UBIS Thesis - Vijay Thomas

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UBIS UNIVERSITY OF BUSINESS & INTERNATIONALSTUDIES
RUE DE LAUSANNE 94 1202 GENEVE, SWITZERLAND
+41(0)22 732 62 82
info@ubis-geneva.ch www.ubis-geneva.ch
FINAL THESIS
A thesis/dissertation submitted in (partial) fulfilment of the requirement for the degree of
Masters of Business Administration Of University Business and International Studies, Geneva,
Switzerland.
November 2019
Title: INFLUENCE AND RESULTS OF PRODUCT MARKETING IN INTERNATIONAL
BUSINESS
Name: VIJAY THOMAS Date of Submission: Nov 2019
Thesis Supervisor: TINO ALAPPAT

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THESIS SUPERVISOR NAME: TINO ALAPPAT
We undersigned
MR VIJAY THOMAS
MR TINO ALAPPAT
We have read the school policy on plagiarism and that I am aware of the disciplinary approvals
which will result from using source without acknowledgement.
Signature & Date

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ABSTRACT
Every new product carry advertising message attempting to convince us why their products
represents the best purchase decision. While spoilt for choice, we also face the burden of a never-
ending supply of advertising campaigns pushing products at our overloading brain. These
campaigns become more intrusive every day with messages invading our social media feeds,
web browsing, viewing habits, and more. Advertisements are everywhere, escape is near
impossible. But peaking behind the veil of these promotional messages, we see a product that
most often we do not need or want. Minus the really remarkable product. Marketers can do all
the promotion and advertising they want, but if the product isn’t remarkable and does not satisfy
a need or a want in a unique way, then as consumers we will mentally ignore it.
These highlights of why the product is the most important aspect of the four P’s of marketing –
Product, Price, Place, and Promotion. Without a product, you cannot implement any one of the
other three elements of the marketing mix. And great products are easy to market as they serve
both a need and want.
For a product to be successful, market research needs to be conducted in order to see if there’s a
market for the product. Victorious products are designed to meet the consumer’s needs.
Researching the market will help you find these unfilled needs. This is a good starting point to
find the target audience and their demographics. If we find only a very small market segment for
our product, that doesn’t mean that we should abandon the project. Instead, tailoring your
message might be the best idea and promoting to compliment these peoples’ world views.
Aligning brand personality to match these people’s self-image is always a good marketing
strategy.
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TABLE OF CONTENTS
S.NO. DESCRIPTION PAGE NO.
1 THESIS SUPERVISOR 2
2 ABSTRACT 3
3 TABLE OF CONTENTS 4
LIST OF
4 TABLES 6
5 LIST OF FIGURES 7
6 Chapter 1 : INTRODUCTION 8
Statement of the problem
Objectives
Specific Objectives
Significance
Outline of the study
Limitations
Definitions:
Product marketing
International marketing
7 Chapter 2: LITERATURE REVIEW 19
2.1 Introduction (product & international marketing)
2.2 Role of product marketing
2.3 Responsibility of product marketing
2.4 The supporting stream in product, sales & customer
2.5 Product Marketing Strategy

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8 Chapter 3: RESEARCH APPROACH 43
3.1 Introduction
3.2 Research Collection
3.2.1 Primary Data – Mapping Sheet
3.2.2 Secondary Data – Sales Information’s
3.3 Research Approach – Quantitative & Qualitative
3.4 Analysis of Data – How it was presented in organization
3.5 Research Accuracy – validation of mapping sheet with

customers
3.6 Research Ethics – confidentiality and improvement of process

in company
9 CHAPTER 4 : EMPIRICAL FINDINGS 54
4.1 Selection of Strategic Choice
10 CHAPTER 5 : CONCLUSIONS 65
5.1 Introduction
5.2 General Viewpoint of Analysis
5.3 Dissertation Aims and Objectives Overview
5.4 Recommendations
11 Chapter 6 : Reference/Bibliography 75
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LIST OF TABLES
Table 1 Total Business Volume in Middle East-----------------------------------------------------60
Table 2 Porter’s Generic Strategies -------------------------------------------------------------------65
Table 3 Air Filters...................................................................................................................66
Table 4 Rapid Market Growth.................................................................................................68
Table 5 Air Filters...................................................................................................................76

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LIST OF FIGURES
Figure 1 Product Marketing---------------------------------------------------------------------------20
Figure 2 How to Enter International market...........................................................................24
Figure 3 Product Marketing....................................................................................................27
Figure 4 Supporting stream in product....................................................................................31
Figure 5 How product marketing suppoert sales.....................................................................32
Figure 6 How product market support product.......................................................................32
Figure 7 How product marketing support sales......................................................................33
Figure 8 Query sheets..............................................................................................................45
Figure 9 CRM..........................................................................................................................46
Figure 10 Data collection format............................................................................................50
Figure 11 Middle east location................................................................................................54
Figure 12 Competitor Analysis...............................................................................................59
Figure 13 Middle East market share.......................................................................................60
Figure 14 Internal Analysis.....................................................................................................61
Figure 15 Product marketing strategy.....................................................................................70
Figure 16 Increase in sale........................................................................................................78
Figure 17 Increase in market share.........................................................................................78
Figure 18 Increase in profit.....................................................................................................79
Figure 19 Organisation Responsibility....................................................................................81
Figure 20 Operation Name......................................................................................................82
Figure 21 Controlling and Finance Name...............................................................................83

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CHAPTER ONE – INTRODUCTION
1.1 INTRODUCTION
One of the biggest challenges for marketers today is that we are too often focused on the most
tactical aspects of the job: promotion, contacts, reach, social marketing, etc. We forget that the
most important part of marketing, the source of value, is our understanding of customers, what
customers want, and how to align your products to their needs and how they buy. Most
marketing teams don’t have anyone dedicated to this function.
This is especially important in B2B because buying processes are more complex, there are
usually more buyers involved and products tend to be more technically complex. To solve this
problem, a relatively new function has been created, which is often referred to as product,
audience or solution marketing.
The technology companies start by creating a product management role, which is also
responsible for the product marketing function. They don’t want to be called marketers, so they
call themselves Growth Hackers. Only when these companies achieve critical mass, they realize
there is a gap in their understanding of the market and their ability to connect the product with
customer needs.
There are clear signs that indicate the way an organization could use help in the product
marketing function. Here are a few:

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1. Product strategy and roadmap discussions are made without someone whose main job is to
understand the market, customers, competitors, and how to influence them.
2. Decisions to invest in a product do not include a product launch plan and budget.
3. Product Marketing is seen almost exclusively as a content shop that owns collateral, website
updates and sales training.
4. Demand generation, marketing and customer growth plans are not being guided by product
marketing, as the team who most deeply understands customers.
5. The product marketing team does not have the right skills, time, and resources to develop
understanding of products, competitors, markets and customers.

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1.2 OVERVIEW OF THE COMPANY
Nordic Air Filtration is part of the Hengst Group. Hengst employs a staff of about 3,000 at 16
locations worldwide. With its products and services, the company protects people, machines and
systems, saves resources and improves living conditions. The company’s vision: “We lead the
world in Filtration making our planet a purer world“.
Specialized in Industrial & Gas Turbine Air Inlet Filtration
Nordic Air Filtration is a high technology filter manufacturer supplying filters for resellers and
OEMs throughout the world. We supply replacement filter cartridges to a wide range of
industries as well as more than 200.000 filter cartridges for new filter houses annually through
our OEM partners. Since we were established in 1991, we have continuously focused our effort
on developing high-quality air filter solutions for our customers within the gas turbine and
industrial sector.
Industrial Filtration for Various Industries
With a range of more than 4000 different filters and 25+ types of high-quality filter media,
Nordic Air Filtration provides air filtration systems for various industries and dust types,
including abrasive, toxic and explosive dust. We specialize in dust and fumes from cement,
metal/aluminum, food & beverages, woodwork, chemicals, powder coating, plasma/laser cutting,
sandblasting, textiles, welding and casting. In addition to that, we offer customized filter
solutions and on-site technical field support.

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Gas Turbine Air Inlet Filtration for all Operating Environments
We provide high technology Gas Turbine air filtration solutions for all operating environments in
all parts of the world. Our cartridges are installed on GE, Siemens, Alstom, Turbomach, Solar
and many other gas turbines around the world. With our vast gas turbine experience and our
wide range of high-quality media and material, we offer first fit and retrofit filter element
solutions, custom solutions for specific air inlet filtration need as well as on-site technical field
test and support.
R&D - Innovative Filtration Solutions
At our manufacturing facilities, our highly skilled R&D department ensures certified high-
quality product in line with our primary goal: To continuously develop innovative filtration
solutions that increase performance and reduce the cost for our customers - Quality on Time.
Current Market:
The global turbine air filtration market is expected to witness considerable growth during the
forecast period. The major factors driving the market are the increasing usage of natural gas and
the reduction in life cycle costs.
Increasing Usage of Natural Gas
Natural gas-fired power plants have greater operational flexibility than coal plants, as they can be
fired up and turned down at any moment. Therefore, many natural gas plants are used primarily
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to provide peaking capacity at times. For instance, when electricity demand is high, in seasons
like summer, air conditioning is widely used. Gas remains a choice for the majority of new
power plant projects and the trend is expected to continue over the forecast period. Moreover,
some of the major events occurred that have also contributed to an increased demand for gas
turbines for power generation. The Fukushima nuclear reactor incident has resulted in a
worldwide decrease in new nuclear power plant construction, thereby increasing the construction
of combined cycles. Germany relied on nuclear power for 23% of its electricity but has recently
shut down its plants and announced plans to phase out all civil nuclear power plants by 2020.
Furthermore, some of the factors driving the demand for gas turbine are - multiple fuel
capabilities (renewable and synthesis fuels, short construction lead time, and modular
construction), low power generation operational cost, low installed cost, reduced emissions, and
very high efficiency. Hence, the booming gas turbine industry is expected to boost the demand
for the air filtration systems during the forecast period.
Asia-Pacific is the Dominating Region
Asia-Pacific is expected to register the highest growth rate for the turbine air filtration systems
market. The factors driving the market are - rapid industrialization and urbanization, rising
demand for power from a large population, and low labor wages, resulting in a growing
manufacturing sector. Additionally, the rapidly increasing construction activities in the region
have contributed to a considerable increase in pollution levels. To act on these, the governments
of China, India, and other developing economies have been preferring low-polluting gas-based
stations. These moves are expected to boost the demand for the regional turbine air filtration
systems market.
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1.3 STATEMENT OF THE PROBLEM:
Now, more than ever, the world is awash with hundreds of different products to choose from. As
consumers, we’re spoilt for choice. But in this day and age, the best marketing in the world can’t
mask a bad product. This is why the product choices we make have drastic marketing
implications for the business.
Every new product carry advertising message attempting to convince us why their products
represents the best purchase decision. While spoilt for choice, we also face the burden of a never-
ending supply of advertising campaigns pushing products at our overloading brain. These
campaigns become more intrusive every day with messages invading our social media feeds,
web browsing, viewing habits, and more. Advertisements are everywhere, escape is near
impossible. But peaking behind the veil of these promotional messages, we see a product that
most often we do not need or want. Minus the really remarkable product. Marketers can do all
the promotion and advertising they want, but if the product isn’t remarkable and does not satisfy
a need or a want in a unique way, then as consumers we will mentally ignore it.
These highlights of why the product is the most important aspect of the four P’s of marketing –
Product, Price, Place, and Promotion. Without a product, you cannot implement any one of the
other three elements of the marketing mix. And great products are easy to market as they serve
both a need and want.

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For a product to be successful, market research needs to be conducted in order to see if there’s a
market for the product. Victorious products are designed to meet the consumer’s needs.
Researching the market will help you find these unfilled needs. This is a good starting point to
find the target audience and their demographics. If we find only a very small market segment for
our product, that doesn’t mean that we should abandon the project. Instead, tailoring your
message might be the best idea and promoting to compliment these peoples’ world views.
Aligning brand personality to match these people’s self image is always a good marketing
strategy.
If our product is different and innovative then you’ll attract early-adopters in the growth stage of the
product cycle. An example of early-adopters, spreading products like wildfire, is seen in the book on
Consumer Behaviour by Vishwajeet Prasad. In this book, he illustrates how rap music
originally spread swiftly among urban youths because of the low costs of recordings. Later, it
became popular among different segments spreading to the mass market worldwide. The same
can be seen in herbal teas. When green tea and decaffeinated teas first launched there wasn’t a
large market for the product. Ordinary tea kept most people happy. By identifying one small
segment looking for something different and targeting them, another profitable segment
emerged.
So it means, there is a vast need of product marketing with following insights.
· Ensure product-market fit, with better understanding of customer problems
· Create perfect customer via segmentation, targeting and persons

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· Help the company understand competitors, alternatives, and validate competitive
advantages
· Ensure all communications, from PR to the website to sales conversations, are consistent
in message and aligned with the value you bring to the market
· Determine the best way to capture the value the company creates, in turn adjusting the
pricing model
· Build the programs to generate demand, based on how the customer buys and other key
business factors
· Determine the role content marketing, PR, analysts, influencers, partner marketing,
Community marketing or demand generation should play for the company, its priority
and overall strategy
“Marketing starts before there is a product. Marketing is the homework the company does to
figure out what people need and what the company should make” Philip Kotler
Accordingly, to conduct assessment and analysis on the influence and results of Product
Marketing with sales performance as manufacturer, taking as case such manufacturer as Nordic
Air Filtration, is very essential. Therefore, since the effort to examine the influence and results
on product marketing calls for empirical confirmation of their effects on the company, hence this
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paper aimed to contribute to the debate by testing the influence and results on sales in the case of
this company.
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1.4 OBJECTIVES
General objectives
The main objective of this study is to identify the influence and results of product marketing on
sales performance of Nordic Air Filtration through identifying the right strategical choice for the
assigned regions.
1.4.1 Specific objectives
The specific objectives of this research are to: -
To choose the correct strategic choice for the marketing region
To assess expected influence of product marketing on sales performances
To assess the expected results on sales performance through right product marketing
To suggest recommendations based on research findings.
1.4.2 Significance:
Primarily, this is a study undertaken in an environment where the practice of right product
marketing strategy has yet to mature. In Nordic Air Filtration, where there are limited resources
of wide extent knowledge in the area, as well as the growing importance of the sector in the
country, this research will contribute for the development of the discipline in this environment.
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More specifically, research endeavours are limited within Nordic Air Filtration. This study,
which is undertaken in the area of the influence and results of product marketing on sales
performance, will contribute to the development and effective implementation of product
marketing strategies by Nordic Air Filtration. It also underlines the importance of sufficient and
relevant information for planning and making successful decisions about a marketing strategy.
1.5 OUTLINE OF THE STUDY
The study has access to the best available data’s and information from Nordic Air Filtration
Middle East. Since the study is totally related to the business environment exists in Middle East
region, all analysis is done on the Middle East market, its sales and operational activities on the
product marketing in the region.
The influence and results of product marketing are analysed based on the feedbacks from the analysis
of the business in Middle East region, which vary from the actual information from other
business regions like Europe, U.S and China. Here it is expected to get an overall idea on the
product marketing approach to the regional market by analysing the effects or results through
product marketing measures derived from strategic choices made.

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1.6 LIMITATIONS
Some limitations are affected in the study. They are:
• Time limitation
• Information from some of the customers require more clarity
• questionnaire method of data collection is time consuming
• Respondent may not be interested in taking part in the survey etc.
1.7 DEFINITIONS:
1.7.1 Product Marketing:
Product marketing is the process of bringing a product to market and overseeing its overall success.
Product marketers are focused on understanding and marketing to customers. They drive demand and
usage of the product, which often includes writing positioning and messaging.
1.7.2 International Marketing:
The International Marketing is the application of marketing principles to satisfy the varied needs
and wants of different people residing across the national borders.

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CHAPTER TWO – LITERATURE REVIEW
2.1 INTRODUCTION: PRODUCT & INTERNATIONAL MARKETING
2.1.1 Product Marketing:
While all departments in a company may think about customers, product marketing puts the
customer at the front and center of everything it does. The goals of traditional marketing include
building brand awareness, growing new markets or audiences, and even strategic
communication. By contrast, product marketing focuses solely on existing customers and
keeping them happy. To succeed, you need deep knowledge of who your customers are, what
they want, what influences their decisions, what problems they need to solve, and how they
perceive that your business can provide a solution. Keep in mind that, while it seems as though
people buy products, they are actually buying solutions to their problem. So, knowing their
problem enables you to build and market the best solution to that problem.
Having this expertise gives you an influential voice in shaping the goods and services your
business provides. Product marketing works with product development and the marketing and
sales teams to plan the packaging, features, pricing, and promotion of the end of product.
Because the work of product marketing crosses so many areas of a company, product marketing
can be aligned with product development, product management, and sales and marketing. The
most successful product marketers learn to work across departments, regardless of the official
structure of their company.

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According to David Fradin, an expert Product Leader, Product Manager, and Product Marketing
Manager, product marketing emerged in the 1930s at Procter & Gamble as brand management.
Over the years, the duties of the brand manager have evolved into two roles: the product
Developer and the product marketer.

FIGURE 1
Product Marketing
Source: Researcher 2019
The role of Product Marketing sits at the intersection of product, sales and marketing — which
means that the role can have a big impact — but also means that the role can be a little
challenging to define (and this is especially true when you start comparing product marketing vs.
product management).
The key function of product marketing is connecting your consumers to your products. Not only
does product marketing require deep knowledge of your customers, but you must also understand
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your product and how to position it in a crowded marketplace. As the product marketer, you are
responsible for the success of your product. Key deliverables include:
· A clear market position that distinguishes you from the competition
· Product pricing and packaging
· A marketing and promotion plan to help your sales channels succeed
· Analysis of customer response and keeping the product relevant
What does a Product Marketer do?
Before a product launch, product marketers typically own positioning, messaging, gathering
customer feedback, and the overall go-to-market strategy for a product.
After a product launch, product marketers help with sales enablement and focus on driving
demand, adoption and the overall success of the product.
What Is the Value of Product Marketing?
Product marketing brings many benefits to your company. By identifying the right product and
getting it to the right customers, product marketing drives sales and profits. Using customer data
wisely also helps your company develop new products, as well as create smarter overall
marketing strategies. In an increasingly competitive (and innovative) marketplace, product

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marketing is your key to success. For start-ups, your company is your product. Product
marketing is really marketing for your entire company, since the only way you can grow is by
knowing your audience and knowing how your product meets their needs.
At the B2B level, product marketing faces additional opportunities and challenges. According to
Kapost article by Gerardo Dada, VP of Product Marketing and Strategy at SolarWinds, B2B
buyers are 57 percent through their purchase decision-making before they ever talk with a sales
representative. The challenge is that purchasing decisions with B2B customers are made by a
range of stakeholders, from CEOs and other C-suite executives, to sales and marketing teams.
The opportunity here is to demonstrate the value of your product in a way that deepens the
relationship with your customer—and can’t be duplicated by the competition.
Whether you’re just getting started or your business has years under its belt, product marketing
helps your company scale by:
· Gathering and analyzing detailed information about customers
· Defining which products will meet audience needs
· Identifying and evaluating your competition
· Setting the price for the products
· Creating the go-to-market plan, with consistent messaging

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As your business grows, product marketing gives you key insights into which new products and
services you should add. With consumer insights, you will be able to identify needs in the
marketplace and create a successful strategy. In an innovation economy, your skill at anticipating
your customers’ needs (whether B2B or B2C) will help your company survive and thrive. In the
digital age, customers can go anyplace, anytime to find new products and services to meet their needs
- you must be one step ahead, so they consistently turn to you to solve their problems.
2.1.2 International Marketing:
Definition: The International Marketing is the application of marketing principles to satisfy
the varied needs and wants of different people residing across the national borders.
Simply, the International Marketing is to undertake the marketing activities in more than one
nation. It is often called as Global Marketing, i.e. designing the marketing mix (viz. Product,
price, place, promotion) worldwide and customizing it according to the preferences of different
nation people.
The foremost decision that any company has to make is whether to go international or not, the
company may not want to globalize because of its huge market share in the domestic market and
do not want to learn the new laws and rules of the international market.
But however, there are following reasons that attract the organization to be global:
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 Increased Economies of Scale
 High-profit opportunities in the international market than the domestic market
 Huge Market Share
 Elongated life of the product
 Untapped International Market
FIGURE 2

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2.2 ROLE OF PRODUCT MARKETING
Product marketing addresses four strategic questions:
· What products will be offered (i.e., the breadth and depth of the product line)?
· Who will be the target customers (i.e., the boundaries of the market segments to be served)?
· How will the products reach those customers (i.e., the distribution channel and are there
viable possibilities that create a solid business model)?
· At what price should the products be offered?
To inform these decisions, Product Marketing Managers (PMMs) act as the Voice of the
Customer to the company. This includes gaining a deep understanding of—and driving—
customer engagement with the product, throughout its lifecycle (pre-adoption, post
adoption/purchase and after churning). PMMs collect this customer information through surveys
and interviews and when available, product usage and competitive data. This informs the product
roadmap, as well as driving customer product education to enhance engagement.
PMMs answer these questions and execute on the strategy using the following tools and
methods:
· Customer insights: interviews, surveys, focus groups, customer observation.

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· Data analysis: internal and external data.
· Product validation: test and validate product ideas (the minimum viable product or rapid
prototyping), before committing engineering resources.
· Market testing: optimal prices and marketing programs are developed through A/B testing of
elements including language (copy), prices, product line-ups, visuals.
Product marketing generally performs different functions from product management. Product
managers take product requirements from sales and marketing personnel and create a product
requirements document (PRD) for the engineering team. The product marketing manager creates
a market requirements document (MRD), source material for the PRD.
These roles may vary across companies. In some cases the product manager creates both MRD
and PRD, while product marketing does outbound tasks such as trade show product
demonstrations, marketing collateral (hot-sheets, beat-sheets, cheat sheets, data
sheets and white papers). This requires skilled in competitor analysis, market research, technical
writing and in financial matters (ROI and NPV analyses) and product positioning. Typical
performance indicators for product marketers include feature adoption, new revenue, expansion
revenue, and churn rate.

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2.3 RESPONSIBILITY ON PRODUCT MARKETING
At its core, product marketers need a deep understanding of the customer and the market, to
ensure that:
· A product and its new features are appropriately positioned on the market,
· The product could satisfy the target audience’s needs and overcome their pain points,
· Product demand and adoption are on continuous rise.
· FIGURE 3
PRODUCT MARKETING
·
Source : Reseracher 2019

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Product Marketing Deliverables
The tangible results of a product marketer’s work typically include:
· Buyer personas that provide structure and insight for a company.
· Positioning and messaging that that attracts and converts prospects and leads.
· Sales enablement materials that help reps close more deals.
· Competitive intelligence that gives the team a deep understanding of the market.
Product marketers are chartered with developing the content for sales, marketing
communications, customers and reviewers.
Let’s look at a product marketer’s responsibilities in each stage leading up to a product launch to
get a better look at the life of a product marketer.
Stage #1. Customer Development
Pre-launch, a product marketer’s job is to play a key role in defining the target market and
understanding the potential customer.

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Stage #2. Positioning & Messaging
After customer development, it’s the product marketer’s job to turn those learnings into something
actionable. This typically comes in the form of a positioning document or a list of key messages.
Product marketers try to answer these three questions with their positioning: Who is this product for?
What does this product do? Why is this product different than what’s out there?
Stage #3. Teaching Out Positioning & Messaging
Now that positioning and messaging has been developed, it’s the product marketer’s job to make
sure that everyone at the company knows it. Positioning won’t stick unless everyone is on the
same page, so it’s important for product marketers to get buy-in and teach out they key messages
across the organization.
Stage #4. Creating A Launch Plan
Product marketers own the creation of a launch plan, which typically involves various teams from
across an organization, including traditional marketing, sales, support and more. At the end of the
day, most product marketers are measured on demand (whether it be new signups, cross-sells or
feature adoption) so creating an effective launch plan is critical to a successful launch.
Stage #5. Creating Launch Content

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Launch content is the glue to any launch plan. Product marketers will work with almost every
team inside of an organization on launch content, including everything from demo decks to
product screenshots, sales materials, blog content, landing pages and website updates.
Stage #6. Preparing the Team
Internal communication can be just as important as external communication for a product launch.
It’s the product marketer’s job to make sure the entire time is prepped and ready to go before
launch. This usually means everything from making sure the website is ready to go live to
making sure that the support team is ready to field calls.
Stage #7. Launch
The launch is the defining moment for a product marketer. This is when the rubber meets the
road and customers start coming in — but the best product marketers are ready to adjust
everything for a launch on the fly.
2.4 THE SUPPORTING STREAM IN PRODUCT, SALES & CUSTOMER
Because product marketing is at the heart of connecting the customer to the product, everyone
from CEOs to engineers and salespeople relies on their work. Internal communication across and
among departments is just as important as the external messaging to customers. Everyone needs
to understand the key messaging and be on the same page. Your messaging builds a strong
connection among all the stakeholders in the company who are committed to the product’s
success.
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It’s important to get approval and buy-in from key stakeholders. Once you’ve got it, you’ll find it
easier to get the necessary resources and generate excitement about your work. It’s also important to
make sure all the stakeholders have what they need. A CEO may not need the sales brochures and
spec sheets that your sales staff relies on in the field. The engineers may not need the strategy
overview that your CEO reads. With a solid product marketing plan, you can keep everyone on
message while making the relevant materials available without wasting their time.
Product marketing as the lines of communication that exist between our main stakeholders:
· The Product
· The Sales Team
· The Customer
FIGURE 4
SUPPORTING STREAM IN PRODUCT, SALES & CUSTOMER
Source : Researcher 2019
Visualizing it this way helps to understand Product Marketing a bit more.

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FIGURE 5
1. How product marketing supports Sales & Customer relationship
FIGURE 6
2. How product marketing supports the Product & Customer relationship

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FIGURE 7
3. How product marketing supports the Product & Sales relationship
2.5 WAYS TO PROMOTE PRODUCT
When it comes to promoting a new product or service for your business, it can seem like there
are endless options. It can be difficult to figure out where to get started and which methods of
promotion will give you the best results. The truth is that there are many ways to promote your
business, and what works may depend on your business. Here are 10 ways to promote a new
service or product for your business.
1. Post to Google My Business

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You can post about your new product or service to Your Google My Business profile in two
ways. The first is to create a Google post and choose the “promotion” option. The second is to
upload photos of the new product or service to your profile. For help, check out Tip for Adding
Photos to Your Google My Business Profile.
If applicable, you might even want to post some FAQs on the new product or service. To learn
more, head to How to Post FAQs to Your Google My Business Profile.
2. Offer Customers an Exclusive Preview
Your loyal customers are a key part of how to promote your product, because they are most
likely the first ones who will buy it. Offer customers an exclusive preview of your new product.
This can take the form of a private, pre-launch party, an online preview, or a special invitation to
test out your latest service. These exclusive offers to loyal customers will make them feel good
and keep them coming back.
3. Social Media Contests
Contests, giveaways, and sweepstakes are a very popular tool among top quality marketers.
Why? Marketers know that social media contests work! Social media contests are a fun, easy
way of connecting with customers and bringing in more fans for your social media platforms. A
simple Facebook contest for example, garners 34% new fans on average per campaign. That’s
huge considering that organic reach is low on Facebook!

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Instagram giveaways give customers an exclusive chance to be the first person to get their hands
on your new product—for free! The giveaway can be marketed all across your social media
channels and through email. Run an Instagram giveaway to get more direct traffic, put your
business in front of new customers, and for a fun way to connect with fans.
4. Email Marketing
Did you know that 82% of consumers open emails from businesses, and that 44% of email
recipients made at least one purchase last year based on a promotional email? Email marketing
via newsletters is a fantastic vehicle for advertisement and is one of the best ways to promote a
new service or product.
Email newsletters allow you to easily share news of your product, photos, and information with
customers. From there, offering an exclusive discount or promotion is a great way to “seal the
deal” so to speak, and get cash flowing your way. For more ideas, check out this post on email
newsletter topic ideas.
5. Facebook Ads
With 1.44 billion monthly active users, Facebook is a window to a huge market. That’s why
Facebook ads are an effective marketing tool. Facebook is particularly useful in concisely
targeting your audience, as Facebook’s impressive data collection allows businesses to target by
gender, age, location, interest, and more. You also have an array of options for the type of ad you
want, and you can easily stick to your budget by creating a cap on how much you want to spend
daily or monthly.
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6. In-Store Promotions
Businesses with brick and mortar locations have the added opportunity to promote a new product
or service in-store. If you want to know how to promote your product in your studio or store, the
#1 thing you need to do is to give people a reason to go to your store.
Aside from having attractive logos and signage, you can promote your new product or service in
store with signs and promotional materials inside. Offer exclusive in-store discounts, such as a
buy-one-get-one-free or a percentage discount. You could also market your product as being
exclusively available at your retail store. Whatever your promotion, be sure to emphasize that it
won’t last forever. Customers whose purchase power is limited, either by time or inventory, feel
a more pressing sense of urgency to buy when it comes to your product.
7. Host an Event
Another way to get people to your physical location is to host an event or an open house at your
business. Hosting an event is a great way to get people physically into your business, which
makes them more likely to become a customer. Events don’t have to be fancy and super
organized; something as simple as an open house or an info session will work for locations like
salons, fitness centres, yoga studios, spas, and retail stores.
If your business is in a location with other local businesses, you can work together to have a
sidewalk sale or outdoor open house to draw even larger crowds! This is a great way to promote
a new product or service that you’re offering.
8. Offer an Upgrade or Trade-In

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If your business is more service-based than product-based, like a salon, spa, fitness center, or
consulting business, you can offer an upgrade for customers to try out your new service. Offering
a new facial or massage at your spa? Provide a complimentary upgrade for existing customers to
try it out! Expanding your consulting services? Offer expanded services to loyal clients so they
can see the difference!
If your new product is, in fact, an upgrade on an older one, you can consider crafting a trade-in
promotion. Trade-in promotions are proven to be effective because they incentivize consumers to
buy a new product using a token or credit they already have (the product they own). You can
also resell the old trade-in products, provided they are in good enough condition, or use them for
future giveaways.
9. Share Customer Reviews
One of the best ways to promote a new product or service is to let your customers speak for you
by sharing reviews. If you take advantage of some of the ideas previously mentioned and offer
an upgrade or free preview to customers, ask them to review the new service or product online or
to provide a testimonial for you to share. People will be more likely to sign up or try it out if
there’s a glowing review from another customer.
10. Share on Social Media
Another way to promote new products and services is to announce and share this on social
media. If you’re using the tactics mentioned above, make sure to share any of them on social
media, including: customer exclusive events, open houses, trade-in or upgrade opportunities,
giveaways, customer reviews. and photos. If you find that customers are posting on social media
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sites like Facebook and Instagram, make sure to share those photos with your own followers to
entice people to try out your new service or product!

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2.6 PRODUCT MARKETING STRATEGY
2.6.1 Elements of Product Marketing Strategy
A product marketing strategy goes hand-in-hand with the product strategy — the plan that
identifies and defines what you want to accomplish. A good strategy points everyone (from the
CEO to engineering to sales and customer support) in the same direction. It keeps you focused
on your customers and your market. It’s your guide to working together on what matters most.
A product marketing strategy will have several components:
Vision
A product starts with your organization’s vision. The product must sit squarely in the strategic vision
of the organization. That vision feeds the development of the product and conveys energy and
excitement to your customers. It outlines your customers, what they need, and how you will
address those needs. You might even get a sense of the life cycle of the product, what it could
become and when it might reach its end stage.
Insights
You have a vision about what you want to achieve. Now you need the information that turns this
vision into reality. Here are some vital areas:

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· Your Competitors: What companies are offering what you want to offer? (Find at least
the top three.) How will your product be different? What makes it unique? Who are their
customers? What problems will your product solve for those customers? Competitive
research, also known as a market review, is key to your success. Learn more about
conducting a competitive analysis.
· Your customers: Which ones will you target with this product? What is their pain point?
What is the customer or buyer persona? What are the demographic and psychographic
traits (age, gender, education level, values)? What are their buying patterns? How are
they using current products? How many customers will you talk to? (These conversations
will help shape your product messaging down the road and help target your marketing
and advertising.)
· Your market position: How will your product offer value? What is the real problem that
your product solves? What are your strengths and weaknesses?
You may have had a rough idea of how you wanted your product to function. Armed with these
insights, you can nail down all the details that will make customers happy and drive your
business forward. You will be able to speak with confidence about the specific product functions
that meet the consumers’ requirements — from features and colors, to additional services and
warranties. The product description you craft tells the story of how this product meets your
customers’ needs.
Understanding the Product Life Cycle: Few products last forever. From the beginning of your
product, you should prepare for the growth, maturity, and drop in demand. At some point, sales
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will decline. Competitors will offer a comparable product. Insights are the key to identifying the
stage your product is in. Always monitor the life cycle of your product and be ready with
improvements, updates, or even a new product that builds on what exists.
Goals and Initiatives: Management guru Peter Drucker is often quoted as saying, "You can't
manage what you can't measure." That’s not only true in the C-suite, but also extends to every
Product and department in your company.
Once you’ve defined the product, it’s time to define what you want to achieve. Without goals, how
will you know whether your product succeeds? Use simple, clear, and precise goals (whether it’s
improving your market share, re-engaging with customers, or driving revenue) to keep on track.
Keep in mind that the product goals don’t stand alone. They need to align with your company’s
strategic and business goals.
Finally, ask how this product fits with the initiatives of your business. Your product may be a better
mousetrap. It meets customer needs by making them feel safer with fewer mice. (They buy solutions,
not products.) The product also addresses the company’s initiative to move into new neighborhoods,
territories, or areas. You can map your product’s features to the larger initiatives of your company.
2.6.2 How Product Marketing Aligns with Growth Strategy
No company wants to simply maintain its current level of revenue and audience by keeping a static
line of products. Using a combination of markets and services, you can identify how your product
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will help your company grow. Each of the following growth strategies is based on a combination of
markets and services. Growth strategies are based on:
Market Penetration: The combination of current products and current market. Your product
marketing strategy focuses on increasing your market share and getting existing customers to use
more of your product. Market Development: The combination of current products and new markets.
Your product marketing strategy focuses on new audiences and communities with different
packaging and pricing.
Product Development: The combination of new products and current market. By listening to your
audience, you stay ahead of your competitors, developing new and innovative products.
Diversification: The combination of new products and new markets. Your product marketing
strategy must clearly define your goals, since your current product is not growing at the rate you
need for business to flourish. There are two types of diversification:
Related diversification means you develop (or buy) products that are related to your current
offerings. One example is the line of beverages that Coca-Cola offers.
By contrast, unrelated diversification means you create products in a completely new area. For
example, Samsung has developed solar panels, bio-tech drugs, medical devices, and more. In fact,
their mission statement describes their product marketing strategy: “For over 70 years, Samsung has
been dedicated to making a better world through diverse businesses that today span advanced
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technology, semiconductors, skyscraper and plant construction, petrochemicals, fashion, medicine,
finance, hotels, and more. Our flagship company, Samsung Electronics, leads the global market in
high-tech electronics manufacturing and digital media.”
There’s one more way to think about diversification: Horizontal (buying companies that are your
direct competitors or are directly related to current products) and vertical (buying the suppliers and
distributors of your product or developing your own channels). Each of these strategies has risks and
rewards, so your decisions should be based on a solid understanding of your audience and your
competitors, as well as an examination of your business strategy.
Product marketing is at the intersection of product development, marketing, and sales. It covers a lot of
corporate ground from defining product details, tracking customer data and market
testing, creating marketing collateral, setting price and promotion strategies, training the sales staff,
and even giving product presentations. To ensure your efforts stay on track with the company’s
larger strategic goals, ask these questions:
· What are our revenue goals for the next year? Overall and by product line?
· What resources changes will be made in the coming year, including marketing staffing and
budget?
· Do we anticipate any strategic partnerships, mergers or acquisitions?
· In which existing markets do we want to grow? What existing markets are we willing to
move away from? What new markets do we plan to pursue?

45
· What existing services do we plan to maintain and improve? Which are at the end of their life
cycle? What new products are being discussed?
CHAPTER THREE – RESEARCH APPROACH
3.1 INTRODUCTION
The main purpose of the thesis is to collect data and find the answers to research scope of
study. This will be undertaken by this chapter on defined methodology. This chapter is divided
into sections on the research data collection, analysis of data and the ways to approach the
research. There is also a presentation on how sampling is carried out and how the function data
collection is undertaken.
Once the methodology problems are assessed, the Chapter explains the General Analysis
method.
According to Harder (1998), a visual summary of the research process is also presented. Some
sections in this chapter are dedicated to the theoretical base while the others explain the rationale
behind choosing it as the research approach.
3.2 DATA COLLECTION
No research is complete without data. Data collection can be classified as:
· Primary data
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· Secondary data
Primary data: Primary data plays an important role where research is being carried out for the
first time. This data is collected through interacting people by questionnaire and interviews
forms. Primary data is inferred by statistical analysis and has a clear and accurate structure.
Naturally, it enhances the value of the research study and this ensures accurate and precise
findings. Although, along with involving long periods of time, primary data collection proves to
be a cumbersome exercise. After interacting exercise. After interacting with the selected sample
of people from a population interview, personal reports must be prepared. According to Polit and
Hungler (2009), some reports and information can also be gleaned from personal written
communication sources like diaries, autobiographic, photographs among others.
For any research study, both the primary and secondary data play fundamental parts, on both
levels the researcher carried our data collecting the case of this one. Through sources such as
literature, archives and other sources mentioned earlier secondary data was sourced, through
questionnaires the primary data was collected. The researcher used the questionnaire as the main
form of data collection and the information from these questionnaires were termed primary data,
aimed at measuring the consumers’ preferences and purviews.
The data mainly used is the customer mapping data and the expert’s answers on the expected
influence on the product marketing with the customers listed which ultimately expected to turn to
business. The examples of data query sheets are as shown below:

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FIGURE 8
QUERY SHEETS

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Secondary Data: As the name suggests, this data is collected from the existing sources
of information such as archive papers, company records, research material, periodicals, books on
the particular topic, among others. After examining the secondary sources in detail, one can build
one’s inferences from the collated secondary data. The importance of the secondary data lies in
the comparison of information that is made possible when the primary data has been collected
using the secondary data as the base. Since it involves using the available sources such as
academic journals, newspapers, articles, and the Internet-yielding an ocean of information-
collecting data is not tedious affair unlike primary data collection.
Hence ample time and dependable sources of information are required when formulating this
kind of research methodology. Once this is obtained, it is imperative to classify secondary data
for the purpose of examining certain details relevant to the research.
The secondary data is taken from the company CRM system and a snapshot of the same is as
shown below:
FIGURE 9
CRM
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3.3 RESEARCH APPROACH
During a research study, a researcher takes two approaches: a qualitative approach and a
quantitative one. Lot of information can be derived from some examined units such as,
interviews, discussions, and observations and this is termed the qualitative method of research.
To get relevant material, the researcher has to study existing sources like periodicals and
investigations and this method is termed the quantitative method. The various factors influencing
consumer choices and preferences in the local market scenario were introduced in this research
paper to achieve better understanding, by making use of the quantitative approach to the
research. According to Walsham (1995), for the quantitative method, the tool used was the
questionnaire, which would provide valuable primary data.
In this research, the researcher offers many broad-ranged concepts, especially those like
advertisements, consumer preferences, and sponsorship moving towards substantial empirical
evidence. The approach is inclusive the consumers’ likes and dislikes. By the end of the research, the
researcher offers a comparative analysis of derivations along with theory. Here, the deductive
approach with theory-based or condition of applied research problem is used in addition to the
endings with empirical measurement and relevant data analysis. On the other hand, the inductive
approach follows detailed observations in addition to abstract ideas and generalizations.
The researcher uses a questionnaire to fill and reflect the same with regards to the mathematical
solutions that are managed through the quantitative approach. Findings relevant to the
similarities and differences between the cultural consumers and groups, statistical diagrams and
tests show a marked distinctiveness.

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Method of Data Collection
For the collection of data, the researcher applies some techniques and tools. The ‘questionnaire’
can be considered as the basic and possibly, the most popular research instrument that is
important for any kind of investigation. The structure of the questionnaire is a set of questions
that are copied and circulated among the sample population. Selected respondents were subject
to answer the questions as per their interpretation and kinds of opinions related to the questions
The approach was very flexible and thus, the questionnaires were deemed both, popular and a
common instrument for the collection of primary data. Along with the questionnaires, there were
the interviews that were considered appropriates for the research in the field of the social
sciences. The best instance of a large-scale questionnaire form used to collect information is the
census.
Questionnaires are easy to administer to varied number of people (Philips, 2001). Questionnaires
have a better score over any kind of survey method, however for some reason , they are cheaper,
they do not depend on the presence of the researcher and telephonic interviews or verbal surveys
are instance of this and they are easy to distribute and it is easier to collect information from
them as the answer here follow a similar structure
However, inspite of these advantages, the structure of questionnaires still possesses some
drawback. The common format of answers usually annoys the respondents, In case the
respondents cannot read and understand the questions, their responses turn vague and this makes
the entire approach quite futile.

51
Data collection was conducted using Job Satisfaction Questionnaire Survey administered by the
researcher. The researcher prepared and hand-distributed the survey to 400 respondents randomly
selected and e-mailed them about the purpose of this study, reassuring the respondents about the
confidentiality and anonymity for those who were completing the survey, In this study, the target
population was a representative sample of the employees from the studied Organization in the U.A.E.
This study utilized an existing validated instrument. Emphasis was placed on identifying an
instrument in English and established the reliability and validity of each of the measures. Since the
reliability measures were not reported in his publication, the reliability and validity scores were
obtained by direct personal contact with the senior author.
The questionnaire drafted included questions with regard age, gender, tenure, Job position.
Questionnaires were structured as per the relevant literature related to the concerned topic and
these were framed much before creating hypotheses.
A questionnaire is a ‘self-contained, self-administered instrument for asking questions. “It can be
divided into unstructured and structured questions, where the structured questions can have multiple
choices, a scale or dichotomous question; whereas the unstructured questions may be open-ended
implying that the respondents answer will be in their own words (Malhotra, 2004) Below is one
of the data collections formats with an intention to receive knowhow on all potential business
and the product mix required for each region.

52
FIGURE 10
DATA COLLECTION FORMATS
Selection of the Sample
The participants in this research all currently working in U.A.E. There are about 20 employees in
this organization and the sample was drawn from this population. All employees are included
from across the project-based organization in the U.A.E. Employees positions included the
Operations Director, the Commercial Director, and the Financial Controller, the Service
Engineers among others.
The sampling frames used randomly selected pre-assigned email address for employees in this
project-based organization. Data analysis that was used in the research has been explained above:
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3.4 ANALYSIS OF DATA
According to Yin, researcher must select a specific mode of investigative method much
before they decide to review the information from the context of questionnaires. The core
content of this research is based on academic plans, where collection of data is undertaken as
per the queries selected from previous studies.
Further, he adds that noting three relevant flows of activity in the process of data collection
can make it apt. These are:
1. Information cutting is related to the study of every data in the form of organized information
for excessive outcomes. It is inclusive of focusing, fixing, changing, and extractive
information.
2. Show-casing information is meant for the cut data should be portrayed and implemented in a
very condensed and formatted manner yet relies on the simplification of the flow for deriving
the information
3. Authentication follows the route of models, consistencies, casual flows, explanation, and
suggestions, which are supposed to be observed and further authenticated in the study of
data. According to Miles and Huberman (1994), researchers can identify the connection
between different concepts through descriptions and models, as well as suggestions and
consistencies. In this research, the approach supports a determined proposition related to the
structure of studying information for a relevant end. All the information that is collected is
54
systematically arranged through the implication of pie-charts, diagrams, and tables in order to
enhance comprehensive content.
3.5 RESEARCH ACCURACY
The methodological approach implied in all stages of this research offers comparable results
exists in market. Explanation related to accuracy demands an explanation. Research is
inclusive of trade-offs led among validity, relevance, generalizability and reliability as
explained below:
Relevance in the process of data collection is established through the research’s usefulness
for the consumers.
Validity is the correctness assessed in the collected data.
Reliability is the ability to replicate the derived results by the way of using same techniques, by
offering results that all the other researchers can repeat. Generalizability has been identified by
the ability to make a prediction accurately from a sample of the entire population that has been
represented (Moustakas, 1994).
3.6 RESEARCH ETHIC
The social unit or aspects related to social arrangement follow ethical notions. These notions
determine the standards related to professional behavior. Ethics are subject to guide the
55
researcher to undertake fair play and integrity, specifically in terms of research participants.
Technical competence is considered a part of ethical obligation as it can ensure the fairness of
the research, relevant awareness, and integrity as per the credibility of the researcher Coderre et
al. (2004)
In the present research, the ethical notions mentioned below have been strictly followed
(Antonious, 2003)
Keeping participants informed about research purpose.
Ensuring that participants have adequate awareness about the activities related to the research
findings.
Answering all kinds of queries, questions, or doubts related to the research topic at every
possible point in the process of the research.
Requesting genuine permission from the participants in order to continue the process of the
research.
Respecting the rights of the participants to refuse to participate in the survey.
Respecting the rights of the participants to withdraw from the project at a particular point. In the
process of collecting data, the whole research is subject to how the above ethics are to in a
manner that ensures absolute freedom for all the respondents in terms of filling up the
questionnaires. Each and every participant gets treated with respect and every single query gets
56
answered with appropriate timeline being offered to every respondent when filling up the
questionnaire (Merriam, 2001).

57
CHAPTER FOUR – EMPIRICAL FINDINGS
4.1 SELECTION OF STRATEGIC CHOICE
External Analysis:
The market analyzed will be Middle East market, since Nordic Air Filtration Middle East unit
responsible for Middle East business.
PEST Analysis
FIGURE 11
Middle East – Geographic Locations

58
Political Environment
Ø The political factors in Middle East have both pros as well as cons.
Ø It has real sincere govt. machineries which want to put the region on the forefront of the
tourism as well as business tourism market.
Ø Strong initiatives are taken, delegates are sent to different parts of the world, programs
and promotional campaigns are conducted and meetings and conferences are high on the
government agendas.
Ø The region has huge geo- political significance which attracts the attention of policy
makers, corporate, officials, diplomats etc towards it.
Ø The down side is that many parts of the Middle East are politically volatile and
disturbed which can create apprehensions about it.
Economic Environment
Ø Middle East had been among the fastest growing regions in the world.
Ø In the past two decades the region had witnessed phenomenal growth.
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Ø After the dip in the oil prices its growth rate went down and it witnessed a modest growth
rate of 2.9% in 2009. ( Business intelligence middle east.com, 2010)
Ø Though yet to catch with the other developed markets the economy is poised for a strong
growth in 2011. Govt. expenditure and rising oil price will facilitate stronger GDP
growth in the region.
Ø Middle East has cities like Dubai, Abu Dhabi, Kuwait, with state of the art
infrastructure. There are also cities like Doha, Muscat etc which are growing very fast
and investing hugely on infrastructure
Ø States run efficient and effective airlines such as Emirate airways, Etihad airways,
Qatar airways etc that connects the region smoothly and frequently with the rest of
whole world.
Ø Many parts of the region are already in construction phase of heavy infrastructure. Qatar
which is hosting 2022 football world cup is investing 250 Billion US dollars in
infrastructure, housing, roads, stadiums etc. Oman has invested 80 Billion in the last five
60
years where as Kuwait 104 Billion us dollars in the last four years. Abu Dhabi will be
investing 27 Billion US dollars in establishing world class museums and attraction
centers. (Courtesy: arabnews.com, 2011)
Ø It can be assumed that since Middle East is an emerging market it puts the meetings and
conferences high on the govt. agendas compare to other matured markets. The basic
region is that not only MICE is a growing and lucrative industry in itself but it also helps
in driving investment and overall branding of the place .
Ø Middle East is comparatively economical and cost efficient in providing various goods
and services in comparison to its more developed Western counter parts. But over the
period of time it had been seen that cities like Dubai has become very expensive.
Social Environment
Ø Islam plays a very important role in Middle Eastern culture
Ø The primary inhabitants of Middle East are Arabs which are known for their warmth and
hospitality
Ø A large number of skilled employees.
Ø Globalization is gradually resulting in a mix of many different cultures within the Emirates.
61
Ø Many of the leading cities in the region such as Dubai, Muscat, Abu Dhabi and Kuwait
etc are very cosmopolitan in nature with more than 50% of population comprising of
expat population.
Ø The downside can again be the political turmoil and fundamental forces existing in the
society
Technological Environment
Ø The relatively young population is very tech-savvy, which allows companies all across
the UAE to leverage technology.
Ø The wealth that Middle East possesses allows it to purchase new equipment and be in the
vanguard of technological development
Ø Middle East has some state of the art convention centers like the ADNEC (Abu Dhabi
national exhibition center), DWTC (Dubai world trade center), QNCC (Qatar
national convention center), Bahrain international convention center etc with
excellent technical facilities to conduct meetings and conferences of international
standard.
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Competitor Analysis
FIGURE 12
Annual Filter Demand per country:

35%
29%
30%
25%
20% 18%
15%
15%
12%
10%
10%
5% 5%
5% 3% 3%
0%
KSA UAE Qatar Oman Iraq

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TABLE 1
Total Business Volume in Middle East
FIGURE 13
Middle East Market Share / Per Manufacturer
45%
40%
40%
35%
30%
25%
25%
20%
15%
10%
10% 6% 5% 5% 5%
5%
0%
Donaldson Northern AAF Nordic Gore Camfil Clarcor

64
FIGURE 14
Internal Analysis:
Value Chain Analysis
INFRASTRUCTURE
· ERP system based
· Manufacturing unit in UAE
· OEM Customer base in Middle East
HUMAN RESOURCE MANAGEMENT
· Strong management team
· Connected Employee Infrastructure
ActivitiesSupport
· Learning relationship environment
TECHNOLOGY DEVELOPMENT
· Products available according new standards
· Latest standard oriented product development
· Slow pace product development
PROCUREMENT
· Sustainable and progressive relationship with supplier
· More import procurement to maintain Industry standards
· Less local procurement

Competitive Advantage
Resource Based View Analysis
· How easy/difficult is it to copy?
- The product require European standards approval and it is difficult to copy. Also the products
need proven site performance records to win the business.
· Proprietary knowledge process
- The product offers special Nano coated media with high efficiency in filtration, which
competitor cannot take advantage. As per the agreement made with media supplier, this media
will be solely produced for Nordic Air Filtration and it is not accessible to competitors.
· Customer base
- Good potential customers are there in the region with good hold on the business. The main
advantage is that, Nordic Air Filtration was the OEM supplier for Siemens Gas Turbines, so
some of customers are bound to buy from Nordic Air Filtration. There are lot of opportunities
with current non-customers, since they are ready to try other manufacturer products.
Since the representation of the growth of the unit after its start-up during 2014 in UAE is very
much essential for further investment on the unit. This will be reflected in productivity ratio and
growth ratio.
Ø Productivity ratios:
- Gross profit margin
- Gross profit margin is assigned as 12% and the company has to achieve USD5Mi to
achieve breakeven. At present the sales is 40% less than the expected sales budget of
the present year. This is an alarming situation.
o Operating profit margin
- Operating profit margin is assigned as 25% and as per the current average by considering sales
till time, it is nearing 30%.
o Return on Investment (ROI)
- Return on initial factory setup investments has been received. Now due to the purchase of a
high values machine, the breakeven will be reached once the sales crosses USD5Mi. The ROI
of new machine is expected to end after 5 years.

Ø Growth ratios: Ability to maintain competitive position in my industry
o Sales (increase or decrease)
- Overall sales has been increased compared to last year and its about 15% increase in the
business compare to last year by considering first two quarter sales. But 30% of the same came
from unbudgeted segment and at the same time, company didn’t get some business which was
budgeted.
o Income
- Income increased as per the calculations based on operating profit margin.
o Price – earnings ratio
- Selling price to earnings ratio varies from customer to customer and business to business. Here
due to the increase in operating profit margin we can say that the price Vs earning ration is
keeping positive trend.
Long Term Objectives (LTO’s):
The Nordic Air Filtration Middle East unit has to show excellent performance within a short period since
its incubation. The reputation loss was there before due to the non-performance of a product and at present
we overcome the situation by providing best air filtration solutions to the customers as per their
requirements. So with this specified successful products and with a perfect strategy in the market the
below mentioned objectives can be met.

1. Profits
- Within the span of next 5 years, the overall profit need to be increased by 6%
2. Market share
- Within the span of next 5 years, the market share of the company should be added
by another 8%
3. Sales
- Within the span of next 5 years, the sales of Middle East unit need to be increased
by another 20%
Strategic Direction:
Table 2
Porter’s Generic Strategies
Competitive Advantage
Cost Differentiation (Specialization)
Broad
Cost Leadership Different
Competitive Scope
(Market) Innovations
Narrow
Cost Focus Different focus

(eg: charge less (Niche
than offered in Marketing)
the market)
The Strategy from Porter’s generic strategies which I would like to select is different innovations.
Because at present, the company’s reputation is regained through the product which is complying the
latest standards. At the same way, company need to look into the different type
of products and business related to filtration segment and the research and development need to
be done at fast phase. Overall Middle East business market is expected to be USD100Mi with
filtration segment and this market segment can be penetrated only through different product
innovation and product launch.
The market share of Nordic Air Filtration mainly comes from Gas Turbines. But the huge market
is awaiting to get explored in terms of industrial and HVAC segment. Here some of the market
research has already done and the new production lines need to be started according to the
market feasibility.
Here Intensive Strategy is the right approach of achieving selected Long Term Objectives. The
market is existing one and the business can improved or developed by placing a perfect market
penetration strategy and a convenient product development strategy.
Table 3
Air Filters
Existing New
Existing
Market Product
Middle East Market penetration development
strategy strategy
New
Market Diversification
development strategy (Risk 1)
strategy (Risk 2)

Why market penetration strategy?
The market penetration need to be done through the selection of right agents in all countries in
Middle East. The current scenario is that, it was identified that some of the past selected agents
are not upto the mark according to the market and company expectation. Because of this
situation, the products were not finding much places to get marketed. Now Nordic Air Filtration
Middle East unit has raised an action plan for the each agents and this will be done with perfect
follow-ups on quarterly basis. According to the accessibility of the market and potential
background, new agents have been selected for some of the countries and it has been identified
that the quote bank increased for 20% compared to last year. Again another 50% of the market is
missing a good agent and company is at the verge of finalizing the potential agents for these 50%
market share.
Why product development strategy?
50% of the customers are still using old standards and they are in migration to new standards.
Here price factor is making a second thought to customer on whether to choose the new standard
against old standard. Here product development need to be done according to new standard, but
the prices should be matched or with an affordable higher prices. Since the parent machine where
filters are used is very costly, the customer will always look for new standards, so if the prices of
the new product developed is getting attracted by customer, then it will open the business to a
new horizon.
Strategic Choice:
TABLE 4
Rapid Market Growth
àTurnaround àIntensive Market

àHorizontal Integration Penetration
Weak àProduct Development àConcentric Diversification Strong

àForward Integration Competitio
Competition n
àBackward Integration
Defensive Strategy àMarket Development

àConcentric Diversification Position
àConglomerate àConcentric Diversification
Diversification àJoint Venture
àTurnaround Strategy à Conglomerate
àLiquidation Diversification
Slow Market Growth
The strategic choice to be adapted is Market Penetration in the existing business region
with proven products.

For the selected Long Term Objectives, the increase in Market shares, sales and profits is
channelled mainly through market penetration. We are in an existing market where 50% of the
market is not yet reached due to the lack of accessibility. This is due to the unavailability of
good agents. By selecting a potential agent for particular region, product marketing can be
done to individual customers who are using filters. Since the company has the
manufacturing unit in Middle East, most of the customers are interested to have the
product and price details from the company. Since customer’s main criteria is price
reduction and lead-time reduction, the localized manufacturing unit will help in this case.
Regarding prices, when sales increases, which means, turnover increases, the operating
profit will increase and thus by Gross profit will also increase. So the pricing levels can be
adjusted for customer to customer on case to case basis. This will satisfy the customer
requirement on prices. By appointing effective agency, the market contribution from each
agent will be remarkable and this will increase the market share of the region.
FIGURE 15
PRODUCT MARKETING STRATEGY

CHAPTER FIVE – CONCLUSION
5.1 INTRODUCTION
The Findings of this research – Influence and effects of product marketing in International market
– are summarized in this chapter. The most current and relevant literature review has been
conducted in the relation to product marketing and its influence and effects in Gas Turbine Air
Inlet filtration industry.
Based on the findings on the literature review a questionnaire was designed to get actual
information of the application of supply chain management in the Fabrication industry. This
chapter presents the findings along with the researcher’s recommendations for effective product
marketing.
5.2 GENERAL VIEWPOINT OF ANALYSIS
When markets for goods and services function efficiently, each factor of production is allocated to its
most productive use. That means businesses produce the goods and services most desired by
customers and sell them for the lowest possible price. The efficiency of product markets can be
reduced by lack of competition and distortionary fiscal policies and regulations. For the most part,
aspects related to these topics are already captured in the current GCI. In the updated GCI, we plan to
also include the effects of bankruptcy law on competition and market efficiency.
Industries where competition is more intense are more efficient and produce more innovation,
thus improving productivity. Competition-enhancing policies enable the market to select the best
firms, thereby creating incentives for firms to reduce costs and for new, more efficient firms to
enter the market. The presence of dominant players in a market—for example, in oligopolies and
monopolies—drives up prices but also, importantly, can decrease the level of innovation.
Effective antitrust policies should avoid the creation of such dominant positions while preserving
economies of scale and incentives for innovation, especially in resource-intensive and high-tech
sectors.
In most cases, opening a market to foreign competition forces the least-productive companies to exit
the market and rewards the most productive; removing domestic barriers to entry into and
exit from markets can increase productivity through the “creative destruction” of less-productive
firms.61 When firms can easily enter and exit markets, resources can be reallocated to emerging
sectors and capital reinvested in new technologies with higher productivity.
The legal and regulatory environment can directly impact the entry and exit of firms. An efficient
framework for settling bankruptcy is necessary to ensure that investors can close a failing
entrepreneurial experience and move on to new challenges. Barriers to entry include licensing
(especially of professional or public services), public monopolies, and administered prices.62
There is evidence that reforms to market regulation policies in Organisation for Economic Co-
operation and Development (OECD) countries intended to promote competition tend to also
boost productivity. These specific factors are not fully captured in the current GCI, but they will
be reflected in the updated competitiveness index.

Beyond lack of competition and restrictive regulations, fiscal policies can also reduce the
efficiency of product markets by distorting investment choices and artificially favoring sectors
based on political selection. Although there can be arguments for such interventions, in many
cases they have negative effects on a country’s overall productivity—for example, by
subsidizing traditional but declining industries at the expense of new and more vibrant sectors.
It is well established that taxation in general affects productivity by reducing investment, because
it effectively increases the cost of investment capital. Specific tax structures can exacerbate the
effect: for example, Fatica (2013) finds that the structure of tax incentives for capital investment
in advanced economies has led to a significantly higher share of investment in machinery and
equipment and a significantly lower share in ICTs.
5.3 DISSERTATION AIMS AND OBJECTIVES OVERVIEW
After data collection and analysis of the information’s presented in Chapter-4, one can easily
conclude that the study and analysis on Nordic Air Filtration products was done in an aggressive
and vast way. The result shows that the company seems to be in process of implementing right
product marketing techniques and they know the major benefits of the right product marketing
strategy. However, given the close correlation with the findings of detailed literature review as
explained in chapter-2 the responses can be said as valid. In the analysis and verbal discussions
with the industry segment professionals worldwide it was noted that there is a concern that some
of the respondents consider product marketing as just a show piece from the suppliers rather than
being suitable to their business.

Objective No.1: To choose the correct strategic choice for the marketing region
One of the empirical findings is Chapter 4 shows the right selection of Strategic Choice for
Middle East Market. The analysis is in reference with the strategic management analysis of the
Nordic Air Filtration Middle East. There were 4 main steps to reach the right strategic choice to
be taken for the benefit of the company and they are:
1. External Analysis
a. PEST Analysis
b. Competitor Analysis
c. Porter’s 5 Force Model
2. Internal Analysis
a. Value Chain Analysis
b. Resource Based View Analysis

c. Examination of Functional Division
3. Long Term Objectives (LTO’s)
4. Strategic Direction
All the above analysis steps up into the strategic direction of Intensive Strategy. Here Intensive
Strategy is the right approach of achieving selected Long Term Objectives. The market is
existing one and the business can be improved or developed by placing a perfect market
penetration strategy and a convenient product development strategy
TABLE 5
Air Filters
Existing New
Existing Market penetration Product

strategy development
strategy
Middle East Market
Market Diversification
New development strategy (Risk 1)
strategy (Risk 2)

Why market penetration strategy?
The market penetration needs to be done through the selection of right agents in all countries in
Middle East. The current scenario is that, it was identified that some of the past selected agents
are not upto the mark according to the market and company expectation. Because of this
situation, the products were not finding much places to get marketed. Now Nordic Air Filtration
Middle East unit has raised an action plan for each agents and this will be done with perfect
follow-ups on quarterly basis. According to the accessibility of the market and potential
background, new agents have been selected for some of the countries and it has been identified
that the quote bank increased for 20% compared to last year. Again another 50% of the market is
missing a good agent and company is at the verge of finalizing the potential agents for these 50%
market share.
Why product development strategy?
50% of the customers are still using old standards and they are in migration to new standards. Here
price factor is making a second thought to customer on whether to choose the new standard against
old standard. Here product development need to be done according to new standard, but the prices
should be matched or with an affordable higher prices. Since the parent machine where filters are
used is very costly, the customer will always look for new standards, so if the prices of the new
product developed is getting attracted by customer, then it will open the business to a new
horizon.
Objective No.2: To assess the influence and results of product marketing on sales performances
in the marketing region
The influence and results of product marketing on sales performances are directly
proportional if the right product marketing strategy is in place along with supporting
operational activities. The reflection can be always seen in the Short Term Objectives and
this is measured as explained below.
Short Term Objectives – A split-up view
Figure 16
1. Increase in Sales:
Year à Y0 Y1 Y2 Y3 Y4 Y5
% of increase à X 1 3 5 5 6
From current sales (X), the sales need to be increased is 20% within 5 years. First year, there
should be an increase expected of 1% from the fiscal year. Second year, there is an increase
expected of 3% from year 1. Third and fourth year is expected to be 5% each increase from
year 2 and year 3 respectively. The fifth year is expected to be 6% increase from the sales of
year 4.
Figure 17
2. Increase in Market Share:
% of increase à 5 6 8 10 12 13
From the market share of 5% when compared to competitor market share, Nordic Air
Filtration want to achieve another 8% growth within 5 years, which results in the overall
market share of 13%.
Upon first year completion from current year, the market share should be 6% compared 5%
of present year. Upon second year completion, the market share should increase to 8%. Upon
third year completion, the market share should increase to 10%. Upon fourth year completion,
the market share should increase to 12%. Finally, upon completion of fifth year, the market
share of Nordic Air Filtration should be 13%.
Figure 18
3. Increase in Profit:
% of increase à X 1 2 3 4 6
From current profit margin (X), the profit need to be increased by another 6% within 5 years.
First year, there should be an increase expected of 1% from the fiscal year. Second year,
there is an increase expected of 2% from year 1. Third year, it is expected to be an increase
of 3% compared to current year profit. Fourth year is expected to be with 4% increase and
the fifth year is expected to be 6% increase from the current profit margin.
The above increase in Sales, Market Share and Profit is completely based on the findings
from the research study where a right product marketing strategy is placed within the
organization connected through responsible people within the organization.

5.4 RECCOMENDATIONS
Responsibility Share Plan

The five-year plan will be shared to each department. In order to achieve more sales and
to keep the cost factor in mind, the department should help each other to achieve the tasks.
The after-sales service manager and service engineers will be also a part of direct
and indirect sales activities to support the sales to achieve the short-term objectives assigned for
each year for next five years.
Operations department must support sales by adding customer service at their
responsibility and the main job will be supporting sales through back office operations.
Finance and HR department should allocate necessary resources and approvals as
per the well-defined requirements from sales, which is supporting the sales and organization
growth. The government related and customs approval part need to be taken care by Finance
department.
FIGURE 19
Organization Chart with Responsibilities
ORGANISATION CHART – NORDIC AIR FILTRATION MIDDLE EAST LTD FZC
Group
General
Management
NAFME Fujairah
Sales & Business Controlling &

Operations
Development Finance

FIGURE 20
OPERATIONS NAME
Managing Director
Operations
Team leader
Production
Production Planning
Warehouse
Quality
Maintenance
Procurement
Customer Service

FIGURE 21
CONTROLLING & FINANCE NAME
Managing Director
Controlling & Finance
Accounting
Accounting
Receivables
Payroll/H.R
Administration
IT
Logistics & Customs

CHAPTER ONE – REFERENCES / BIBLIOGRAPHY
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AUTHORIZATION OF DIFFUSION DECLARATION
I undersigned
Mr Vijay Thomas
Supervisor’s name: Mr Tino Alappat
Declare that I have written the thesis in the UBIS MBA program
FINAL THESIS TITLE
INFLUENCE AND RESULTS OF PRODUCT MARKETING IN INTERNATIONAL
BUSINESS
I, Vijay Thomas, declare that this thesis is an original report of my research; has been written by
me and has not been submitted for any previous degree. The research work is entirely my own
work; the cooperative contributions have been indicated clearly and acknowledged. Due
references have been provided on all supporting literatures and resources.
Signature(s) & date

UBIS Thesis - Vijay Thomas

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1

UBIS UNIVERSITY OF BUSINESS & INTERNATIONALSTUDIES

RUE DE LAUSANNE 94 1202 GENEVE, SWITZERLAND

A thesis/dissertation submitted in (partial) fulfilment of the requirement for the degree of

Masters of Business Administration Of University Business and International Studies, Geneva,

Title: INFLUENCE AND RESULTS OF PRODUCT MARKETING IN INTERNATIONAL

Name: VIJAY THOMAS Date of Submission: Nov 2019

Thesis Supervisor: TINO ALAPPAT

THESIS SUPERVISOR NAME: TINO ALAPPAT

which will result from using source without acknowledgement.

Signature & Date

both a need and want.

Statement of the problem

Outline of the study

2.1 Introduction (product & international marketing)

2.2 Role of product marketing

2.3 Responsibility of product marketing

2.4 The supporting stream in product, sales & customer

2.5 Product Marketing Strategy

8 Chapter 3: RESEARCH APPROACH 43

3.2 Research Collection

3.2.1 Primary Data – Mapping Sheet

3.2.2 Secondary Data – Sales Information’s

3.3 Research Approach – Quantitative & Qualitative

3.4 Analysis of Data – How it was presented in organization

3.5 Research Accuracy – validation of mapping sheet with

3.6 Research Ethics – confidentiality and improvement of process

9 CHAPTER 4 : EMPIRICAL FINDINGS 54

4.1 Selection of Strategic Choice

5.2 General Viewpoint of Analysis

5.3 Dissertation Aims and Objectives Overview

Table 1 Total Business Volume in Middle East-----------------------------------------------------60

Table 2 Porter’s Generic Strategies -------------------------------------------------------------------65

Table 3 Air Filters...................................................................................................................66

Table 4 Rapid Market Growth.................................................................................................68

Table 5 Air Filters...................................................................................................................76

Figure 1 Product Marketing---------------------------------------------------------------------------20

Figure 2 How to Enter International market...........................................................................24

Figure 3 Product Marketing....................................................................................................27

Figure 4 Supporting stream in product....................................................................................31

Figure 5 How product marketing suppoert sales.....................................................................32

Figure 6 How product market support product.......................................................................32

Figure 7 How product marketing support sales......................................................................33

Figure 8 Query sheets..............................................................................................................45

Figure 10 Data collection format............................................................................................50

Figure 11 Middle east location................................................................................................54

Figure 12 Competitor Analysis...............................................................................................59

Figure 13 Middle East market share.......................................................................................60

Figure 14 Internal Analysis.....................................................................................................61

Figure 15 Product marketing strategy.....................................................................................70

Figure 16 Increase in sale........................................................................................................78

Figure 17 Increase in market share.........................................................................................78

Figure 18 Increase in profit.....................................................................................................79

Figure 19 Organisation Responsibility....................................................................................81

Figure 20 Operation Name......................................................................................................82

Figure 21 Controlling and Finance Name...............................................................................83

CHAPTER ONE – INTRODUCTION

marketing teams don’t have anyone dedicated to this function.

audience or solution marketing.

marketing function. Here are a few:

understand the market, customers, competitors, and how to influence them.

updates and sales training.

marketing, as the team who most deeply understands customers.