Table of Contents

1. Executive Summary................................................................................. 2
2.Current Market Situation......................................................................... 3
2.1 Market Summary ..................................................................................
2.2 Market Segmentation............................................................................
2.3 Market Targeting..................................................................................
2.4 Target Markets ....................................................................................
2.5 Competition .........................................................................................
2.6 Product Performance.............................................................................
2.7 Distribution ..........................................................................................
3. Threats & Opportunities...........................................................................
3.1 Threats..................................................................................................
3.2 Opportunities ......................................................................................
4. Objective & Issues ................................................................................. 5
4.1 Objectives - Sales, Profit & Market Share...............................................
4.2 Issues.....................................................................................................
5. Marketing Strategy ............................................................................... 12
5.1 Demand Measurement & Forecasting ..................................................
5.2 Positioning Strategy...............................................................................
5.3 Marketing Mix Strategies.......................................................................
6. Action Plan and Implementation........................................................... 13
7. Marketing Budget ................................................................................. 21
8. Control.................................................................................................. 40

Annexure

TANGO Marketing Budget ...................................................................... A

References

References ................................................................................................ B
1.0 Executive Summary

Pakistani Automotive market is on boom due to various positive micro and

macro level signs, and providing hefty earning to existing players. CCI
provides Pakistani auto consumers a flexible auto option i.e. “Narrow Car -
TANGO”. Although as a very new phenomena TANGO faces no
competition in Pakistani Auto Market but TANGO may disturb the market
of two products i.e. Small Cars and Motorcycles, that’s why we may consider
existing Small Car and Motorcycle manufacturers as a competitors. TANGO
Target market will be lower middle class comprising, junior level managers,
shop owners and small business owners.

2
2.0 Current Market Situation Analysis

2.1 Market Summary

The automobile sector in Pakistan is on boom; it is growing at an amazing

pace for consecutive third fiscal year. The Japanese, Korean & European
auto giants have invested almost $1.5 Billion in Pakistan’s automotive
section. The local investment in the industry is approximately $ 1.0 Billion up
to end of FY0405. Following the brief review of Auto Sector of Pakistan.

• Total car and Light commercial vehicle production increased by 37%

YOY from 110,844 units in FY04 to 151,565 units in FY05, according to
data provided by PAMA.
• Car production increased 28% YOY from 98,461 units in FY04 to
126,403 units in FY05.
• The main drivers of the growth in demand have been lower interest rates,
increases in home remittances, and easier access to car-financing, and
constant model changes that promotes competition.
• Based on market consensuses, the demand-supply gap stands at
approximately 40,000 units in spite of the 37% increase in car and LCV
production.
• Duties were reduced on CBU’s, while they remained unchanged on
CKD’s in the
• Federal Budget 2004 - 2005. The reduction in duties resulted in an
increase in the level of imports.
• In 2004 – 2005, local car and LCV sales totaled 152,364 units, or 25% of
Pakistan’s total auto sales.

Pakistan Auto Sales 2004-05

7%
1%
Motorcycle
21%
Light Commercial Vehciles
Cars
Trucks & Buses
4%
67% Tractors

Despite tremendous growth in small car (800-1000CC) car manufacturing,

supply failed to slake burgeoning demand and exorbitant prices attracted
much criticism on the manufacturers.

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 It’s also witnessed that over the last three years car sales have been driven by
the auto financing, approximately 65% cars are sold under auto finance
scheme being offered by commercial banks. So we can say that auto
financing drives car sales, it’s also important to note that the buyers of up to
1000 cc cars mostly utilize the facility.

With the rising cost of fuel people are gradually shifting to smaller cars,
besides, in a number of households the smaller car is also an
alternative/second car.

The Commuter Cars Incorporation, USA has realized the huge potential in
small coupe type cars and motorbikes markets in Pakistan, and decide to
enter in both market with its one product TANGO, by adopting the product
development strategy.

2.2 Market Segmentation

On top of every thing bulk of the buyers of smaller car are those who are
willing to switch over from second hand cars to new cars. That new car
keeps them away from mechanics for atleast 2-3 years, if being driven
properly. Secondly, the users of bikes (Small families, routing home-to-
office-to-home motorcyclists) who may think towards an affordable and safe
car-like convene.

Tango consumers are segmented as per following broader categories

2.3 Market Targeting

Although, we make a TANGO a car for every person, purse and personality.
But we have targeted particularly the Lower Middles Class comprising mainly
on junior level managers, small business owners, (Income – Group 10,000-
20000), who due to high cost of small vehicles and vehicles maintenance has
not been able to purchase a Car. We are going to address there needs, as they
are fit our objectives and we possess the skills and resources needed to
succeed in the segment.

2.4 Target Market

In the year 2004-05 small Cars production increased 28% over last year but
this was not still able to cater the increasing demand, which far higher then
supply. This difference between demand and supply may continue because of
positive microeconomic indicators of Pakistan.

The segmentation of TANGO Market, we have done product-wise

segmentation and choose 3 brooders categories as per following pie chart.

4
 TANGO Targe t M arke ts

5%
25%
Motorcycle Users (Switch)
Small Car Users (Switch)
Public Transport Users
70%

2.5 Competition

There may be 2 broad categories of products from Pakistani Automobile

market that can foresee TANGO as a rival.

1. New Small Car (800CC) Car.

2. New Motorcycles

The high-paced growth of the auto industry has attracted investments from
other market players and consumers have now been presented with a wider
variety of automobiles.

The 800cc car segment now has more to offer than the models produced by
Daihatsu (Cuore) and Suzuki (Mehran). Three new companies, Nexus
Automobiles (Exclusive), Adam Motors (Revo), and Pakistan Chery
Automobile (Chery QQ) have entered into the 800cc market. These new cars
will effectively provide a greater choice to the consumer as well as put a
strain on margins as the segment is expected to become more price-
competitive.

The comparison of price between TANGO and competitors and market

share of competitors are tabulated below:

Product Price in Ruppees Market Share in %age *

Mehran Le 800CC 326,000.00 55%

Santro Club 559,000.00 20%
Cuore CI 359,000.00 10%
Chevrolet 515,000.00 05%
Revo 800CC 269,000.00 05%

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 Cherry 0.81 Basic 461,000.00 05%
TANGO (Basic) 125,000.00

Market Share - 800CC Cars

C h e r r y 0 .8 1 B a s ic
5%

R evo 8 0 0 C C
5%
*Based on
C h e v r o le t
4Q0405 5%

figures. C uo re C I
10 %

M e h ra n Le 8 0 0 C C
55%

S a n t r o C lu b
20%

In regards to foreign entrants, Volkswagen, Renault and Daimler-Chrysler

have planned to make significant investments in the Pakistani markets.
Additionally, Roma Group of Companies has also formed an alliance with
Chinese Auto-Manufacturers and is planning on beginning operations
shortly. However, it still remains to be seen whether these companies will
follow through with their plans to invest as the new government policies
have made Pakistan a less lucrative investment opportunity.

TANGO is an entirely new product for Pakistan automotive consumer, it

surely opens the new ways of competition with 2 or more broader categories
of products, as we discuss above the products of automotive market would
be hit by TANGO introduction, will be small cars by Price and Fuel
Consumption and Motorbikes by safety and luxury. In view of above
schedule, it’s clearly observed that, in small cars market TANGO has mainly
to compete Revo & Mehran, in term of price.

In motorbikes category there are more then 20 local and foreign market
players, but Honda (Supplied by Atlas Honda) is the undisputed market
leader, in all segments of motorbikes markets, from 70s to now. Being a
market leader Honda charged relatively much higher prices and provides
quality product, they positions their bikes CD or “ Cash Deposit” based on
quality, as a result Honda motorcycles have much higher resale value.

Other players in the market are Dewan Farooque (Producer of Star),

Dawood Yamaha (Producer and marketer of Yamaha), Suzkui Motorcycle
(Marketer of Suzuki), Metro (Producer and Marketer of Metro) and Pakistan
Automobile (Producer and Marketer of Sohrab).

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 The comparison of price between TANGO and competitors and market
share of competitors are tabulated below:

Product Price in Ruppees Market Share in %age *

Honda 58,000.00 to 75,000.00 60%

Star 39,000.00 25%
Metro 38,000.00 15%
All others 38,000.00 to 45,000.00 10%
TANGO (T100) 155,000.00 -

*Based on 4Q0405 figures.

TANGO has to compete local and foreign brands of motorcycles that may
be considered or preferred as relatively cheep then TANGO but the people
who preferred and seek safety and luxury of cars will surely switch towards
TANGO as a 1st choice.

TANGO is much, much safer then a motorbike, a family of two having one
or two kids (The Targeted Market Segment of TANGO) can easily
accommodate, and enjoy their safest rides in TANGO.

2.6 Product Performance

TANGO revolutionary commuter vehicle that combines the speed and

agility of a motorcycle with the security and comfort of a luxury car. To
market TANGO in Pakistan Commuter Cars Inc. USA has made some
modifications, they change TANGO from commuter vehicle to petrol
running TANGO by seeing high Electricity, Spares and battery maintenance
Cost of Electricity charged TANGO. As a commuter (Hybrid) vehicle
TANGO uses 4 KWh that’s the same amount of electricity used to power a
1500-watt portable heater for 2 hour and 40 minutes.

Specifications of TANGO (T100)

Length: 8’5” (2.57m)

Width: 39” (.99m)
Height 60” (1.52m)
Weight 3000lbs (1364 kg)
Mileage: 25-30miles / Litter (Average)
Body Carbon Fiber or fiberglass
Roll Cage Chrome moly or mild steel tubing
Performance: Zero to 60mph in about 4 seconds
Standing ¼ mile in about 12 seconds.

The ability of more Mileage provided by TANGO can out compete small
cars and quick get through in traffic jams ability with its 1-meter width.

7
 The Commuter Car Inc. doing his part by designing a car that pays for itself
purely by convenience, time save during journey, and cost saving from
reduced parking fees and fuel consumption, provide luxuries of cars like Air-
condition, Heating, Audio (Radio/Tape) etc.

TANGO can carry a reasonable amount of cargo, TANGO consume much

less fuel then a (660CC to 800CC) Car.

2.7 Distribution.

Commuters Car Inc. initially provided CBU (Completely built unit) to

Pakistani consumers, letter-on to cater the other regional market like SARC
Countries, Afghanistan and Central Asian Republics and to meet the
increased demand of Pakistani market the company has a plan of establish a
production facility in Port Qasim (Bin-Qasim) Export Processing Zone.
That plan will be able to conduct 70% production.

To make TANGO easily and readily available, Commuter Inc., has decided
to deliver TANGO in ‘KIT CARS” shape, the supplies of KIT CARS will be
directly be made from USA. These kits will required less then 8 hours of easy
assembly, through their manuals a consumer can easily assemble and de-
assemble kit into a TANGO or Kit without the help of mechanics.

We present our self as a service oriented company; we prefer CCS (Customer

Community Satisfaction) culture and make sure the availability of technical
services and spare parts through out Pakistan. We believe 3S (Sales, Services
& Spare Parts) commitment for which we will build franchised 3S Centres in
all major cities except Karachi and Lahore where we maintain our own 3S
network.

We provide warranty facility to the customers (6 months or 6000 KM

warranty) through our 3S Network across Pakistan

3.0 Threats & Opportunities

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3.1 Threats

3.1.1 TANGO is new phenomena for Pakistani bikers. The bikers who
use to enjoy free style, open air & view full ride of Motorbikes, no
matter, who severe or thick the traffic jam they face, they love to
penetrate in it, by zigzagging or putting the bike on footpath or doing
some awful acrobatic stuff, as TANGO is not for adventurism, it
provides a family convene solution, bike lover may stick with their
passion of adventure, but safety, security and luxury seeking families.

3.1.2 TANGO could not offer side-by-side sitting, it offer a jet cockpit
style sitting that may be difficult for Pakistani consumers to adjust
down.

3.1.2 There is a general perception that automotive market will decline

with the rising interest rate, but the impact on monthly installment is
only marginal that’s why we are assure this may be a very nominal
threat.

3.1.3 All three major auto assemblers are in the process of expanding their
capacities to meet the higher than expected demand, and all will be
financing these projects internally. Given the recent announcements
in the 2005-2006 Budget as well as the amendment to the Trade
Policy 2005 - 2006, these expansions could not have come at a worse
time. In the long run, with the level of imports expected to rise by
leaps and bounds, the companies will be building up inventory as well
as not operating at full capacity. This will result in downward
pressure on the assemblers’ margins, mostly due to fixed costs being
higher as they will be spread over a smaller unit base as well as due to
lower sales. Those vendors and assemblers that have not yet
proceeded with their expansions will be re-thinking their options as
expansions will most definitely lead to lower margins.

3.1.4 Competition is increasing from imports due to Budget 05-06,

completion from local assemblers due to constant model changes.

3.2 Opportunities

3.2.1 The existing users of small cars will switch towards TANGO
because, for many urban areas of Pakistan the TANGO—considered
unique in many ways--has the solution for some of the major
problems urban areas peoples have with automobiles today. Traffic
has overcome the current roads system. There are too many 4-
passenger cars using an entire lane to transport a single person. There
is also too much pollution from vehicles.

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 3.2.2 Finding space to park in congested cities is difficult and time-
consuming. Add in the cost of parking garages and lots or the extra
hassle of moving your car and plugging the meter every hour or two,
and people will jump to an alternative when it presents itself. For
example if an executive who earn Rs: 250,000/= per annum, who
bears Rs: 150/= per day as a fuel bill and Rs: 10/= parking fee with
his 800CC car, now he can reduce its daily expenses upto 50% by
consuming less fuel and less space tacking ability of TANG

3.2.3 Every near relative of motorcycle-owner knows the danger behind

the motorcycle ride, they send their love-ones to work or school with
full amount of blessings and the blessings continues till their love-
ones safely return to home. What makes a motorcycle a dangerous
vehicle, no matter who done the error the motorcyclist will be found
on receiving end. Every year thousands of bikers loose their
precious lives, body parts in cities of Pakistan. TANGO provides
racecars style roll cage design; its low center of gravity and weight
comparable to midsize sedan (800CC Car) make the TANGO
extremely safe vehicle. TANGO assures that motorcyclist can enjoy
like-wise free and zippy style ride of motorcycle with the safety of
car.

3.2.4 Pakistan has one of the lowest number of vehicles per capita among
the developing countries which is around 7 cars per 1000 people &
therefore, it offer lot of room for demand growth due to increased
purchase power and do readily available financing/leasing schemes
by financial institutions.

3.2.5 Competitors’ growth will expected to be slow down in the long term
to approximately 8%. This will be caused by the loss of pricing power
due to the segments becoming more price-competitive. Unit sales will
be slow down due to the variety of cars, both local and imported,
available.

3.2.6 In the Federal Budget FY06 GOP has recommended a further

reduction in CBU (Completely Build Unit) import duties and
rationalized engine capacity bands while keeping CKD Duties
constant. The Major factor at the heart of the uncertainty
surrounding the local auto industry is the lack of a long-term
industrial policy for the auto assemblers by the Government. This
has caused uncertainty among the assemblers in regards to their
future investments. That can be considered as an opportunity but in
longer term it is a threat.

4.0. Objectives & Issues

4.1 Objectives – Sales, Profit and Market Share.

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 Company has the plan to achieve 1000 Cars sales in initial year and then we
will exponentially improve our market shares by sustained and regular supply
of product and by providing quality and value to our consumers. Company
has the mission to gain sizeable presence in the Car/Motorcycle Market that
are dominating Pakistan Automotive Section by 21% and 67% respectively.
Following table shows five-year projection of Sales in term of No. Of Units,
Turnover (Includes Spare Parts Sales), Profit and share in market.

Year 2007 2008 2009 2010 2011__________

Units 2500 5000 10000 20000 40000
Turnover (In Millions) 337.5 675 1350 2700 5400
Expected Profit (In Millions) 87.5 262.5 540 1080 2160
Market Share (In %age) 1 2 4 6 8

It’s also with this noble in mind that company is offering the best quality &
most economical vehicle at the most competitive prices to the customers. We
will try our best to make it sure that the average citizens of Pakistan would be
the ultimate winner and beneficiary of this car.

4.2 Issues

However, Every conceivable objection to the mass acceptance of these

vehicles is being met with the best solutions that technology can provide, and
all possible and due feasibility analysis work has been done, but as we discuss
earlier as threat its very new phenomena there numerous rear and major
issues which can force us in meeting our goals.

Competitors have the best brand recognitions and they are well positioned in
trading activities and have efficient network.

5.0 Marketing Strategy

TANGO is a completely new product for Pakistan automotive market

therefore, to achieve our share in market pie, as a growth strategy we will

11
 adopt “Product Development Strategy” We also use “Pull Strategy” and
spend lot of budget to establish consumer demand through advertising
campaign.

5.1 Demand Measurement & Forecasting

In the year 2004-05 small car production increased by 28% over last year but
this was not still able to cater to the increasing demand, which far higher
then supply. This difference between demand and supply may continue until
the presence of positive microeconomic indicators of Pakistan and negative
approach of car manufacturer. The small cars segments market is forecasted
to be remain competitive due to products capacity enhancement of existing
auto giants and as well as many internal automakers are interested to enter
market that shows sure, strong growth prospects of Pakistan automotive
market.

5.2 Positioning Strategy

In that very critical stage, we have considered competitors positioning and

how their products are perceived, the needs and desires of our target
audiences, the elements of mystique or drama that our product naturally has
about it. Due to involvement of cretin risk factors, we are neither going for
mass marketing or niche marketing because our product is not fall into a
niche category also due to an automobile producer we are expecting a
complex buying behavior from our target consumer. therefore, we have
determine a specific positioning, based on a following qualities or benefit of
TANGO.

The Tango is a new concept in personal transportation. It is a 2-passenger

car that is no wider than a motorcycle. Like a motorcycle, the seating is
arranged in tandem with the driver in front. The rear seat can be used to
carry a passenger, a baby seat, or it can be removed to carry groceries or
other goods. The Tango is narrow, but it is a normal height. These
together with its roll cage structure make it a very safe vehicle. The Tango is
less likely to tip-over than most vehicles because it uses ballast to achieve a
low center of gravity.

The narrow profile of the Tango has car advantages as described above. The
first Tangos will be electric so they will reduce pollution as well as reduce
congestion.

So TANGO will be positioned as “The Ultra Narrow, Safe and

Economical Car”

5.3 Marketing Mix Strategy

5.3.1 Product Strategy

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 Our product TANGO (T100) the basic model we are going to
introduce for Pakistani consumers has following packaging value
additions and warranty features.

o Available in 3 basic colors: Metallic Red, Green & Blue.

o One CBU Unit accompanied by: 1 No. Toolkit (Free) , 2 No.
Tires (Free)
o 12000-Miles or 1 year’s (Which come first) Repair & Maintenance
Warranty. (Only at our 3S Network)
o Compensated vehicle and personal insurance.
o Compensated cost and earliest possible documentation.

5.3.2 Price Strategy

Our pricing strategy are structured and filtrated with current pricing
strategies of competitors, pricing surveys and off course company’s
internal cost evaluation process. Our approach towards TANGO
pricing is based on competition. That’s why we are not applying any
price adjustment strategy.

Ex-factory Price Rs: 115,000/=

Add Sales Tax Rs: 20,000/=
Add: Distributors Margin Rs: 20,000/=
Retail (Consumer) Price Rs: 155,000/=

Additional Costs
Home Delivery of Vehicles etc.

5.3.3 Place Strategy

The third P that’s really referring to distribution in TANGO

marketing plan.

The TANGO is available at our 3S Network Network. Consumer

have to deposit Draft/ Pay Order of Retail price at 3S Network on
the name of Commuter Cars Corporation Pakistan:

o CUSTOMER understands that the actual selling price include tax

or delivery. The deposit is fully refundable and held in an escrow
account.
o COMMUTER CARS has no access to funds. In the event that
CUSTOMER wishes to have the deposit refunded, CUSTOMER
shall notify 3S Network and/or COMMUTER CARS in writing
at the addresses. 3S Network shall refund the deposit, without
interest, to CUSTOMER at the address within seven days of
receipt of written notice.

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 o COMMUTER CARS will notify CUSTOMER at the address
when the CUSTOMER’s vehicle is available for purchase in
accordance with the reservation number.
o COMMUTER will assign the reservation number CARS on a
first come, first served basis.
o If CUSTOMER changes its address, written notification shall be
made to COMMUTER CARS and 3S Network at the addresses
set forth herein.
o COMMUTER CARS may cancel this reservation at any time
upon written notice to CUSTOMER, together with refund of
CUSTOMER’s deposit.

5.3.4 Promotion Strategy

This is purely communication strategy of our plan. That P of

TANGO Marketing-Mix containing 3 broader categories i.e.

o Public Relations and Publicity

o Advertising
o Promotion and Events

Public Relations and Publicity

As we are trying to develop and bring to market a new product, thus

we begin planting our PR seeds early in the game. The mantra of our
PR actives based on Integrated Marketing Communications idea, that
ensure that everything the press sees or hears is controlled and is
consistent with the image plan. Following some tools we are going
to use for Public Relations and Publicity.

o News Releases
o Feature Stories and Interview
o Exclusives
o Speeches / Appearances at Seminars / Conventions.
o Local, Regional or National Talk shows
o Community Involvements
o Lobbying Activities
o Social Responsibility Activities

Following some strategy ideas for types of information to

communicate to the press

o Prior to product release, sneak previews to the press.

o Using both trade and consumer press.
o Schedule press release so that various media sources publish
information that builds on it and progressively includes new
tidbits of information.

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 o Development of an interesting and fund idea centered around
our product’s release.

Indirect Advertising

We have to translate all of our objectives in to a specific advertising

message to meet our goals. That is basically the test of Positioning
we’ve established earlier. We have tested and refined it, now it can
says exactly what we need it to say ““The Ultra Narrow, Safe and
Economical Car”.

We have identified the type of Media will be used to carry out our
message (That is referred to Media Plan). As we are introducing new
product within one year, therefore our strategy is to advertise the
product with a series of ads in TVC and publications, through which
we steadily make the target consumers familiar with TANGO.

As we map out our Advertisement strategy, we use following to make

our communication with our target audience effective and efficient:

§ Determine the appropriate set of communication activities

based on the relationships among the communication, buying
process.

§ Outline the use of messages and other communication tools

throughout your selling process.

Indirect Advertisement and Target consumer buying

processes
The following diagram depicts the relationships among the indirect
advertisement, target consumer expected buying process used with
and by TANGO buyers. In the row beginning with “Awareness,” the
Advertisement process outlines the key communication objectives
that must be met to facilitate progress in the buying and selling
processes.

Advertisement/Communication process
Awareness Credibility Interest Preference Selection Loyalty
Lead generation

Buying process
Identify the need Identify Evaluate Select a short Conduct a Purchase Renewal
alternative alternative list of technical
sources sources alternatives evaluation

15
 Communication process and the evolution of messaging

As we moves through the communication process, we must evolve

our messages to map to the information requirements of our
audience. In general, as we move through the communication
process, our messages should provide more detail and substantiation
about our business and product (TANGO). Understanding the
messages that are required to support the later stages of the buying
and selling processes makes it possible for us to create better
messages in the earlier stages of the process. The following table
summarizes how and when we can evolve the essence, or the net
“takeaway,” from our messages.

Communication process—net takeaway from TANGO messages

Awareness Credibility Interest Preference Selection Loyalty
Lead generation

CCI is in the Automotive business.

The industry and customers

validate CCI’s business.

CCI has a vision for and commitment

to the Auto business.

CCI has specific offerings and capabilities that meet

customers’ specific needs.

CCI has strong capabilities that

make it competitive in the Auto
business.

You made the right

choice in selecting
TANGO.

TANGO Delivered
on its promise.

Buying process
Identify the need Identify Evaluate alternative Select a short list Conduct a Purchase Renewal
alternative sources of alternatives technical
sources evaluation

16
 CCI sales process
Identify Qualify Plan the Propose the Provide due Close sale Manage the account
opportunity opportunity solution solution diligence

Promotions and Events

Because our advertising efforts primarily affect the opinions of our

target audience but it don’t always create and immediate action (at
least not initially), therefore, we also need to plan special promotions
that will encourage quick action. Promotion is based on incentives to
act, such as free gift with purchase, eating out discount coupons etc.

Sponsored events are increasing in popularity and account for billions

of rupees annually for marketing. They are extremely useful in
TANGO case, when we are going to lunch a new product. We
arrange mega events called “Meet The TANGO – The Narrow
Car”, participated by dignitaries, celebrities, renowned singers. That
shows/events ties in with our product promotion; the name of
TANGO and TANGO itself will be displayed very prominently.

6.0 Action Plan and Implementation

That portion of TANGO marketing plan refer to tactical and

implementation issues, the decisions exactly which magazines or newspapers
in which to advertise? What is the difference?

17
We are going to hire Pakistan best and renowned Advertising Agency namely
M/s. Manhattan Leo burnet as our Media Communication Partner.

CCI will use the pre-launch period of six to nine months to condition the
marketplace in anticipation of the actual launch. Excitement will increase
over time as TANGO gains significant media coverage and generates word-
of-mouth through grass-roots initiatives.

At the time of launch, CCI will secure coverage in mass media and trade
media to reach the target consumer. Regional events will be staged to create
maximum awareness and acceptance of the TANGO.

Target media includes print (newspapers and magazines) and electronic

(television, radio, online). The emphasis will shift depending on the launch
phase. During the pre-launch phase, the target media will include business
and Internet press. The target will be enlarged to include general news and
lifestyle media during the launch phase.

The TANGO is a durable item, in which consumer has to go through with

Complex Buying Behavior in a way to take a decision and TANGO is very
new internet in Pakistan Automotive Market therefore, we should not go for
personal selling and sales promotion options. Therefore, following
components will be included in promotion mix of TANGO

• Public Relations
• Indirect Advertisement
• Sales Promotions Events

Advertisement vehicle options

The types of Advertisement vehicles that we use to support different stages

of the buying and selling processes are dictated by the corresponding
advertisement objectives. In the row beginning with “Awareness,” the
following table outlines the key vehicles that support each Advertisement
objective. Not all Advertisement vehicles are required for you to relay your
message to the market effectively. In early stages of evaluations and analysis
we have use the Target Audience Profiling Questionnaires to understand
fully how your audience finds information and to select the most appropriate
Advertisement vehicles based on your audience’s preferred sources for
information.

In conjunction with the preceding table, which outlines the evolution of

messaging throughout the Advertisement process, our marketing
advertisement specialists use the following table to determine how best to
focus messages in each Advertisement vehicle.

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Advertisement process—sample communication vehicles
Brand Awareness Credibility Interest Preference Selection Loyalty
Press briefing or Press mentions Business white Data sheets and Proposal templates, “Thank you” and
tour, or both papers other detailed invoices, and other “just checking in”
product collateral company Advertisement by
documents e-mail, regular mail,
phone, or other
modes
Press releases and Analyst quotes, Press articles Feature and Customer
associated references, and functionality references
materials mentions presentations,
videos, and other
types of
demonstrations
Analyst briefing or Customer and Analyst papers and Printed customer
tour, or both partner quotes and presentations success stories
references
Company Company or Conference speaker Capabilities
informational Road product overview presentations brochure
Shows & Events collateral

Industry event Company or Competitive Return on

trade show floor product overview positioning investment (ROI)
participation slide presentation advertising tools
Awareness Product overview Technical white
advertising demonstration on papers
Web
Public relations Press and analyst
article reprints

Communication vehicles tactical calendar for TANGO

Customers

Quarters 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Press X X X X X X X X X X X X X X X X X X X X
Interaction
Analyst Views X X X X X X
Events X X X X X X X X X X

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Trade Shows X X X X X X X X X
Advertisement X X X X X X X X X X X X X X X X X X X X
Public X X X X X X X X X X X X X X X X X X X X
Relations
Brochures X X X
White Papers X X X X X X

7.0 Marketing Budget

For detail TANGO Marketing Budget please see enclosed (Annexure “A”).

8.0 Control

In marketing control section we would like to adopt following control tools in order
to measure effectiveness and efficiency of TANGO whole Marketing Process:

* Annual plan control: are planned objectives being achieved?

* Profitability control: where is the company making money?
* Efficiency control: how efficient are our marketing expenditures?
* Strategic control: are marketing strategies matched to the opportunities
available?

1. Annual plan control:

* Sales analysis:
- Actual vs. planned sales (Periodic Basis)
By Division (Spare Parts & CBU)
By Product
By Sales Area
- Market Share analysis: Tracking of Market share vs. main
competitors - by product
Actual vs. Planned Market share
Marketing Expenditure to Sales Analysis:
3S Centers to Sales Ratio
Advertising to Sales Ratio
- Financial Analyses:
Profit Analysis vs. Planned Profit - for example, by
product, sales are.

- Consumer Attitude Tracking:

Ad-hoc Consumer Surveys
Consumer Panels
Customer Complaints

2. Profitability Control:
- Monitor profitability by product, sales area.

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 - Identify Marketing & Production Expenses
- Allocate Expenses to sales effort, transport etc
- Profit & Loss Statement for each product, division etc

3. Efficiency Control:
- Sales force: e.g. average number sales calls/day, average
cost per sales call
- Advertising/Communication: e.g. awareness of ads.
Advertising cost per thousand
- Distribution: e.g. stock control, shelf space & position
(Spare Parts)

4. Strategic Control:

Stages in a Marketing Audit: -

* Marketing Environment Audit:
Macro-environment: e.g. population, political, -
economic, cultural,
Marketing-environment: e.g. consumers,
competitors, suppliers, distribution channels,

* Marketing strategy Audit:

- Business Mission
- Marketing Objectives
- Overall Strategy

* Marketing Organization Audit:

- Formal Marketing Dept Structure
- Personnel Efficiency

* Marketing Systems Audit:

- MIS
- Marketing Planning System
- Marketing Control System
- NPD system

* Marketing Productivity Audit:

- Profitability Analysis
- Cost Effectiveness

* Marketing Function Audit:

- Product
- Price
- Place
- Promotion

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