in UK and in Senegal to reach their respective target market, and how banks and financial institutions are crucial to build the package that is going to make the break through in the market. We want to also understand the real or potential role and impact of government in building a distribution channel, choosing a promotion and communication channel. Therefore it is important to determine a process or method of obtaining this information. Our research is internal and external carried out by conducting interview. First of all we will meet various Estate managers in order to assess their actual strategy and know what factors are underpinning the choices of such methods and tools used, and their limitations. An efficient treatment of SAGEFs archives also is part of the plan, In order to have more recommendation ideas we are actually desk researching local estate agents, appreciate the day to day aspect of the strategy and the tactics used. The interview cross firms will allow us to know managers difficulties and expectations, but the interview of actual and potential customers in the UK and in close Europe ( France, Italy, Spain) will give a clear idea of their satisfaction level and then emphasize the gap to fill.

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Finally, we will complete our research by reading and gathering possible publicly available information through internet, journals, and books. This will help analyzing, understanding and determining strategic matters in property industry.

3.6 DATA COLLECTION METHODS:

Data collection methods can be understood as the procedures used to get relevant data.

3.6.1 Primary Data:

Primary data is the data collected by the researcher for the purpose of meeting specific objectives. It is data that has yet to be interpreted. According to Sharp et al (2002, p153) primary data can be: field observation; archives/ collections; questionnaires and interviews. For this case study, structured interviews will be conducted with Managers and few concerned senior staff. This method will be helpful as to understand the way used to enter foreign market and capturing precise segment, and to collect relevant qualitative information.

3.6.2 Secondary Data: Secondary data is the data that has been collected for reasons other than the specific research project. In other words, it is data already collected by other persons (Parasuraman et al, 2006). As part of the process an external research based on secondary resources on literature available to the public such as: journal articles, books, classified newspaper, conference papers, e-journal or business review related to hospitality industry and competitive strategies will be collected.

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3.6.3 Sources and acquisition of data: The first part of our research will be based on interviewing marketing and sales managers and general managers, because of their business, meeting them is a real challenge. Then through a well designed questionnaire and the interview, we can achieve the aims and objectives of the project by using in addition others types of investigations (observations and documentations). The face to face interview method or electronic method will give the necessary feedback regarding the topic.

3.6.4 Interviewing:

Interviews can be multiples and varied. It is part of our everyday social life for example it goes to media interviews, to job interviews, to police interviews (Bryman, Bell 2007). Then, there are research interview which represent the type of meeting that will be carried in this study. The first point that should known is that before heading to any method of data collection, the researcher should be specific about the general objectives of the research (Easterby-Smith et al, 2002). This comprises the choice of interview as a method as well as the ways in which interviews are processed. Carrying an interview whether it is structured, semi-structured or in depth-interview is a strategy of collecting data in both qualitative and quantitative research. Also it aims to find out what interviewees do, think or feel (Collis Hussey, 2009). The 3 types of interviews can be listed as follow:

In depth-interview is characterized as informal. Its particularity is that there is no set of prearranged questions before the interview process but that doesnt exclude that the researcher should have in mind an idea of the theme or questions to be evaluated.(Saunders et al, 2009).

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Semi-structured interview is particular in a sense that when choosing this method, the interviewer will prepare a set of subject and queries that need to be evaluated. Even though the interview may vary between the respondents, some questions can be modified or omitted during the process (Saunders et al 2009).

Structured interview Jones (1985, p 45 who has been cited in Easterby- smith et al 2002, p87) noted that the rationale and characteristic of performing a qualitative interviews is to comprehend How individuals construct the reality of their situation formed from the complex personal framework of belief and values, which they have developed over their lives in order to help explain and predict events in their words As we were working in the firm as marketing manager in the past and are still in the promotion channel, the research will be carried out with the total agreement of the senior management to interview the respective senior members of the company. These interviews could be made through electronic mode such as emails or if possible meeting them personally. The same process will be used with other competing firms.

3.7 METHOD OF DATA ANALYSIS:

Considering Monette et al (2005, p369) all data in some point has to be analysed .Indeed Easterby-Smith (2008, p172) stated that different way of analysing data exist however, the researcher when choosing his analytical method, needs to make sure that it is in coherence with the philosophical and methodological assumptions that has been underlined in the research design underpinning the study.

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FIGURE 13 : The Elements of Qualitative Data analysis Source: Adapted from Miles, M, B. Huberman, A, M. (1994) In reference Miles et al (1994), this method of analysing qualitative language data like interviews will be selected. After collecting data, it will be reduce in order to keep the key information.

Quantitative Research The quantitative approach relates to different techniques for collecting data such as: questionnaires. Data analysis will be focusing on reliability and validity considered as essential for this type of methods (Easterby-Smith et al 2002).
Qualitative Research

Qualitative aims to explain, explores, and call attention to a problem. It determines why a phenomenon exist (Bryman, 1989) and seeks possible qualitative methods with the use interviews, focus groups, narratives or texts. Qualitative research methods involve various techniques for data collection, such as interviews, observational techniques (e.g., participant observation, fieldwork) (Saunders et al 2009). This research will carry out a qualitative interpretive approach in an attempt to understand meanings and the way Senegalese companies consider the market, the strategy and the competition. Because of the shortage of the timescale and the remoteness of one part of the study areas, conducting a quantitative research might be foolhardy in so far as a fairly good number of people might not be easy to find for questionnaire and if it was, a quick analysis of the data collected may give a distorted picture of what we intend to find out. However a triangle will be tried with a group
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discussion with the Senegalese community in UK backed by a small questionnaire and the sending of another questionnaire to a database of Senegalese in Europe. This will be mixed with the qualitative method based on information gathered from interview, and observation.

3.7.1 Theories on sampling techniques:

When collecting data, it is not necessary to survey the entire population to achieve accurate results. Gathering data from a random, smaller number of people allows you to draw conclusions about how the entire population would respond. Anytime you survey a population, there will be a margin of error. Even a complete census of all known members of a population is subject to random error or potential measurement error. www.quickmba.com Sampling techniques The choice of sampling techniques depends on various factors such as nature of data collected, frequency, difficulty in actual implementation etc. There are two classes of sampling techniques; no probability sampling techniques and probability sampling techniques. With probability sampling, sample is selected in such a way that each unit in frame has a known chance (or probability) of being selected. Unlike random sampling approach, nonprobability sampling places more emphasis on various factors such as convenience during implementation, personal judgment of surveyors, or sometimes with no attempt to achieve representativeness of sample to the population. Common non-probability sampling techniques are accidental selection (or convenience sampling). The research involves sampling in a small scale through the group discussion made with the Senegalese brotherhood at Leyton (UK) where about sixty questionnaires were filled by the participants.

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3.7.2 Theories on credibility and ethics:

Reliability

One of the characteristic of the credibility of the research findings is known as reliability according to Collis and Hussey (2009). Raimond (1993, p55) cited in Collis and Hussey 2009) emphasizes that researchers might ask themselves whether or not the proof and endings will arise to close the analysis. Indeed, Saunders et al (2009, p156) describe it at the degree to which methods of collecting data or analysis procedures will brought up reliable findings. Then Easterby-Smith et al (2008, p109 cited in Saunders et al 2009) propose that reliability might be measured by assessing the yield (which will have the same result on other occasions), checking if other observations get the same result and if transparency exist from unanalysed data.

Validity

It is important to measure if the findings match the topic. Saunders et al (2009, p157) quoted the findings really about what they appear to be. They claim that when findings fail to comes in that way, it results to a deficient of validity. In other terms, Jankowicz (2005) stated that observations made are require being valid, truthful and should reveal the information existing in the data in an unbiased way. Some issues can arise from validity according to Collis and Hussey (2009) one might have some research errors like defective research procedures, unfortunate samples and incorrect observation, which can weaken validity. It may concern:

Internal validity which, according to Bryman and Bell (2007) is linked to the problem of casualty that is to say, it apprehends the question of whether conclusions that integrate an informal association involving two or more variable are interconnected.

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External validity looks at the aspect of a possible generalization of the results of the study. [...] generalized it beyond the specific research context (Bryman, Bell 2007).

Face validity: making sure that the investigations or measures applied by the researcher assess or characterize what they are aim to measure (Hussey, Collis 2009).

Construct validity communicate the issue that there are quantity of observable facts which are not straight to observe for example : contentment, motivation , aspiration , anxiety which are classified as hypothetical constructs (Collis, Hussey 2009). The validity of the findings in this research do not have to be doubt provided that the sample has no reason to say other than the truth, however a word of caution should be offered as not to generalize so quickly because concerning the group discussion, the scope mostly focused on London. For that one cannot extrapolate the result to the Senegalese in the country side or even more to those of Italy or Spain whose investment behavior fairly differ from the Senegalese in UK. Because its not exactly the same type of migration further research with a wider scope would be much welcomed to throw more light to the topic.

3.8 BIAS AND ETHICAL ISSUES:

3.8.1 Bias:

As part of the research process, the researcher should look at eventual errors. Bias is one of these errors important to take it into consideration (Easterby-Smith, 2008). It can result to the researchers lack of expertise when carrying interview. It characterizes also its voluntary

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dishonesty from the research plan including the sample selection or interpreting the data collected. Bias comes from the subjects especially when they know that they are being studied as well as from documents which are made for the reason other than research (Monette et al, 2005)

3.8.2 Ethical Issues:

According to Collis and Hussey (2009) one of the most important ethical principle is not to force individuals to take part into a research because it has to be a voluntary participation. Actions such as giving gift or financial aspect in order to convince people to take part of it will lead to bias. Also confidentiality and anonymity should be offered to all respondents while the research is being processed as well as making sure that information gathered should not be accessible to unpermitted persons (Nieto 2006, p216). O'Leary, (2004) agreed that ethical responsibilities as role of the researchers is about the integrity in the production of knowledge in terms of identifying, appreciating, and balancing their subjectivities and also acting within the requirement of the law. The respect of cultural and religious belief is important as well as the fair treatment of all interviewees (Robison, 2002). In order to give to this research all the credibility with regard to the seriousness in ethics is regarded in this country, the researcher strived to respect all the aforementioned principles and ascertain that no information has been collected with a deliberate intention of abusing the participants confidence because they were told the academic purpose of this research, further more relation of trust linked most of them to the researcher previous to this study.

CHAPTER 4: FINDINGS AND ANALYSIS

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INTRODUCTION:
The first part addressed why and how questions. The research poses the debate of the use of marketing strategies to attract a remote niche market. The critical review of the literature highlighted the importance of several aspects of marketing with regard to this topic such as segementation, promotion strategies and internet, cultural factors, strategic position and so on. The chapter three delt with how questions like does SAGEF identify the specificities of the market? What are the strategies and processes applied to make the most of this market with the optimum resources? What is the target market expecting from the property industry? Could be answered using which methodology.

4.1. OVERVIEW OF THE SENEGALESE HOUSING MARKET:

Philip Merchant is a British property buyer; he bought a house in Senegal. This is what he said about his investment in the Senegalese property market in his interview by Jo-ann Hodgson from the world of property agency in London. We bought an older house which we knocked down and then built a three-storey villa with four apartments on the plot in Dakar, the capital, he explains. Firstly, as a potential future family home when I retire, secondly, so we have a place of our own when we visit annually as my wife is originally from there thirdly, to let out three apartments on a local basis and one to tourists and of course capital appreciation in an underdeveloped market." As said Jo-Ann Hodgson Senegal isn't the first destination that springs to mind when considering overseas property purchase but for Philip Merchant there were many reasons to buy in the French-speaking West- African country.[.] Philip states that the demand for Western-style apartments and villas is increasing in the Senegalese property market, particularly in the capital Dakar, and a tourist property market exists in the main beach resorts. As a holiday destination the country is relatively unknown in the UK but is popular with French, German and Belgian holidaymakers and tour operators. Further more he stipulate that it has a well-developed beach and package holiday market in Saly, the Petite Cote area and Cap Skirring in the south, says Philip. The country has a good music scene,
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friendly people, great seafood and is one of the easier African countries to explore.[.] For our investment we will have a fantastic property with four apartments of 55m2, 90m2, 145m2 and 110m2 of living space," he says. "I think the value has already doubled. I don't expect a sharp upturn in interest from the British market. However, the Cape Verde islands are off the Senegalese coast so you never know. With attractive beaches and well-established resort areas a five-hour flight from Paris and four from Madrid, Senegalese property could be an emerging market to look out for in the near future. As holiday apartments currently start at 25,000 and villas with pools for around 100,000, now may be the perfect time to pick up a bargain. www.worldofproperty.com After reading this article, it is easy to notice that for a foreign investor point of view, the deluxe or standing property market is flourishing in close relation with the geographic position of Dakar, the touristic attraction and the relatively low prices for English where the standard he can expect in Senegal is far less affordable in UK. Taking up Mrs. Catlas words; she is one of the administrators of Kergumak.com, a Senegalese property promotion website, this has to do of course with the level of development but also with the differences in currency. From this observation, it is then possible to assume that the Senegalese kitchen porter living in UK can be far more capable financially to afford an economic house of 25000 than a Senegalese middle manager for who this amount represents 25.000.000 f CFA where he is earning roughly 300 a month. For Mr. Boubacar Ba, Marketing and sales manager of SAGEF, among other responsibilities, Senegal, in comparison of other property markets has got a growing demand. This is due to the fact that there is no housing stocklist unlike Great Britain where an inventory of the existing houses is available. What is difficult there is to build more. To the very opposite, in Senegal the stock doesnt exist and the demand is increasing. In addition to that, the population is relatively young considering that 40% of the population is between 25 and 30 years old. Were confident that p to the coming 15 to 20 years, the demand will be there. Nevertheless, the researcher should offer a word of caution to this optimistic picture by presenting the conclusion of Mr. Alhassane Diaw a French Senegalese descent, consultant for Metropolis consulting and French Government
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official for social housing financing. His point of view is as follows: "The Senegalese property market is getting tougher for two reasons: first of all ,some migrants, mostly illiterate are favoring the speculation by accepting to buy houses far more expensive than it really cost thus putting the prices in certain localities like Dakar up to the European standard, secondly, the government is taking all the lands under control through the parapublic companies owned by it such as SICAP or SN HLM making it tougher administratively to access to the land. That does not encourage the investors psychology and the price of the lands now does not favour the rise of competitive and affordable low cost houses.

4.2. THE POSITIONING OF SAGEF AND HIS MARKETING STRATEGY:

4.2.1 Presentation: SAGEF is a branch of and international market. Its objective is to give the opportunity to every Senegalese to access to ownership and to migrants to invest in their country in property. To meet such an objective, theyve got A production unit unique in West Africa with a capacity of production of 1500 houses a year. Intercontinental Life Insurance Company ILICO S.A created in

1995 specialized in building and promoting broad housing programs in Senegal for domestic

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 A good rputation based on the previous ralisations.

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 An active partnership with the Key actors of the sector.

Among other, the Housing Bank of Senegal.

SAGEFS IDENTITY
Diffrentiation

through the rapidity

of the

building process

Solidity of the constructions guaranteed of the houses before selling to the

Availability

very opposite of most of the competitors

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Flexibility through the high possibility to building Value for money

transform and extend the existing

4.3.THE TARGET MARKET:

To better determine today the target market as well as the sources of sales volume SAGEF shapes his segment as follow: Geographically: Of all prospects that lives or have their activities between Thiaroye and Rufisque

FIGURE 14: Geographic Segmentation of Dakar

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Source : www.kergumak.com To better understand it, it is based on the same principle as the ACORN (a classification of residential neighborhoods) system in UK. This segment is more likely to be interested in buying houses in this area where SAGEF has most of its programs because they already live in a social/low cost housing area. Socio/economically: Of all those who have minimum revenues of 350, a bank account provided up to 2000 minimum and ideally domiciled revenues in the BHS (banque de lhabitat du Senegal) From the Age point of view : Of those who match the above mentioned criteria and are between 25 and 40 years old.

Socio-religiously speaking : Of the Mouride brotherhood for their proven capacity to buy SAGEFs housing by being so far the most important percentage among the actual customers. From the different experiences weve had so far said Mr. Seck, a former manager of the sales department at SAGEF and actual reseller of SAGEFs products in UK there is evidence to suggest that the migrants match better the criteria .It may be because so far most of the interactive means of communications in place are designed for the Senegalese migrants. The fact of the matter is, no one is discriminated. The focus is made on all the Senegalese and non Senegalese that shows the desir to buy social housing and, after all, financially likely to do it quickly. That is the case of the migrant even if they are not all reliable and credible; but this is more a matter of the quality of the commercial or the reseller who has to select previously the client that fits the bill instead of hard selling without validating the BANT which is Budget-Authority-Need-Timescale.

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4.4. PRESENTATION OF THE MAIN FINDINGS :

Interviewing the different managers and decision makers at SAGEF was a useful exercise for the purpose of this study ,on further examination we had the point of view of two other managers of the competition to see how are the migrant considered by others and which approaches was taken. On the other hand the mailing through the existing database of this website was revealed it self a complex exercise. The reason is that over more than 150 questionnaires sent only 14 came back. Not only that, the researcher fears an error or bias coming from the participants because they seemingly associate the questionnaire with the researcher that they know as an actor of the market and answers accordingly. That is to say, being SAGEFs customers already or aware of it, they are almost pleased with the entire situation and find everything great. However a triangle was done with a sample which the researcher firmly believes that they are unlikely to show anything than the way they see things. It is namely the Senegalese community in UK who is composed of potential customers with whom a group discussion was conducted backed with the questionnaires. This reveal itself to be successful, what allowed to collect point of views and show the efforts done but also the gap between the existing and the expectations opening an avenue of possibilities for who can seize the opportunity. Illustration. Analysis of the interview with Mr. Boubacar Ba: Marketing and sales manager

1. What are your positions and main responsibilities in the company?

Im Boubacar Ba, marketing and sales manager of Sagef and at the same time in charge of the management control, budget follow up, treasury plan.

2. How would you describe the positioning of your company in term of segmentation?

Deluxe

Standing

Semi -standing

- Economic

- Social/ Low cost

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Our positioning is social/low cost.

3. Why did the board chose this segment?

This positioning is due first of all to a technology constraint, that is to say a production unit limited to the production of social housing.

FIGURE 15 : Prefab housing model Source : SAGEFs archives Basically the positioning is forced by this limiting factor and as a matter of fact the strategy was made from the existing. Its not a deliberate strategy but rather set by the production tools. Here we shall recall the swot mentioned in the literature review because as we can see, the weaknesses are used by the company to catch the opportunities offered by the market.

Strengths Rapidity of execution Availability of the houses

Weaknesses Technical constraints Difficult to diversify with the prefab production unit Poor awareness of the prefab system Threats The competition criticize the prefab Some clients are reluctant as to how to transform or extend a prefab with bricks and mortar.

Opportunities

The migrants want ready built houses They want affordable prices Being in Europe, they are more aware of the prefab system because its a common way of building in western countries.

4. At the end of the day, is it an advantage? Yes it is in so far as given the low cost production factor, the price is more affordable for the basic local Senegalese, on the other hand , the drawback is that the price being low, to be viable ,the company has to produce in a large scale. So, finally, the supply is far superior to the local creditworthy demand .The direct consequence is that it becomes compulsory to find new markets abroad.

5. Who are your potential customers? Sagef has two types of clients: A Public Demand represented by the government; here sagef is positioned as a builder. We have a project of 5000 houses to build for the public servants and public officials with a program named An official, a roof .

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A Private Demand where SAGEF is positioned as a promoter/builder and is dealing with local customers as well as migrants. 6. What is the percentage? For the private demand it is 30% of local (mostly the cooperatives and the corporate housing associations) 70% of migrants But I have to say that actually were turning more to local via the government program what brings the percentage with the public demand to 60% for the local and 40% for the migrants. 7. Why is this change of pace? Simply because today the migrant demand is not well controlled due to the credit crunch which devastated this market with the augmentation of the unemployment rate among them. To be honest the crisis it self was predated by a very high level of toxic credit, that is to say between 2004 and 2007 most of the mortgages were not honored by the migrant clients which had for direct consequence to make the local banks very reluctant to allow mortgage to this segment unless they provide a heavy application with lots of evidences. 8. Do you see the migrants as? The main segment to focus on Important among others Very important but not exclusive Not so important

For me they are very important but not exclusive.

*Why?

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Because the local market allows us to exist as a company but doesnt allow any growth. Then, the must is the migrant market for our market extension policy. But as I said, today were more focusing in the Public demand with the government, doesnt mean that we abandon the migrants but, days are bad and most of the competitors went bankruptcy because of the crisis and also because most of them were relying too much to the migrants following somehow, I have to say our strategy without covering their back. Today only the relatively big companies like us remain in the market. To survive today you have to be creditworthy with the banks and have a plan B. Here also, the research cannot miss to underline two major theories that appear to Mr. Bas words. One of Mintzberg about total global strategy. The figure below explains the point of view of Henry Mintzberg, one of the greatest strategy theorician known yet. Mintzberg stipulate that Developing the core strategy- the basis of sustainable competitive advantage. It is usually developed for the home country first. Internationalizing the core strategy through international expansion of activities and through adaptation Globalizing the international strategy by integrating the strategy across countries. This basically explains why the direct competitors of Sagef did not survive and furthermore why the migrants do not feel secure with Senegalese promoters. Most of them like the migrants money but also are not ready to take enough risks to invest in structured organisation.

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FIGURE 16 : Total Global Strategy Source : Mintzberg The strategy process SAGEF developed his strategy locally first before deploying it to the international, here the migrant. But well see further that what is acceptable in one country is not feasible in another. It still remain that according to Mr. Ba, the competitors failed to adopt a local strategy, then not having solid foothold in their local market wiped them out when the migrants started failing to pay their mortgage. The second theory worthy to raise here is the Deliberate and emergent strategies.

FIGURE 17: Deliberate and emergent strategies

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Source : Mintzberg, H (1987) SPs for Strategy California Management Review, Fall Here also it is interesting to underline how the intended strategy which is the precise intention formulated and articulated by SAGEF central leadership to capture the migrant market is here backed by the emergent strategy of opening the activity to public sector taking advantage of the willing of the government to quickly provide officials with housing for may be some political reasons that are not the focus of this study. It still remain that this quickness was only realizable by the sagef production unit. Seizing this opportunity then, was the emergent strategy to face the problems occurred with the planned strategies.

APPROVED 9. How do you see the new information technologies in your strategy

APLICATION

implementation? Extremely necessary Very necessary Necessary Less than necessary

Very necessary even if today, due to the circumstances above mentioned Sagef is less in the new technologies provided that having the government as a client involve more a relationship management closer to lobbying than IT. *Why is it so important for you then? Because apart from this government demand, the migrants are still the cash cow and we will not access to them with a door to door approach. To be visible, we have to be in a brick and click option. Moreover, the buying process is so complicated that we need a computerized information treatment system.

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Personal Banker Bank Promoter Simulation Internal check up Transmissi on of the application to the Bank
CUSTOMER DEPARTEMENT

Reception And imputation to a personal banker Transmission to personal Bankers for formalities and guarantees Transmission to personal Bankers for information supplement

Transmiss ion

Clients` financial situation check. Customer interview Introduce application to the Mortgage commission

To the account manager who update his client

DECISIO N

APPLICATIO N REJECTED

Mortgag e commiss ion

FIGURE 17: The SAGEFs Mortgage application process Source: SAGEFs Archives This diagram shows the process that has to follow an application from its enter to the outcome which is the mortgage validation. This process takes nearly 3 month with SAGEF and easily the double with the competition without guarantee that the house will be ready. This is partly what a client doing an application has to face with more chance to be rejected and more time to spend. Being in Europe, they cannot cope and that explain somewhat why they are reluctant. That explains the strategic stand of this process: the quicker it is, the easier it sound the more competitive edge you SAGEF gain among competitors. 10. What promotion strategies are undertaken to capture this market? Actually were using the web social network. Basically we put adverts in www.seneweb.com which catalyzes most of the Senegalese abroad because it is an information website for Senegalese as known as YouTube or Google among the Senegalese community. The visitors usually add their requests in the comment box and the sellers call them back. But the more

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you grow the more every commercial develop his own portfolio and it is all about relationship management. 11. A network of resellers is indispensable to better hit this segment. Strongly agree - Slightly agree - Neither agree nor disagree - Slightly disagree Strongly disagree I strongly agree. 12. Does your company have a network worldwide? Yes we do but it is not so active. 13. How can you explain this? It is not active for the simple reason that were not in permanent touch with the network; moreover there is a coordination problem given that we didnt clearly define the pace of work and the right system to deal with them. In a nutshell a clear protocol is not shaped and the follow up is not good. The third aspect of the problem is the reward system: I reckon it is difficult for a reseller to wait six or seven month for a deal he closed longtime ago. This system is not sustainable for who run a business as a reseller, the incidence is that they relegate our partnership in a second plan and focus on their jobs. Its understandable, they have bills to pay. We have to at least give them a certain part of their commissions straight after the sale. 14. How would you describe the property industry nowadays? [...]Refer to Chapter 4.1: Overview of the Senegalese property market Today there is a lot to do for who can sail in muddy waters because most of the competitors are struggling.. 15. What is SAGEFS recipe for success? A better organisation Yes No

Dossier accord

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A better health that sends the right signal to the investors A good relationship management A motivated team 16. If a magic wand were offered to you as a manager, what would you change or do? Seriously, I would reintegrate the multichannel contact center in the sales department with a high level of technology and a better follow up. The following are the words of SAGEFs General Manager: if the credit crunch affects the Senegalese migrants, the housing industry will struggle. We have to say that SAGEF is much focused in the emigrant market and its 1500 houses capacity prefab unit and its 300 employees are all driven by the migrant enthusiasm to invest. Then fairly important marketing effort is being deployed to keep this niche active and growing.(2009) Willing to give an element of comparison, the interview of Mr Djiby Ndiaye, marketing manager of SCI LA LINGUERE, a competitive company in Dakar might be relevant. 1. History of your company Created the 28th of October 2000, SCI LA LINGUERE Real Estate has a capital of 10 000 000 CFA francs. It has its headquarters at 135 SUD FOIRE YOFF CITE CSE, BP 13 638 HLM GD YOFF DAKAR. Object of advanced thoughts, knowledge and mastery of the real estate market in Senegal, it is the fruit of collaboration between the local Senegalese and those in the Diaspora. 2. About the goals of its company he says: Two major goals and the foundation of the company are: 1. To benefit our customers with quality houses with conditions suited to their financial resources 2. Serve as a model for property developers. With a staff consisting of professionals and supported by excellent consultants, La SCI la Linguere eventually translate its slogan "build a better life. That is to say
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3. Accessibility 4. Soil quality 5. Quality of work 6. After sale 7. Transaction Security 3. What is your strategy to meet set goals? The General Directorate in the strategy affects all social strata by offering products accessible. Thus, SCI la Linguere reduced barriers to access to property and heavily involved in promoting habitat: 1. The customer can become an owner whatever its status. 2. The customer chooses the financing arrangements that suit him. 3. Sites and products that are offered are for a different choice. 4. What about the migrants. It is a very complicated segment and to be honest we have no preference between the locals and the migrants. Our ideal customer is the one financially capable, from the local or from the migrant; doesnt really matter .Then the question is how to catch this type of customer? For that we focus essentially on the products features, advantages and benefits. That means the location, the quality, the price and the way of purchase. For instance our last program was all sold cash without any bank financing. Some time it is also very interesting for the migrants because for some reason, a large part of them does not want to deal with the banks. I confess some of them are often illegal in the host country and psychologically avoid any official or look alike procedure. To be honest this is part of the strategy, it is clearly a competitive advantage to give for instance facilities to the customers without bank interest and evidence hassle, but that suppose to be structured financially in such a way that you can support, otherwise the company will soon face liquidity risk. If a strategy is just a politic intention and methods conceived by the management and agreed as a policy for a certain timescale, then for now our strategy is to avoid any rigid strategy.
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For me the methods used to capture the migrant market does not worth necessarily the one of local market. Some time it is better to concentrate in the local market or the local users and for them to bring the buyer who is often a relative based in Europe.

5. In a nutshell? The migrants are important but not so exclusive; you will be surprised if you could see the number of applications validated by the BHS in 2009. The locals are far more important than the migrants in term of percentage. People are often mistaking, thinking that the migrants are more viable. For us the segmentation is based on a financial basis rather than a geographical angle. The good customer is the one who has got the money regardless to his position; he can be in Senegal, France, UK, USA, trader, craftsman or official, what makes him interesting is his ability to pay. After selling a program, you can separate the migrants from the locals and, i reckon have it as a base for future strategies. These two points of view back to back show some findings that the researcher cannot display before presenting the groupe discussions results among potential customers in UK. OTHER FINDINGS: A group discussion was conducted in two cessions with the Senegalese brotherhood of which the researcher is a member. In took place at vicarage road, Leyton, UK in the occasion of the singing cession that take place every Sunday and where a major part of the Senegalese community in London participate. 1rt cession: Sunday 20th of December 2009 Participants: 32 2nd cession: Sunday 27th of December 2009 Participants: 21 TOTAL PARTICIPANTS: 53

FINDINGS OF THE GROUP DISCUSSION

Questionnaire Answ ers %

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Have you ever sent money for house purchasing in Senegal Yes No Did you do it through property development company? Yes No To what extend ownership is a sign of success for you? Very strongly Not so strongly

32 21

60 40

13 19

25 36

49 4 Answ ers

92 8

FINDINGS OF THE GROUP DISCUSSION

Questionnaire How easy do you find information access and mortgage facilities Not so easy Quiet easy Not easy at all How helpful do you find the banking system in Senegal Less than helpful Helpful To buy a house in Senegal, would you prefer a mortgage In the host country In Senegal %

28 16 9

53 30 17

47 6

89 11

23 30

43 57

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FIGURE 19: Findings 1

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FIGURE 20 : Findings 2 Before we examine the evidence which has been put forward in the above pages, wisdom would advise to consider the open questions to fully evaluate the results. To the question why did you choose the UK in particular, the most frequent answer is: because of the great opportunities they can find here and the economy here from the external point of view seem to be more sounding. For instance Ousmane Senghor, a Senegalese, resident in UK, at Tottenham hale said: Ive got chosen to teach French in London as part of an exchange program[.] I had the choice to be honest between UK and other surrounding African countries, but I thought that
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UK was gonna be give me more opportunities[.] in a nutshell, I left Senegal in 2000 for London and been here ever since These developments are the majority among the sampled interviewees like Miss Sall who argued Great opportunity, more chance to realize my dreams. Also to the question for which purposes do you often send money in Senegal? The most recurrent answer is to assist my family financially as said Mr. Khadim seck I send money for various reason: help family and friends; pay bills for the most part.

How do you see the property development companies as a migrant? To this question the perception is not so bad but repetitive critics have been raised concerning seemingly the lack of physical presence. What confirm the view of Mr. Boubacar Ba above in the interview about the problem with the network of reseller. Interestingly a question that was not raised found an answer in the second group discussion. The most know brands for them are TEYLIUM WATERFRONT and SAGEF.

TEYLIUM WATERFRONT

SAGEF

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A noticeable fact is that these two companies occupy the two extremes of the market: the skimmed segment for TEYLIUM with a very high budget for advertisement and therefore unmissable for this segment who cannot afford it and on the other hand SAGEF of which I dont want to generalize the popularity based on this sample only due to the fact that the most part of the sample know the researchers activity in promoting social estate.

A rather repetitive answer also is the 89% that consider the banking system less than Helpful but the paradox is to be situated in the next question: To buy a house in Senegal, Would you prefer to have a mortgage in this country or in Senegal and? Where 57% responded: In Senegal. This suggests that the expectations are not met either by the banks or by the migrants. While we are at it let us call to our memory the words of Mr. Boubacar Ba Marketing and sales manager of SAGEF ( p 65). To be honest the crisis it self was predated by a very high level of toxic credit, that is to say between 2004 and 2007 most of the mortgages were not honored by the migrant clients which had for direct consequence to make the local banks very reluctant to allow mortgage to this segment unless they provide a heavy application with lots of evidences. It still remain that a need is expressed here and an effort has to be made in facilitating the information flow and the follow up for the benefit of both parts.

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On further examination, there is a why to those questions, to illustrate the recurrent one lets take the case of Baye Maguette Fall a Senegalese from Bristol, he says I often go through seneweb to see whats going on in Senegal, politically or for the sport results etc that was also the opportunity for me to have a look of the different adverts; houses, car to let or else. [ .] I have never bought so far with the promoters even if I use to log on or call as someone who wants to buy, just to have an idea of whats going on in the market. I have to say the commercials are very pushy but I always preferred to wait my holidays and go deal with it myself. I have one house already in Senegal but in 2008, when KERGUMAK recommended me to someone in Senegal I went with a heavy application ; payslips, my wifes pay slips also , about 15 000 deposit which represent roughly 20% of the mortgage I wanted. It took a little bit less than 3 month before I withdraw my application from ECOBANK because it was too long I returned in UK in between and was not relieved at all knowing my stuff out of my control. I gave it after to Attijari wafa bank following the advice of my cousin whos working there but I guess she just wanted to gain bonuses out of me because finally the credit department said they require now 40% deposit from any migrant customers. [] the bottom line is I abandoned this project. No matter what, the essential of the sample still want to have their mortgage in Senegal because as said Maguette Fall even if it might be easier because we can deal with it or remortgage it here with our local banker if it meant to happen, I never know when Ill have to leave and to carry a mortgage her is blocking my return plan. Another interesting point is the findings to the question .Would you today trust a promoter to deal remotely with your house purchasing?. In fact the major feedback sounds like Not really would prefer to deal with myself as said Mr. Mara Gueye from wampsted park. These last findings join an alternative point of view which is very rich in taught coming from an official source. In fact Mr. Alhassane Diaw, consultant for Metropolis consulting, and French Government official for social housing financing ,challenges the report of the BAD (African Bank For Development) cited in the introduction, where Mademba Mbaye, a Senegalese consultant for world bank estimated that 30% of the billion euro transferred in Senegal by the migrants are allocated to property industry notably for mortgage repayment, constructions and rent payment. He rather
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stipulates that according to his own department research 70% of the funds coming from the migrants go indirectly to property market. What mislead those organisations is that they base their research in secondary data from official sources like International Labour Office; it is like the number of promoters, its more than what you could guess, the problem is one often base him self on the official report of BHS (Banque de lhabitat du Senegal) who just publish the registered promoters in the bank.[......] Then 70% of this money goes to what we call auto-construction. When the migrants go back home, they often engage a personal builder and a local cheap architect and build a cheaper house with equal or superior quality. For him the property development companies captures just 5% to 8% of the remittances because the viabilisation of the building site cost money and for a big project the viabilisation cost seriously affect the final cost where in the auto- construction scheme, the migrant does not face any viabilization cost. He also argues that has another key information from CADASTRE ( land distribution and registration office) is that frequently the migrants organise them selves to contribute for land acquisition and viabilisation with the benefit of being their own promoters, chose their house design according to their like and do the economy of the benefit a real promoter would put on top of the building price .For Mr Diaw, the basic promotion strategies based on internet advert and web social networking is not sufficient , the researcher would rather argue that SAGEF managed to sell in two years a program of 240 houses quiet exclusively to the migrants and started last year one of 500 houses.
80% 70% 60% 50% 40% 30% 20% 10% 0%

A nne 2 0 04 A nne 2 0 05 A nne 2 0 06

E sp agne Italie

US A

Local

F rance A utre s pays

FIGURE 21 : ANNUAL REPARTITION OF THE SALES FOR SAGEF

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Source : SAGEFs Archives MAIN FINDINGS With regard to the to above developments one can say that

The Senegalese migrants come to Europe for socioeconomic achievement They mostly see ownership as a concrete sign of this achievement The property development companies often see in them an important market But not enough means are deployed to effectively satisfy them The banking system is not so helpful nowadays The banks are reluctant to serve the migrant market because they are often not good payers, anyway surely for the social housing market

The informal network is high and deserve to be consider more closely The migrants want to see the property development showing more interest, build more report around trust

The credit crunch had a bad effect in the development of this market The promoters find it difficult to satisfy the migrants because of the complexity of the process An improvement is possible

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CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

One cannot conclude without assessing either the aforementioned findings answered the objectives of this research or does it confirm our contradict what have been said in the literature .Doing do may allow us to draw useful recommendation and even open scope for further studies.

5.1 OBJECTIVES:

About why the migrants suddenly became a matter of national and economic interest. One can say out of the literature review and the interviews done do far that this segment rose in importance when statistics showed the amount of money they was capable to inject in the economy in form of funds to support their family but also in a smaller scale, in investment. The evidences in the research support the view that this money escapes, to his most part, to any official control going through informal channel. It have been seen that most of the economic actors like banks, promoters and so on maintain a close distance with this segment even if not all of them are keen to automatically and exclusively focus on it due to several factors such as their complexity and their versatility. On the face of it, this suggests that the assumption according to which the migrants are vital to the property market have less explanatory power. Another important point is that SAGEF seems to be more likely to consider them as very important due to the structure of their business ( prefab, ready made houses for sale) where the competitors makes conventional hosing and dont build them necessarily before. About how Developing Countries Company operate to attract targets in a developed country and exploit this market efficiently. What can be said is, that taking SAGEF as reference, it is possible to do so using the internet media and IT resources which are surely a
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revolution which represent a big step forward for mankind, developing new cultures and vocation. But for Africa, it is a real bridge that suddenly fills a century gap buy giving them access to information an make them visible. Then companies like SAGEF will not reinvent the wheel, they jump on the train, have a better visibility with less cost provided that, today the migrants in Europe are used to this media. The drawback is that, focusing only in this media narrows down the scope and disqualifies all the Senegalese who are not keen to use this media and are also potential customers. About the efficiency of the use of new information and communication technologies to make profit and satisfy customers. The results of this study suggest that this hypothesis might in some instance be valid but as said above, it is not sufficient if we consider all that is involved in a buying process. A bigger picture has to be seen it seems. This picture has to take into account several aspects such as the migrants culture, the banking system, and may be more customer orientation. In a nutshell what comes in mind is that the property development companies have to be more formal with their strategies if they want the migrant to cease to be informal. Two more objectives was what firms should do to be more efficient and maximize their profit and to study and recommend the strategies and tools which have the strongest success implications on managing the international marketing function from the home country. This leads us to the recommendations.

5.2 RECOMMENDATIONS:
On the light of the findings, this study inspires some points to rise in recommendation. Two kinds of recommendations are indicated here. 5.2.1 Theoretical: This recommendation affects the philosophy of the company in so far as we advise SAGEF to be more marketing orientated. The reason why is that it seems like the company is shaping his strategy based on a technical constraint (the production unit does social houses
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and a production pace has to be followed also).Nothing wrong with it but it seem that this confine the company too much between a production orientation and a sales orientation. Both of them are outdated. As reminds Lancaster (2003) In the nineteenth century and early part of the twentieth century, the fundamental role of business was seen as production [...] many firms had to change their attitude as the world economy drifted into recession in the 1920s. As to produce was no longer enough the sales concept stated that effective demand could be created by sales techniques, and it was thought that the sales department held the key to the firms future prosperity and survival This reference has been brought because it seemed so accurate to the research findings in chapter four. To understand the marketing orientation that we prescribe we quote Peter Drucker There will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to understand the customer so well that the product or service fits him and sells itself. Ideally; marketing should result in a customer who is ready to buy. All that should be needed then is to make the product or service available. Relevant for recommendation also is the extended marketing mix of Booms and Bitner because to make the product available suppose: . Physical layout seen as structure of virtual stores, and websites that SAGEF has but lacks fundamentally physical presence to back the virtual up. . Provision of customer service This goes with the physical lay out in this case.

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. Processes in close relation with customer service it will be here the facilitation of all the complex process by a clear definition of any step and a support. This brings s to the practical recommendations.

5.2.2 Practical: Concretely SAGEF should broaden his scope by either outsourcing the marketing in Europe to professional resellers or by opening commercial branches in every relevant town. This suppose to: Do a research to be able to establish a reliable Potential Customers Map in each and every big town where Senegalese migrate and know their preferences. Build partnership with Local or host countries Bank in order to propose a simplified package to the customers by creating a single point of contact; it means that in every Agence, the migrant will be able to have the right information, fill an application without fear, simulate his credit capacity and also have a human touch that relieves. Invest in IT last technologies by installing a VPN (Virtual Private Network) that allows to remote users (here the agents in Europe) to access the same informations than the commercial in Senegal and vice-versa through a secure and encrypted private channel. That is good to build more rapport with the customers as they have no doubt that you are really working for the company. It is worthwhile also to invest in solutions like WebEx (virtual video conference) which is a relatively cheap technology that allows safe virtual meetings and then shorten the distances and allow the company to control his foothold. Organize a good remuneration system that doesnt starve the resellers and make them relegate the companys interest in a second plan. By doing the above, then an accessible and visible location can be opened in the location with a good concentration of Senegalese. Other services can be proposed in the branch such as Money Transfert.That will be good to create traffic in the agency but also, give reliable and homely maid statistics about how much money goes and what it is sent for. Further

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more, as the agents will be interacting naturally with their peers through the different Senegalese association, the network will be easily built.

5.2.3 Scope for further studies: This topic is broad in so far as it touches a subject of international interest: immigration. This immigration can be served with different sauces like what can be the implication of governments in solving African immigration issue. How can the property industry be of help to organizing the migrant return, which legal measures should accompany such intent? As we are thinking about Sagef doing a U turn considering the government public demand of housing as a manna, why the next episode wouldnt be: The potential role of lobbying in triggering political orientation: The politician, the house builder and the migrant.

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https://portal.uwic.ac.uk/CookieAuth.dll?GetLogon? curl=Z2FunitsZ2FlisZ2FresourcesZ2FbooksZ2FPagesZ2FInfoEbooks.aspx&reason=0&for mdir=5[accessed the 04th of January 2010] http://wps.prenhall.com/bp_griffin_ib_5/0,12869,3923963--3923966,00.html [accessed the 23th of November 2009] www.sagef.sn [10 0ctobre 2009] www.kergumak.com [accessed the 14th of December 2009] www.mindtools.com [accessed the 18th of December 2009] www.un-instraw.org/en/statistics [accessed the 16th of December 2009]

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Diop,Mc (2008), Le Senegal des migration;mobilite,identities et societies, Dakar: Edition Karthalla. Dr C R Kothari (2004) Research Methodology: Methods and Techniques. Ellson. T (2004), Culture and positioning as Determinants of Strategy, Palgrave MacMillan, New York. Kotler, P. Bowen, T, J. Makens, J, C (2010). Marketing for Hospitality and Tourism. 5th Edition McMillan, H, Tampoe, M (2001). Strategic Management: process, content, and implementation, Oxford University Press. Kotler, P. Keller. K, L (2009).Marketing Management: Developing Marketing Strategies and Plans .Pearson Education, Inc. Canada.
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Lendrevie, Brochand (2001), Publicitor, Paris, Editions Dalloz. Lendrevie, Lindon (2000), Mercator , Sixth Edition , Paris, Edition Dalloz. Mahagan V,Gunther R(2009) Africa Rising: how 900 millions African consumers offer more than you think, New Jersey: Pearson Education International. Mingst, a.k,(1990) Politics and the African development Bank, Kentucky: The University Press. Nieto, M, L (2006). An Introduction to Human Resource Management: An Integrated Approach. Palgrave MacMillan, New York. Oxford Business Group The Report Senegal 2008. Sall M (2004) Acteurs et pratiques de la production fonciere et immobiliere, Louvain: Presses Universitaires de Louvain. Savinna Ammasari (2003),Migration, remittances and development, OECD publishing p10. Tall,M (2005),Investir dans la Ville africaine, les migrs et lhabitat a Dakar, Dakar: Edition Karthalla. Whittington, R. Scholes, K. Johnson, G. (2008). Exploring Corporate Strategy. 8th Edition, Pearson Education Limited, England. Whittington. R (2001), what is Strategy- and does it Matter? Second Edition Thomson, London.

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APPENDIX

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INTERVIEW QUESTIONS DESIGNED IN QUESTIONNAIRE FORMAT FOR PROPERTY INDUSTRY ACTORS IN SENEGAL

PURPOSE: PRIMARY DATA COLLECTION FOR THE FOLLOWING RESEARCH TOPIC: HOW CAN MARKETING STRATEGIES BE USED BY PROPERTY DEVELOPMENT COMPANY TO ATTRACT THE SENEGALESE MIGRANTS? In partial fulfillment of the requirements of the UWIC Business School, University of Wales Institute Cardiff for the degree of Master in Business Administration.(MBA) INTERVIEWEE JOB TITLE: ................................................................................ COMPANY:............................................................ DATE:.....................................

1. WHAT IS THE HISTORY OF YOUR COMPANY?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ 2. WHAT ARE YOUR POSITIONS AND MAIN RESPONSABILITIES

IN THE COMPANY?
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........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

3. HOW WOULD YOU DESCRIBE THE POSITIONING OF YOUR COMPANY IN TERM OF SEGMENTATION?

Deluxe Economic

Standing

Semi standing

Social/ Low cost

4. WHY DID THE BOARD CHOOSE THIS SEGMENT? ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

5. WHO ARE YOUR POTENTIAL CUSTOMERS?

........................................................................................................ ........................................................................................................ IS OWNERSHIP AN ACHIEVEMENT FOR YOU ? ........................................................................................................ ........................................................................................................ Yes No ........................................................................................................ ........................................................................................................ LXXXII

6. DO YOU SEE THE MIGRANTS AS :

The main segment to focus on? Important among others?

Very important but not exclusive? Not so important?

*WHY ?
........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ HOW DO YOU SEE THE NEW TECHNOLOGIES IN YOUR STRATEGY

7. IMPLEMENTATION?

Extremely necessary Necessary

*WHY?

Very necessary Less than necessary

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ 8.

WHAT PROMOTION STRATEGIES ARE UNDERTAKEN TO CAPTURE THIS MARKET?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

9.

A NETWORK OF RESELLERS IS INDISPENSABLE TO BETTER HIT

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THIS SEGMENT.

Strongly agree?
disagree?

Slightly agree? Strongly disagree?

Neither agree nor

Slightly disagree?

10.

DO YOUR COMPANY HAVE A NETWORK WORLDWIDE?

Yes
*WHY

No

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

11.

HOW WOULD YOU DESCRIBE THE PROPERTY INDUSTRY NOWADAYS?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

IF A MAGIC WAND WERE OFFERED TO YOU AS A MANAGER, WHAT WOULD YOU CHANGE OR DO?
12.

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ LXXXIV

Free COMMENTS BOX. Is there something you would like to say that h havent been ask?

LXXXV

INTERVIEW QUESTIONS DESIGNED IN QUESTIONNAIRE FORMAT FOR POTENTIAL CUSTOMERS IN UK AND ADJACENT EUROPEEN COUNTRIES
PURPOSE: PRIMARY DATA COLLECTION FOR THE FOLLOWING RESEARCH TOPIC: HOW CAN MARKETING STRATEGIES BE USED BY PROPERTY ENT COMPANY TO ATTRACT THE SENEGALESE MIGRANTS? In partial fulfillment of the requirements of the UWIC Business School, University of Wales Institute Cardiff for the degree of Master in Business Administration.(MBA) INTERVIEWEE: ................................................. COUNTRY:............................................... DATE:.....................................

1. COULD YOU BRIEFLY GIVE US A BIG PICTURE OF YOUR MIGRATION HISTORY?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ 2. WHY DID YOU CHOOSE THIS COUNTRY IN PARTICULAR? ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

3. FOR WHICH PURPOSES DO YOU OFTEN SEND MONEY IN SENEGAL?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ LXXXVI

4. HAVE YOU EVER SENT MONEY FOR HOUSE PURCHASING PURPOSE IN SENEGAL?
........................................................................................................ ........................................................................................................ IS OWNERSHIP AN ACHIEVEMENT FOR YOU ? ........................................................................................................ ........................................................................................................ Yes No ........................................................................................................ ........................................................................................................

5. TO WHAT EXTENT OWNERSHIP IS A SIGN OF SUCCESS FOR YOU?

Very strongly To no extend

Strongly Not for me

Not so strongly

6. HOW DO YOU SEE THE PROPERTY DEVELOPMENT COMPANIES AS A MIGRANT?

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ HOW EASY DO YOU FIND THE AVAILABILITY OF THE INFORMATION

7. AND THE FACILITATION FOR MORTGAGE ACTIVITY?

Very available and easy Not so easy

*WHY

Easy Not easy at all

Quiet easy

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ LXXXVII .......

8. WOULD YOU TODAY TRUST A PROMOTER TO DEAL REMOTELY WITH YOUR HOUSE PURCHASING?
........................................................................................................ ........................................................................................................ ........................................................................................................ HOW HELPFUL DO YOU FIND THE BANKING SYSTEM IN SENEGAL? ........................................................................................................ ........................................................................................................

9.

HOW HELPFUL DO YOU FIND THE BANKING SYSTEM IN SENEGAL?

Extremely Helpful Helpful

*WHY

Very Helpful Less than Helpful

........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ .......

TO BUY A HOUSE IN SENEGAL, WOULD YOU PREFER TO HAVE A MORTGAGE IN THIS COUNTRY OR IN SENEGAL AND WHY?
10. ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................

11.

IF A MAGIC WAND WHERE OFFERED TO YOU AS A POTENTIAL CUSTOMER, WHAT WOULD YOU CHANGE OR DO?
........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ ........................................................................................................ LXXXVIII

Free COMMENTS BOX. Is there something you would like to say that h havent been ask?

LXXXIX