OCOM PMiM SEP14 12998007 Final Correct Version

Assignment/Project Front Sheet
CIM Membership
Number
12998007
Unit Title
Project Management in Marketing
Level/Award
Level 6
Accredited Study
Centre
Oxford College of Marketing
Candidate Declaration: I confirm that in forwarding this assignment/project for

marking, I understand and have applied the CIM policies relating to word count,
plagiarism and collusion for all tasks. This assignment/project is the result of my
own independent work/investigation except where otherwise stated. Other
sources are acknowledged in the body of the text/and a bibliography is appended.
The work that I have submitted has not been previously accepted in substance for
any other award. I further confirm that I have not shared my work with other
candidates.
I hereby give consent for my assignment/project, if accepted, to be available for

CIM use in relation to dissemination of best practice and, or, other appropriate
purposes. It is on the understanding that all studying member numbers would be
removed prior to use for the purposes of full anonymity.
Tick here to opt out
Candidate Number
Board
:70889221
:September 2014
CIM Professional Diploma in Marketing

Project Management in Marketing: Option 2
Option 2- Sponsorship
CIM membership no: 70889221
To: XXXXXXXX Marketing Manager
From: XXXXXX Sr. Marketing Specialist
Total word count: 6,540 words (From task 1 to 4)
3 sides of for A4 tables
I confirm that in forwarding this assessment for marking, I understand and have
applied the CIM policies relating to word count, plagiarism and collusion for all
tasks. This assessment is the result of my own independent work except where
otherwise stated. Other sources are acknowledged in the body of the text, a
bibliography has been appended and Harvard referencing has been used. I have not
shared my work with other candidates. I further confirm that I have submitted an
electronic copy of this assessment to CIM in accordance with the regulations.
Page 1 of 39
Candidate Number
Board
:70889221
:September 2014

Content
Executive Summary
1.0 Task one : Context
1.1 Introduction
1.2 Information needs, requirement and sources
1.3 Relevant organizational data
1.4 Key Issues Summary
1.5 Information Gap analysis
2.0 Task two: The business Case
2.1 Critical Evaluation of findings
2.2 Alternative Project evaluation
2.3 Selected approach financial justification.
2.4 Selected approach non-financial justification.
2.5 Corporate Culture
2.6 Budget time-scale and deliverables
2.7 Project resources for LECSB
2.8 Risk identification
2.9 Reporting and decision making
3.0 Task three: Risk
3.1 Risk Assessment and potential impact
3
5
5
5
6
9
9
10
10
10
11
11
12
12
12
13
13
14
14
3.2 Impact/probability Matrix

3.3 Risk response and control program
14
15
3.4 Risk management culture
17
4.0 Task four: the project Plan

4.1 Project Initiation
4.1.1
Project objective
4.1.2
Project Scope
4.1.3
Beginning and ending dates
4.1.4
Key/core deliverables
4.1.5
Methodology adaption
4.1.6
Risk management
4.1.7
Outline Budget
4.2 Project implementation
4.2.1
Schedule and work breakdown structure WBS
4.2.2
Resources review
4.2.3
Personal Requirements
4.3 Project termination
4.4 Project Evaluation
4.4.1
Objective evaluation
4.4.2
4.4.3
Bibliography
Appendix 1
Appendix 2
Appendix 3
Appendix 4
Appendix 5
Appendix 6
Appendix 7
Post-completion Audit
Evaluation report
: Organization Background
: Project Proposal
: Lewis (2007) metrics
: Microsoft Project Snapshot.
: Project Gantt chart
: Resources overview report
: Resources sheet
18
18
18
18
18
18
19
20
20
20
20
23
24
24
24
24
24
25
27
29
31
34
35
36
39
39
Page 2 of 39
Candidate Number
Board
:70889221
:September 2014

Executive Summary
Elsewedy Cables is a wires and cables manufacturer in Egypt who suffers from sales revenues
due to counterfeited products that cannibalize its market share, and decreasing direct
marketing activity due to budget cuts as a result of current tough Egypt's economy situation.
Management set a direction to acquire a cause-related sponsorship program that will be
integrated as a cost effective communication tool (Doyle,2008). But it recommended running
a project that list and evaluate cause-related sponsorships' benefits LECSB.
Information Gathering
An information range about needs and requirements has been gathered to as a business case
basic foundation about several aspects from different internal and external resources as;
Elsewedy current corporate social responsibility and its stage (Meenaghan,1991), Elsewedy
general requirements for policy, strategy and selection criteria (Benedetti,2012), and current
delivered customer values. Then key issues has been identified, later market information
system MkIS's information GAP analysis has been conducted.
Business Case
A critical analysis for the gathered information has conducted to direct the project's course,
where a project screening matrix (Gray and Larson,2011) analysis recommended a combined
approach between in-house project and an outsourced one, furthermore a financial
justification through Cost Benefit Analysis CBA backed-up with implication of the approach
on: Segmentation, targeting and positioning, marketing mix and corporate culture has been
illustrated. Afterward a general statement for project's budget, schedule, deliverables and
required resources has been stated. Finally A range of strategic, financial, and operational and
project risks have been identified as a base for the risk assessment process.
Risk assessment and control program
After the risk identification Elsewedy conducted a risk assessment investigation to identify
different risk impacts' sensitivity, risk probability and detectability (Lewis,2007), where 17
risks has been identified 3 of them consider having a high impact on the project. Then a
control program has been conducted with several preventive and corrective actions, taking in
consideration there are three risks could terminate the project. Afterward an analysis has been
conducted to estimate the benefits of introducing risk culture to Elsewedy corporate culture
and how it could be an asset in the future market programs.
Page 3 of 39
Candidate Number
Board
:70889221
:September 2014

The Project Plan

LECSB's project plan illustrated that the project requires 232 working days with budget
200,000 Egyptian Pounds 'EGP', and it will start at 1st September 2014 and ends in 3rd
August 2015 taking in consideration all vacations and employees leaves, also it detailed its
scope and limitation. The project plan stated different methodologies pros and cons and
suggested agile (light) methodology (Charvat J.,2003) to be the project's methodology where
it will be conducted using Microsoft project 2013 'MsP-2013', where Work breakdown
structure has been identified with allocated cost and work force and task has been leveled to
avoid resources over-allocation, and schedule has been developed with all holidays and staff
vacations, that resulted a Gantt chart that could be a base for processes' progress monitor and
control. Later LECSB's termination condition has been identified.
Finally Project several evaluating techniques has been stated with post-evaluation techniques
as the recommended technique in order to get the utmost experience of conducting the
project.
(Word count: 510 words)
Page 4 of 39
Candidate Number
Board
:70889221
:September 2014

1.0 Task 1
1.1 Introduction
Elsewedy Cables Elsewedy is the market leader in wires and cables market in Egypt Since
2011 Elsewedy stopped most of its communication activities due to Egypt political
turbulence, which negatively affected its customer perception, loyalty and market share. In
2014 Elsewedy is studying to adopt sponsorship as a cost effective strategic communication
tool (Doyle,2008) to integrate it with its current marketing activities to sustain its leading
position in Egypts, but management recommended to run a project that list and evaluate
cause-related sponsorships benefits LECSB, in order to choose the most appropriate
sponsorships for Elsewedys business performance.
1.2 Information needs requirements and sources.
There is a lack in sponsorship decision making academic studies (Wierenga,2011), so in order
to develop an integrated sponsorship decision making guidance to evaluate different
sponsorships, an information range is needed to about several aspects which could be
illustrated as follows:
X X
X X
Causal researches
Descriptive researches
Elsewedy is in the first stage of sponsorship (Meenaghan,1991), where Ahmed Elsewedy CEO
label it as charity donations and philanthropy acts without any sophisticated goals or selection
criteria or direct investment in communication activities to leverage its effect, where several
Corporate social cause-related donation within Egyptian society has been made with limited endorsements; as for
Resala, Egyptian Food Bank and Dar Al-Orman, as a result Elsewedys customers has low
responsibility
awareness about its community relation activities. It is required to:
CSR and
Define Elsewedys issues as social and consumer dimensions (Jobber,2012), which will help
community
relations
in defining Elsewedys sponsorship objectives, policy and selecting criteria strategically that
mutually benefit Elsewedy and society.
Communication plans to communicate the selected sponsorship followed by a competitive
analysis for other industrial and multinational companies sponsorships communication plans.
The International Event Group IEG categorize sponsorship into areas: sport, art/culture,
Sponsorship
entertainment and cause (Ukman, 2010, cited in Benedetti, 2012), in order to select the
Category
sponsorship category and it transferred value, It is required to define:
evaluation via
transferred value
Elsewedy sponsorships policy and strategy, which will be the base for selection criteria.
Communication
Each sponsorship will provide different communication opportunities which are affected by the
opportunity
sponsorship decision making basic criteria (Benedetti, 2012). It is required to
around direct
Profile several sponsorships and its generated communication opportunities around enhancing;
marketing
direct marketing, public perception, positioning using and delivered customer value and loyalty
,public relation
using Johnston and Paulsen (2007) and McCook et al. (1997) selection criteria.
and positioning
Evaluation metrics Development for different sponsorship using Meenaghans model (1993)
Customer
In-house Researches IHR results state that there are two channel to reach end customers, and the
relation
main transferred customer value is high quality electric wires through operational excellence,
management
taking in consideration during the counterfeited wires awareness communication seminars
and lifetime
(CWACS) period in 2009-2010 customer care index and sales revenues increased table A.2,
value
since CWACS helped to target untargeted segments as retailers and electricians. It is required to
Define the sponsorships abilities to target distributors, retailers and electrician segments
Table 1.2: Required and needed information
Secondary researches
Information needs/requirements
Market reports
Aspects
Sales reports
Source
Internal
External
X
X
Page 5 of 39
X X
X X
X X
Candidate Number
Board
:70889221
:September 2014

1.3 Relevant data for the required benefits.

1.3.1
Elsewedy Key issues
Issue
Sales Revenue
Counterfeited products
Details/Reason
Sales revenues have been falling since 2011 and market is shrinking due to Egypt economic and political instability.
Counterfeited product is cannibalizing Elsewedy apparent market share, also they affect the consumers safety due
to low quality manufacturing material which most of the time lead to fire. Noting that fires rate has been doubling
since 2007.
Public perception
Post-evolution, Egyptians human development index has moved from low to medium (HDRO, 2014), which
developed a sense of awareness to corporates social responsibility.
Table 1.3.1: Elsewedy social and customers dimension key issues.
1.3.2
Company
ABB
Category
Event
Year
Cause
Baja Hu
Helwan
university
2014
Art/
Culture
Swedish
Embassy
National Day
2013
Art/
Culture
Arab digital
expression camp
Gaza
2007
Cause
Schneider
Industrial B2B Companies and sponsorship category
Cause
Cause
Cause
Cause
Sport
Siemens
Cause
Art/
culture
Cause
MECA Ain
Shams
university
Galal Fahmy
Specialized
Technical
School
Go Green
Exhibition
Technology of
automation
Exhibition
MECA Ain
Shams
university
Enppi football
club
Cancer Hospital
Egypt
Siemens and the
Library of
Alexandria
lectures at the
University of
Helwan
2009
Communication
channels
Details
ABB in Egypt participated as one of the main sponsors of the
Baja Helwan University racing team BAJA-HU who are
manufacturing a baja off-road car to take part in the
international competition organized by SAE organization which
was held from 24 April to 27 April in University of Texas
ABB in Egypt participated as one of the main sponsors of the
Swedish Embassy National Day celebrating the long and
historic relations between the two countries.
The Arab Digital Expression Foundation aims at giving Arab
youth a free and constructive environment and the opportunity
to produce their own ideas using this technology in an attempt
to improve and add to the content of this world of media
MECA is a non-profit student to student activity founded in
2006 providing professional trainings conducted by
multinational companies and certified trainers.
Stent For Life
ABB website
Sponsored/ABB
sites.
Sponsored/
Schneider
websites.
2010
Schneider Electric Egypt took the initiative to sponsor one of

Egypts renovations of oldest technical schools. Galal Fahmy
Specialized Technical Advanced School.
Schneider website
/ Newspapers
2013
Go green Expo prepared an event for the energy saving and

recycling exhibition in the presence of minister of electricity
Schneider website
/ Newspapers
2011
Official sponsor for Fifth International Conference & Exhibition

of Technology of Automatic Control
Siemens website
2012
MECA is a non-profit student to student activity founded in

2006 providing professional trainings conducted by
multinational companies and certified trainers.
Sponsored/
Siemens website
2011
Sponsorship for a football club
2010
Donation to Children's Cancer Hospital Egypt
Television
matches/ Siemens
website
Siemens website/
magazines
It is experimental trainings session about controlling energy

consumption
2011
Siemens website
Siemens conducted a lecture about research and development

methodologies and how to develop our society.
It is a collaboration to bring in awareness and innovations to

address cardiovascular diseases (CVDs), specifically coronary
heart disease.
Philips
Philips solar home-lighting systems have provided light to 15
Rural
houses, accommodating over 30 families, and one school in
Cause
community
2014
Haqfet Elgallas, a village that previously lived on gas-lit light
lightings
bulbs.
Table 1.3.2: Industrial companies sponsorships programs history initial survey.
Cause
Sponsored/ABB
sites.
2014
Siemens website
Philips website
Philips website/
newspaper
Page 6 of 39
Candidate Number
Board
:70889221
:September 2014

Egypts International Companies current database.
1.3.3
#
Company
#
Company
#
Company
1 Agility Logistics
17 Danone
33 IBM
2 Alcatel
18 Dell
34 Intel
3 Alstom
19 DHL
35 Ipsos
4 AMIDEAST
20 Etisalat
36 ITWorx
5 Aramex
21 Fedex
37 Kharafi National
6 Archirodon
22 Flag Telecome
38 KPMG
7 ATAC Wirless
23 Fujitsu
39 Lenovo
8 Atlas Copco
24 Gac
40 LG
9 Bavarian Auto Group
25 GE Global
42 Maersk
10 Bel Group
26 General Motors
43 Methanex
11 CEMEX
27 Giesecke & Devrient
44 Metra
12 Cemex
28 Google
45 Microsoft
13 Cisco
29 Halliburton
46 Motorola
14 CMA CGM
30 Henkel
47 Nissan Motor
15 D&B
31 HESS
48 Oracle
16 Dale Carnegie
32 Hilti
49 Orange
Table 1.3.3: Elsewedys international companies in Egypt current database
1.3.4
#
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
Company
Pfizer
Philips
Plan International
PWC
Sanofi Aventis
Shell
SNC Lavalin
Sony Ericsson
SQS
Tenaris
TNS Global
Toyota
Unilever
Vodafone
Xceed
Xerox
Elsewedy Sponsorship policy, strategy and selecting criteria.
The following table is based on Collet and Fenton (2011) strategy recommendation, Grey and
Skildum-reid (2014) communicated parts of strategy that defines sponsorship policy, also
Johnston and Paulsen (2007), McCook et al (1997), and Brassington and Pettit (2000)
selection criteria SC.
Sponsorship linked market /

marketing possibilities
Objectives
Fit to brand objective /

compatibility
Target Audience/ exposure

level/ relevance
X X
5
6
7
Type
Number of sponsorships
Geographical coverage
X X
X X
X X
Rights/benefits
X X
Details
SC
Aspect
Policy
Strategy
Type
It should communicate Elsewedy community contribution through conveying emotion

and express attributes authentically (collet & Fenton, 2011), also it should be integrated
to communication activities to develop:
X
A direct communication channel with targeted segments.
Enhance the public perception and awareness about Elsewedy social

contribution and CSR activities.
Grey and skildum-reid (2014) recommended having multiple sponsorship objective,
where management defined it to be; increase Sales revenues, market share, loyalty, direct
sales opportunities and Database building which consider to be commercial objectives as
per Collect & Fenton, (2011).
X The sponsorship should help in developing Egypts social quality standards.
Ability to reach targeted market (Pope, 1998) and achieve high exposure level (Johnston
X and Paulsen,2007) for Distributors, retailers and electricians segments with higher
emphasis on electricians.
X Cause related, which could be in education, cultural or charity (Mack,1999).
X Up to 3 sponsorship/annum.
X The 28 governorates of Egypt
Exclusivity, where Elsewedy is the sole sponsor to avoid being lost in the shuffle (Kotlar
X
and Keller, 2009)
Management, control and

X X X Quarter/semi-annual timely based plan with monthly progress report
communication
Sponsorship Budget and cost
10
X X X 65,000 EGP/sponsorship
effectiveness
11 Duration / length of impact
X X X A year, with an opportunity to renew upon evaluation
12 Payment terms
X X X Quarterly settlements.
13 Popularity and Image
X X X Sponsored should possess a clean ethical image with no past legal or public disputes.
Table 1.3.4: Elsewedys sponsorship policy, strategy and selection criteria.
9
Page 7 of 39
Candidate Number
Board
:70889221
:September 2014
1.3.5
Channel 1
Channel 2
Customer Channels within residential market
Elsewedy
Elsewedy

Distributor
Distributor
Electrician
Retailer
End customer
Electrician
End customer
Table 1.3.5: Elsewedy residential market channels
1.3.6
Egypt market positioning
Sponsorship should enhance the customers perception of the following values and attributes,
which emphasis the need to re-measure them, the following is a result of IHR conducted in
late 2010 illustrating each attributes and its weight from customers' perspective and the rating
of several competitors within the market as per these attributes to identify the delivered
customer value.
Importance
Weight
Competitors
Quality attributes
Elsewedy
Sewedix
ECC
Generics
30
30
10
10
10
10
Counterfeited
Durability
6.00
5.50
5.50
3.00
Reliability
6.00
6.00
6.00
3.00
Precision
5.00
5.00
5.00
2.00
Delivery
2.00
3.00
3.00
5.00
Availability
4.00
3.00
1.00
5.00
Customer care
5.00
3.00
3.00
DCV Weight Score
5.20
4.85
4.65
3.00
(calculated)
Actual Prices
6
5.88
5.76
5.1
Actual Market share
65
20
10
5
Apparent market share
30
20
10
5
Table: 1.3.6 illustrate the positioning attributes as per the IHR conducted in late 2010, taking in
consideration the Delivered customer care fall to 3.00 in IHR conducted in late 2013.
1.3.7
1.00
1.00
1.00
6.00
6.00
1.90
3.3
35
Sponsorship evaluation model
The following table will help to base and evaluation model for sponsorship
#
Aspect
Details
Since all other communication activates is ceteris paribus 'constant', hence
1
Sales effectiveness
Elsewedy should measure the sales revenues during the sponsorship
conduction year and define the sponsorship effectiveness on sales revenues.
Post sponsorship conduction, marketing research should be conducted to
test customers recall for Elsewedy brand and attitude toward CSR, also
2
Communication effectiveness
psychological metrics to measure the loyalty. And its effect on delivered
customer value.
Measuring to different media coverage as television, newspapers, radios,
3
Media coverage
magazines, public press etc.
The actual Fit of the sponsorship with corporate, effectiveness in targeting
4
Appropriateness
audiences, and achieving companys objectives.
Table 1.3.7: Meenghan (1993) evaluation models aspects cited in Banti and Rogers (2012)
Page 8 of 39
Candidate Number
Board
:70889221
:September 2014

1.4 Key issues summary

There are key issues that should be highlighted:
1- Communication means that could be used to communicate the sponsorship.
2- Elsewedy social and consumer dimensions that define its key issues, which will be
the base for sponsorships requirements.
3- Sponsorships policy, strategy and selection criteria based on the Key issues.
4- Cause sponsorship different types and its effect on; direct marketing, public relation,
market position, delivered customer value and customer loyalty.
5- Sponsorships ability to target distributors, retailers and electricians.
6- Development of evaluation criteria using Meenaghans model (1993).
1.5 information gap analysis
After analysis of the MkIS data flow to evaluate sponsorships benefits to assist Elsewedy
sponsorship decision making process, the following gaps had appeared.
Market Environment
Customer needs and
expectation
Marketing Information System

Internal Records
Marketing Executing
Market Research
Decision Making
Analysis, Planning,
execution and
control
Marketing activities
Market Intelligence
Gap #
GAP 1
Description
Performance gap in sponsorship communication that resulted public low awareness about Elsewedy community
contributions.
GAP 2
Information gap about current sales revenues and corporate performance from sales department.
GAP 3
Due to Elsewedy internal squirrel society culture, Information gap about Elsewedy social and consumer dimensions should
be investigated further, to develop a full details key issues including all departments insights.
Sponsorship policy, strategy and selection criteria are based from management perception, even it should be discussed with
salesmen and tactical managers.
GAP 4
Management perception gap that sponsorship is a charity donation, which define Elsewedy in the first sponsorship
adoption level (Meenaghan, 1991).
Customer perception about Elsewedy CSR activities.
Different cause-related sponsorship alternatives DCRSA that could benefit Elsewedy, and how information will be
gathered about it.
DCRSA ability to reach and target distributors, retailers and electricians, and achieving other objectives.
DCRSAs effect on direct marketing, public perception, market positioning and delivered customer value.
Sponsorship evaluation criteria as per Meenghan (1993)
Table 1.5: Information gap
Page 9 of 39
Candidate Number
Board
:70889221
:September 2014

2.0 Task 2
2.1 Critical Evaluation of findings
Elsewedy key issues identified in table 1.3.1 justify the managements cause related
sponsorship selection (Jobber, 2012), since Elsewedy problems is product safety through
facing counterfeited products, and it will support the avoidance of commercialization via
charity donations (Cornwell, 2008), also the sponsorships success is directly related to
communication activity investment which could leverage the sponsorships potential (Nickell
et al, 2011), which illustrate the need for further research for communication channels for
sponsorship leveraging, after final definition of key issues.
The cause should be affecting more than 200,000 and not too popular to dont get lost in the
shuffle (Kotler and Keller, 2009), beside it should coincide with Elsewedy policy, strategy
and selecting criteria, where a research should be conducted to list several sponsorships and
their benefits then be evaluated by professionals, with distribution teams involvement for
successful implementation (Farrelly et al., 1997).
Sponsorship is a cost effective market communication tool compared to direct marketing and
advertising (Doyle, 2008), which in many circumstances leads to sales increase (Arens et al.,
2012), the research should question sponsorships potential effect on sales and other
objectives table1.3.4.
Meenaghans (1993) sponsorships evaluation model is crucial for sponsorship evaluation, but
measuring sales and communication effectiveness is difficult, the project should include
testing to current sales and communication efficiency to facilitate the measure.
2.2 Alternative project option
The Project will investigate Elsewedy Key issues then develop a final policy, strategy and
selection criteria to sponsorship, then list several cause sponsorships potential benefits,
further conduct a descriptive and causal research to investigate different sponsorship potential
benefits and evaluation measures for Elsewedy based on top marketings professionals and
academics perspectives in Egypt.
3
3
10
6
2
10
4
10
2
10
2
10
1
10
3
10
Total
Unbiased results
2
5
10
7
database
development
3
3
10
6
Needed work force
Insights developed
Questionnaire
design
3
3
10
10
Control over
process
2
3
10
6
Information
security
Weight
3
3
3
In-House
7
10
6
Agency
3
3
3
Combination
6
6
10
Table 2.2 Project screening matrix
Schedule duration
Experience gained
Cost
Total
Payback period
To conduct such a project there are three alternatives listed in the following project screening
matrix (Gray and Larson,2011):
3
1.80
1.91
2.31
Which illustrate why the most appropriate approach is a combination approach highlighted
where most of the project will be in house since it is a lower cost, and has lower payback
Page 10 of 39
Candidate Number
Board
:70889221
:September 2014

period, also it will help in developing the marketing team experience, and it will provide more
security to Elsewedy customers' database. At mean while Elsewedy will get advantage of
consultants professional design for proposal form, descriptive and qualitative design.
2.3 Selected approach financial justification
2.3.1
Cost benefits analysis CBA
Cost-benefit analysis is as follows since it is a main tool for economic appraisal (Cooper et
al.,2005):
Benefits
Update customer database
25,000.00
Increase in brand exposure
80,000.00
Communication channels as;

Newspapers ads. Radio ads,
Researches phase and Proposal
phase
175,000.00
Total
EGP 280,000.00
2.3.2
Costs
Consultancy proposal form design
2 half page ads. In Ahram newspaper
(Friday issue)
15,000.00
125,000.00
Radio ad. On Nile FM
50,000.00
Consultancy Descriptive questionnaire

design
Consultancy Causal questionnaire design
Total
5,000.00
5,000.00
EGP 200,000.00
Forecasted Return on marketing investment
Elsewedy could calculate Return on market investment ROMI as follows:

-
Just cost benefit analysis to the benefit stated above to be:
ROMI=
-
Farris et.al (2010) stated to calculate the ROMI you should estimate the contribution
margin of marketing activity in forecasted incremental sales, which estimated to
reach 10,000,000 EGP/annum, since the project is just the initial phase its
contribution is estimated 10%, so it will be
ROMI=
.
2.4 Selected approach non-financial justification
2.4.1
Segmentation, targeting and positioning
LECSB project will complement Elsewedy STP strategy in several points, since it's
preparation market researches target 20% of the current database including distributors,
retailers and electricians. Also these visits and conducted survey will develop the perceived
customer care which develop an emotional attachment that increase the customer care index
leading to increase the positioning as per tables 1.3.2. In addition to the sponsorship benefits
itself, after it is conducted will increase investors interest, employees retention and
suppliers cooperation due to Elsewedy contribution to the society.
Page 11 of 39
Candidate Number
Board
:70889221
:September 2014
2.4.2

Marketing Mix
Preparations market researches, enrollment ads and enrollment phase Table4.2.1 will
develop a lot of two-way communication that could be considered as a strategic integration to
marketing and communication as per ESA (2007), which enhance the overall Elsewedys
communication strategy and product placement in Egypt. Also it will develop deeper
customers issues and values understanding, and it laterally increases the customers
awareness about Elsewedy CSR activities that could enhance the customer loyalty, since
people want information about companies social (Kotler and Keller, 2009).
2.5 Corporate culture.
LECSB project will develop a positive image associated to quality and transparency and a
portfolio of future potential sponsorship (Benedetti,2012), also it will craft the sponsorship
policy, strategy and selection criteria for a greater quality sponsorship programme that could
mutually benefit Elsewedy and society (Ukman,2010), which coincide with Elsewedy current
mission statement and business history.
2.6 Budget, timescale and deliverables
Time scale will be detailed within task 4, although the research is expected to take 7.5
months and schedule varies according to the available required resources.
Budget is stated in CBA a total budget EGP 200,000.00with a variation +/- 10 % would be
required to complete the project.
Key deliverables are listed here; also check point 4.1.4 for further detailed deliverables list.
# Deliverables
1 Possible communication channel
2 Market research database
3 Market situation findings
4 Internal report findings
5 Elsewedy policy, strategy and selection criteria
6 Proposal Guidelines
7 Sponsorship list
8 Descriptive and causal questionnaire design
9 Descriptive and causal research findings
10 Final report and summary
Table 2.6: Key/core deliverables.
2.7 Project Resources for LECSB

Resource Name
Human Resources
Skills and Experience
Details
Elsewedy marketing team consists of
Marketing director
Marketing manager for Egypt
senior marketing specialist (Project manager PM)
two marketing specialist
internal designer
There is no need for further work force for that project.
Sr. marketing specialist has 4 years experience in managing similar project, but he lacks the
experience of designing descriptive and causal questionnaire, which illustrate the need for a
consultant within that field.
Marketing specialists have 3 years experience conducting surveys, questionnaire and developed
a good relationship with Elsewedy customers over the previous years. But they need a Microsoft
project 2013 essential training which could be provided by the Sr. marketing specialist.
Page 12 of 39
Candidate Number
Board
:70889221
:September 2014

the budget estimated to that project is 200,000

Financial resource
Table 2.7: Project resources
2.8 Risks Identification
Type/code
Identify risks is an iterative process since as project progress more risk evolve (Heldman,
2007), also it has been documented and assigned with a number for further referencing, in
order to be assessed as in table 3.1.
Risk
Poor customers or marketing professional and academics attitude

Economic recession.
Civil war due to political instability
Unclear roles and responsibilities
Lack of management support
Budget reduced
Budget withdrawal
Inadequate orientation and briefing to consultancies at proposal
form and questionnaire design
Team conflict
S01
S02
S03
O01
O02
F01
F02
Inefficient Preparation secondary research database.
P02
Inefficient communication or market research.
P03
K01
P01
Unclear customer issue

P04
Un clear proposal
P05
Poor questionnaire design or analysis
P06
Project team staff loss/ leave
P07
Qualitative analysis with too much insights
P08
Poor runner productivity/day
P09
Type: Risk codes: S=Strategic, O=operational, F=Financial, P=Project
Table 2.8: Risk identification;
Cause type/ source
External - interviewee
External - market turbulence
External - Political instability
Internal Operational management and team understanding
Internal Operational management
Internal Financial
Internal Financial
Internal/consultant Consultant Knowledge about
requirements.
Internal Human resource/team dynamics
Internal Inefficient work/task understanding/data
availability
Internal Inefficient work/task understanding/data
availability
Internal Inefficient analysis/communication lack
External Consultant unclear understanding
External Consultant unclear understanding
Internal weak retention/uncontrolled event
Internal inefficient analysis tool
Internal Inefficient analysis
2.9 Reporting and decision points

The Sr. marketing specialist will be the PM and the stages transitions will need to be
approved from the marketing manager, and the project sponsor is the marketing director,
while the team hierarchy is as follows.
Marketing Director MD
Marketing manager MM
Internal
Designer
Distribution manager DM
Sr.Marketing Specialist SMS

Marketing Specialist MS1
Distribution team DT
Marketing specialist MS2
Page 13 of 39
Candidate Number
Board
:70889221
:September 2014

3.0 Task 3
3.1 Risk Assessment and potential impact
Risk probability assessment investigate the like hood that a specific risk will occur
(Heldman, 2007, P. 291), Elsewedy needs to assess the identified risk based appendix 3
quantification measures for impact s sensitivity, risks probability and detectability, then
develop risk probability score (Lewis, 2007) as follows:
Probability2
Impact
Detectability
Risk probability #
PID score
Owner
Quantification
F01
Budget reduced
24
24
MD
F02
Budget withdrawal
Inadequate orientation and briefing to
consultancies at proposal form and
questionnaire design
18
18
MD
168
21
SMS
O01
Unclear roles and responsibilities
96
24
SMS
O02
Lack of management support
105
35
MM
P01
Team conflict
Inefficient Preparation secondary
research database.
294
42
MD
42
21
SMS
Type/code
Risk
K01
P02
Scope/Potential Impact
P03
Inefficient communication or market

research.
36
18
SMS
P04
Unclear customer issue
144
16
SMS
P05
Un clear proposal
84
21
SMS
P06
P07
Poor questionnaire design or analysis

Project team staff loss/ leave
Qualitative analysis with too much
insights
Poor runner productivity/day
Poor customers or marketing
professional and academics attitude
6
3
6
5
1
3
36
45
36
15
SMS
MD
72
18
SMS
36
48
16
SMS
MS/
SMS
S02
Economic recession.
36
36
MD
S03
Civil war due to political instability
MD
P08
P09
S01
Will lengthen the schedule and may affect the

deliverables.
Will stop the project and change its deliverables
Will deliver an inaccurate policy, strategy and
selection criteria leading to bad sponsorship
selection
Will decrease teams members' productivity through
constant rising conflicts.
Will hinder the cooperation between departments
due to Elsewedy squirrel society corporate culture.
Same as O01
Will limit the database of the descriptive and causal
research leading to inefficient insights
Will lead to inaccurate information that could affect
the sponsorship conduction and evaluation
measures.
As K01
Will lead to out of scope proposals that will
lengthen the time of screening.
Will result poor insights
Will lengthen the schedule
Will be parallelized with analysis that will lead to
failure to develop adequate insight.
Will Lengthen the schedule.
Will deliver poor insights.
Economical unbalance or recession leads to
shrinking market opportunities and decrease market
size leading to cut in marketing activities.
With Egypt on the brink of a civil war (Alaswany,
2013), it will be difficult to conduct field research.
Table 3.1: Risk Probability score and potential impact
3.1.1
Probability/Impact Matrix
The combination of probability and impact results in a classification usually expressed as

high, medium, or low (Heldman,2007,P.198), the following is a numerical visual illustration
for the matrix, while the impact they could do is mentioned in table 2.8.
Page 14 of 39
Candidate Number
Board
:70889221
:September 2014

High
9 S03 F02
S01
P04
K01
P02
P05
P03
P08
P07
Medium
Impact
S02
O01
F01
P06
P01
O02
Low
P09
2
1
1
2
Low
4
5
6
Medium
Probability
8
High
3.2 Risk Response and control program
P01
Team conflict
K01
Inadequate
orientation and
briefing to
consultancies at
proposal form and
294
168
Avoid/
Control
Avoid/
Control
Preventive
actions
Corrective
actions
1. Open clear and effective

communication by articulate project
objectives and task clearly.
2. Encourage problem and solutions
ownership not blaming culture.
3. Keeping team issue impersonal and
within the team.
1. Solution preparation through

conflicts acknowledgment,
impact discussion, and agreement
to communicate.
2. Understand situation as a team
through clarifying positions and
analysis.
3. Reach an agreement.
1. Meeting to re-illustrate the
missing point and Re-briefing
the requirements.
2. Asking for draft and
conduction of a test.
1. Proper deduction through crossfunctional meetings for Elsewedy

requirements for proposals and
questionnaire.
2. Proper requirements' documentation
for summary briefing.
3. Asking for requirements
paraphrasing, proposal draft and
Page 15 of 39
Owner
Treatment, Control and Improvements
Response
Risk
Risk probability #
Type/code
After risk assessment, all techniques to manage the risk fall into one or more of four major
categories (Dorfman,2007); avoidance, transfer, mitigate and acceptance, where risk owner
should monitor his risks (Chapman and wards,2003),also PM should has a risk response for
emerging risks in the process of developing actions to reduce their threats on the projects
objective (Heldman,2007).
MD
SMS
Candidate Number
Board
:70889221
:September 2014

conduction of a test.
P04
O02
Unclear customer
issue
Lack of
management support
144
105
Avoid/
Control
Control/
Accept
O01
Unclear roles and

responsibilities
96
Avoid/
Control
P05
Un clear proposal
84
Avoid/
Transfer
P08
Qualitative analysis
with too much
insights
S01
Poor customers or
marketing
professional and
academics attitude
48
Avoid/
Accept
P07
Project team staff

loss/ leave
45
Avoid/
Accept
P02
Inefficient
Preparation
secondary research
database.
42
Avoid/
Control
P03
Inefficient
communication or
market research.
36
Avoid/
Control
P06
Poor questionnaire
design or analysis
72
36
Avoid/
Control
Avoid/
Transfer
1. Effective cross functional analysis to

preparation market researches.
2. Effective situational analysis for sales
revenues and market situation.
3. Clear definition for customers
indices.
1. Constant achieved objectives
Progress reporting.
1. Clear individuals job description,

tasks and objectives documentation.
2. Asking individual for reports
paraphrasing their tasks.
1. Identification for proposal main
requirements.
In addition to K01 preventive actions
1. Assure proper questionnaires design
through a run test.
2. Check list with tested
insights/question within
questionnaire.
1. Prepare a valuable giveaway.
2. Taking an appointment with briefing
for objective.
3. Keep the meeting short, straight and
simple.
1. Employees retention plans
2. Scheduling leaves to be impeded
within the project schedule.
1. Define information resources.
2. Clear definition to projects
deliverables and documentation
formats.
1. Clear definition to projects
deliverables and documentation
formats.
2. Proper questionnaire design.
1. Identification for questionnaire main
requirements.
2. Test questionnaire on a sample before
conduction.
3. Contract includes conduction of a
sample test.
In addition to K01 preventive actions
1. Setting a daily quota for work and its
quality.
2. Prepare a visit plan
1. Re-analysis to preparation
meetings and situational
analysis of sales revenues and
market situation.
2. Deliver clearer over all report
after consultation of marketing
director.
1. Meeting in case problem or
conflict occur.
2. Following schedule and use
diplomacy for project
objectives achievement.
1. Understand the exact role that
the individual dont understand.
2. Illustrate the role and
responsibility.
3. Find a solution
1. Asking for new proposal form.
SMS
MM
SMS
SMS
1. Use statistical analysis to
remove extreme results.
SMS
1. Use different communication

techniques to get information as
possible.
2. Flag the interview form to be
considered during analysis.
1. Reschedule work on the rest of
the team.
1. Reschedule project and reconduct the task.
1. Reschedule project and reconduct the task.
MS
MD
SMS
SMS
1. Asking for new questionnaire.
SMS
P09
Poor runner
productivity/day
36
Avoid/
control
S02
Economic recession.
36
Accept
Reminding of the goal of the

project and importance of
schedule.
2. Then reprimands the
performance and praising for
the individual personal
quality.
Hold project
Accept
Reschedule project
MD
Accept
Hold project
MD
F01
F02
Budget reduced
Budget withdrawal
24
18
1.
Page 16 of 39
SMS
MD
Candidate Number
Board
:70889221
:September 2014
Civil war due to

9
political instability
Table 3.2: Risk control program
S03
Accept

Hold Project
MD
Elsewedy should perform a periodic monthly risk reviews, audits and new earned value
analysis to check risk using, this should result risk register updates, requested change,
corrective and preventive actions, organizational process updates and project management
plan updates.
3.3 Risk Management Culture
Elsewedy according to Miles and Snow (2003) reactor where it didnt have any defined
strategy for what if anything goes wrong, this is obvious when it reacted against the
counterfeited products, where there was no plan for such case, also there is no internal
procedures for handling unsatisfied customer and mainly the different projects is undertook
according to its economical return disregard its risk analysis, this approach may be functional
within a stable market, but within Egypt current situation, Elsewedy should reconsider risk
management integration to all business aspects.
The sponsorships project could initiate new procedures for marketing projects where it is a
practical model where PM will be setting priorities, reallocating resources, and implementing
actions to reduce risk, in order to achieve objectives, through providing management with
knowledge and management plan with response actions and contingencies, these aspects will
result a more continuous projects and better quality outcome, also it could enhance senior
management decision making timing as it cope with their risk adverse nature, which could
change Elsewedy from just a reactor to risk to analyzers (Miles and Snow,2003) which is a
positive step in Egypts current situation, but in order to get the utmost learning experience,
Elsewedy has to eliminate the blame culture (Pearn et al.,1998) and raise ownership of
problem and solution.
Page 17 of 39
Candidate Number
Board
:70889221
:September 2014

4.0 Task 4
4.1 Project Initiation
4.1.1
Project objective
The LECSB project objectives to deliver a list and evaluation for several cause related
sponsorships and its benefits for Elsewedys business performance to be conducted in 2016,
the project will take 232 working days with a cost 351,937.58 EGP Egyptian pounds,
while most of this cost will be overhead on marketing and distribution department, where the
actual budget is 200,000.00 EGP , taking in consideration the sponsorship should conform to
Elsewedy policy, strategy and selection criteria mentioned in table 1.3.4.
4.1.2
Project Scope and limitation.
The project scope should be adequately documented during the planning process and PM
should take steps to monitor and control changes to scope so it doesnt get out of hand
(Heldman, 2002), the following is a clarification for the projects scope to avoid any creeping.
Aspect
Times scale
Budget allocated
Variance
Customer database
Focus
Research tools
Scope
232 working days
200,000.00 EGP
-/+ 10,000 EGP
Distributors, retailers and electricians
Sponsorship benefits
Open, closed questions surveys and InDepth interview
Summary and insights with
Reporting
recommendations
Egypt
Geographical
Residential sector
Segment
Project team
Mentioned in point 2.9
Resources
Mentioned in point 2.7
Table 4.1.2: Scope and limitation
4.1.3
Outside of the scope

Beyond 232 working days
Over 200,000.00 EGP
Contractors and utilities
Marketing campaign benefits
focus group
Full market campaign evaluation
Other operations
Project sector
Outside mentioned work force
Beyond mentioned resources
Beginning and end dates
Start Date:
End Date:
1st September 2014

3rd August 2015
All vacations and employees leaves has been calculated within the project schedule
4.1.4
#
1
Deliverables
Possible communication
channel
Key and core deliverables

Description
A list of alternative communication channels and activities that could leverage the sponsorship
effect.
A marketing professionals' list in large national and multinational companies, and marketing
academics in Egypt.
Current customers' awareness about Elsewedy CSR.
Communication effectiveness through techniques as recall, attitude and sort and count.
Customer satisfaction.
Sales effectiveness using current sales channels and activities.
Elsewedy Current customer issues
Market research database
Market situation findings
Internal report findings
Elsewedy policy, strategy

and selection criteria
Table includes amendments to requirements mentioned in table 1.3.4
Proposal Guidelines
It is a document that outlines Elsewedy policy for causal sponsorship that will be published on the
website for the applicants.
Sponsorship list
It is a list that include filtered sponsorship, with:
Page 18 of 39
Candidate Number
Board
:70889221
:September 2014
8
9
10
Descriptive and causal

Descriptive and causal
research findings

Cause categorization as; educational, health, wealth, safety etc.

Efficiency targeting audience.
Communication opportunities around direct marketing.
Ability to achieve objective.
Questionnaire list to be used in the research

The findings of the research that will be conducted to identify the different cause sponsorships
benefits.
Final report and summary
A report outlines different sponsorship benefits evaluation for Elsewedy.
Table 4.1.4: Key and core deliverables
4.1.5
Methodology adaption
With the incorrect methodology, discovering, designing, building, testing, and deploying
projects can be chaotic (Charvat, J., 2003), there are two methodologies categories have
different requirements as follows;
Requirements
Budget
Team size
Duration
Project management ability
Experience
Software
Documentation
change Flexibility
Characteristics
Examples
Heavy Methodology
High
Big
Long
Manage complex resources and
materials.
Need extended training
Require software
Require a lot Documentation
Inflexible
Bureaucratic and predictive
Mostly unsuccessful
Great product details
Demand a lot of information
Resist change
A lot of rules and coordination
PRINCE/PRINCE2
Waterfall
Spiral
Light (Agile) Methodology

Low
Small
Short
Manage simple resources and
materials.
Doesnt need extended training
Doesnt require software
Require few documentation and
rules
Flexible
Work well with change
People oriented
Depend on check lists
Scrum
Crystal
Dynamic system methodology
Lean development
Future-driven methodology
Table 4.1.5: Project Management Methodologies (Charvat J., 2003)
Taking in consideration Elsewedy small team, limited budget, simple marketing project scope
and heavy methodologies experiences absence that will recommend extra learning, it is better
to use Agile methodology.
Even though the agile methodology could be conducted without a software, The project could
use Microsoft project MsP-2013 licenses availability in Elsewedys planning department,
and the extended experience of the Sr. marketing specialist experience in MsP, since it is
flexible and can take care of the projects unique aspects and can be customized for marketing
project (McKee et al.,2012). Where MsP is an excellent planning tools that prevent resource
over allocations, also it will keep task leveled to avoid tasks overlap, more over it provide
progress, resource usage and several tailored reports that could provide a firm grip monitoring
and control (Biafore,2013).
Page 19 of 39
Candidate Number
Board
:70889221
:September 2014
4.1.6

Risk management
Risks is identified in point 2.4 where it has been assessed in point 3.1 and a proper response
and contingency action has been defined in point 3.2, after work monitor and control inputs,
tools and techniques has been defined in 3.3.
4.1.7
Outline budget
Even though Elsewedys project cost is 351,937.58 EGP, it will be allocated as overheads
cost on Elsewedy sales and marketing operation that is why it will not be considered within
the budget calculations.
Costs incurred
EGP
Consultancy proposal form design

2 half page ads. In Ahram newspaper (Friday issue)
Consultancy Descriptive questionnaire design
Consultancy Causal questionnaire design
Total
15,000.00
125,000.00
50,000.00
5,000.00
5,000.00
200,000.00
EGP
Benefits
Update customer database
Increase in brand exposure
Communication channels as; Newspapers ads. Radio ads, Researches phase and Proposal
phase
%margin in sales increase
Total
25,000.00
80,000.00
175,000.00
1,000,000
1,280,000.00
4.2 Project implementation

4.2.1
Schedules and Work breakdown structure 'WBS'
The WBS defines the scope of the project and the work down into components that could be
scheduled and budgeted, as well as easily monitored and controlled (Heldman,2007), the
following table is a WBS extracted from the Gantt chart of MsP-2013, while Gantt chart is
attached within appendix 5.
Page 20 of 39
Marketing consultant
Internal designer
Distribution manager
08/03/15
10/30/14
09/01/14
09/01/14
Marketing specialist 2
09/01/14
09/01/14
09/01/14
09/01/14
marketing Specialist 1
Finish
Sr. Marketing specialist
Elsewedy Sponsorships' Benefit Project

Preparation phase
Kick-off meeting
Objective and WBS illustration
Start
Marketing Manager
PRE
PRE.1
PRE.1.1
Listing and Evaluating Sponsorship benefits

Project
Predecessors
WBS
Marketing Director
RASCI matrix
Candidate Number
Board
PRE.1.2
PRE.1.3
PRE.1.4
PRE.1.5
PRE.1.6
PRE.1.7
PRE.1.8
PRE.1.9
PRE.2
PRE.2.1
:70889221
:September 2014

Scope Briefing
Individual and team responsibilities
WBS
Performance Baseline Measurement
Resources allocation
Milestones and Scheduling
Risk management plan and responsibility
allocation
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
09/01/14
3
4,3
5
6
7
8
09/01/14
09/01/14
Initial phase approval
09/01/14
09/01/14
10
09/01/14
09/10/14
09/01/14
09/02/14
Secondary research to build research

database
Large Local, Multinational companies,
Marketing consultancies and colleges
R
A
PRE.2.1.
1
Yellow pages research
09/01/14
09/02/14
10,3
PRE.2.1.
2
Telephone Directory research
09/01/14
09/02/14
10,3
PRE.2.2
Marketing managers contacts for the above

companies through:
09/02/14
09/10/14
PRE.2.3
Local and Multinational companies list
09/02/14
09/02/14
13
R
A
PRE.2.4
Marketing professional and academics contacts

within multinationals list
09/10/14
09/10/14
16
R
A
Communication channel secondary research

Sponsorship history of defined companies
Sponsorship communication of the defined
above sponsorship
09/02/14
09/02/14
09/18/14
09/04/14
13
09/08/14
09/15/14
23
PRE.3.5
Sponsorship potential channel list
09/10/14
09/11/14
21
PRE.3.2
Sponsorship Form
09/14/14
09/15/14
23
PRE.3.4
Potential communication channels and its cost
09/15/14
09/18/14
23
R
R
A
R
A
R
A
PRE.4
PRE.4.4
PRE.4.4
.1
Market situation Research

Market share research
Market size calculation (Market size =
Manufactured + Import - Export)
09/15/14
09/15/14
10/26/14
09/25/14
09/15/14
09/25/14
PRE.4.4.
1.1
ITC Import and Export report for 2013
09/15/14
09/15/14
27
PRE.4.4.
1.3
Manufacturing capacities calculations
09/15/14
09/15/14
27
PRE.4.4.
1.2
Estimating using mathematical regression and

field indicators the counterfeited market share
09/24/14
09/25/14
27
PRE.4.1
PRE.4.1.
1
Questionnaire design phase

Customer satisfaction and CSR awareness
questionnaire
09/18/14
09/22/14
09/18/14
09/21/14
PRE.4.1.
2
Communication activities effectiveness and

positioning questionnaire
09/21/14
PRE.4.1.
3
Counterfeited perceived percentage of the

market questionnaire
09/22/14
PRE.3
PRE.3.1
PRE.3.3
R
A
R
27
R
A
09/22/14
27
R
A
09/22/14
27
R
A
R
A
PRE.4.1
Questionnaire sample test
09/22/14
09/24/14
PRE.4.2
Questionnaire approval
09/24/14
09/25/14
30,3
1,32
30,3
1,32,
33
R
A
Page 21 of 39
Candidate Number
Board
:70889221
:September 2014

PRE.4.3.
1
Questionnaire conduction on 20% of the

customer database
Customer satisfaction and CSR Research
questionnaire
PRE.4.3.
2
Communication activities effectives and

Positioning questionnaire
09/25/14
10/21/14
34
PRE.4.3.
3
Counterfeited perceived percentage of the

market questionnaire
09/25/14
10/21/14
34
PRE.4.5
PRE.4.5.
1
Summary and report
10/21/14
10/26/14
Report preparation
10/21/14
10/26/14
PRE.4.3
09/25/14
10/21/14
09/25/14
10/21/14
34
R
A
36,3
7,38
R
A
R
A
R
A
R
A
R
A
R
A
PRE.4.5.
2
Presentation of result
10/26/14
10/26/14
45
PRE.4.6
Market share and positioning
10/26/14
10/26/14
45
PRE.4.7
Counterfeited wires estimated market share
10/26/14
10/26/14
45
PRE.4.8
Customer CSR awareness index
10/26/14
10/26/14
45
PRE.4.9
Customer satisfaction index
10/26/14
10/26/14
45
PRE.5
Current performance meeting
10/26/14
10/30/14
PRE.5.1
Sales effectives through current channels
10/26/14
10/28/14
50
PRE.5.2
Current customer issues discussion and

solutions
10/28/14
10/30/14
52
PRE.6
Customer issues identification report
10/30/14
10/30/14
53
PRE.7
INI
Progress meeting
Initiation phase
Meeting to formulate the final policy, strategy
and selection criteria
10/30/14
10/30/14
10/30/14
03/19/15
54
S
R
A
R
A
A
10/30/14
11/02/14
54,5
5
R
A
INI.1
INI.2
Sponsorship's policy, strategy and selection

criteria has been defined
11/09/14
11/09/14
57
INI.3
Proposal draft from Agency
11/09/14
11/09/14
58
INI.4
INI.5
INI.5.1
INI.5.2
INI.5.6
INI.5.5
Final proposal form receipt

Elsewedy Announcement to Enrollment
Ad artwork
Ad. Art work approval
Progress meeting
Enrollment period
2 half page ads. In Ahram newspaper (Friday
issue)
11/09/14
11/09/14
11/09/14
11/18/14
11/18/14
11/18/14
11/18/14
12/30/14
11/10/14
11/18/14
11/18/14
12/30/14
59
11/18/14
12/09/14
INI.5.4
11/18/14
12/09/14
INI.6
Selection and filtration
12/30/14
03/19/15
58
62
63
63
63,6
4
63,6
4
61
INI.6.1
Initial screening
12/30/14
02/18/15
63
INI.6.2
INI.6.2.
1
Cause categorization as per

Audience targeting efficiency, communication
opportunities, objective achievements
03/01/15
03/17/15
03/01/15
03/17/15
69
INI.6.2.
4
Progress meeting
03/17/15
03/17/15
71
INI.6.3
Different sponsorship potential benefits report
03/17/15
03/19/15
72
INI.5.3
A
S
R
A
R
A
R
R
R
A
R
A
A
R
A
S
S
S
S
S
A
A
A
S
A
S
A
R
A
R
A
R
R
R
A
Page 22 of 39
Candidate Number
Board
:70889221
:September 2014

IMP
IMP.1
IMP.1.1
IMP.1.2
Implementation phase
Questionnaire design
Descriptive questionnaire
Causal questionnaire
03/19/15
03/19/15
03/19/15
03/19/15
08/03/15
03/25/15
03/23/15
03/25/15
IMP.8
Questionnaire sample test
03/30/15
04/02/15
IMP.5
IMP.5.1
IMP.5.2
IMP.5.3
IMP.5.4
IMP.5.5
Progress Research report

Progress Research report 1
Research conduction based on professional
database
05/17/15
05/17/15
05/31/15
06/14/15
06/28/15
07/12/15
07/12/15
05/17/15
05/31/15
06/14/15
06/28/15
07/12/15
05/25/15
07/27/15
79
Sponsorship benefits report preparation
07/27/15
08/02/15
78
08/02/15
08/03/15
86
IMP.2
IMP.3
IMP.4
Project findings presentation
Table 4.2.1: work break down and responsibility matrix
4.2.2
73
73
76,7
7
S
R
R
R
A
A
R
A
R
A
R
A
A
A
S
A
S
A
S
A
S
Resource reviews
The PMBOK guide defines resources as people, equipments and materials, while the list goes
on depending on the project (Heldman,2007). While the MsP-2013 define three types of
resources; cost type which include financial resources as payments which dont accumulate
with time as consultancy fees and questionnaire design fees, also material type which
accumulate per unit, and work type which is any resource accumulate with time as
employees work (Biafore,2013). The following table illustrate these different types of
resources and in appendix 7 there are a snap shot from the program.
Resource Name
Type
Cost
(EGP)
Marketing Consultant
Cost
25,000.00
Newspaper Ad
Cost
125,000.00
Radio Ad.
Cost
50,000.00
Giveaways
Material
Marketing director
Work
170.00/hr.
Marketing Manager
Work
85.00/hr.
Distribution Manager
Work
85.00/hr.
Sr. Marketing Specialist
Work
40.00/hr.
Marketing Specialist 1
Work
17.00/hr.
Marketing Specialist 2
Work
17.00/hr.
Internal designer
Work
Table 4.2.2: Resources review
40.00/hr.
250.00/unit
Details
Consultancy for Proposal form preparation, Descriptive
and causal research questionnaire design.
2 half page ads. In Ahram daily newspaper (Fridays
issue)
3 min ad. On Nile FM for 30 days on 5:00 pm
Giveaways for market professional and academics
descriptive and causal research.
Page 23 of 39
Candidate Number
Board
:70889221
:September 2014
4.2.3

Personal requirement
The project team is mainly the Sr. Marketing specialist, marketing specialist 1 and 2, in
addition to minor roles for internal designer, marketing and distribution manager, also the
marketing director as a sponsor for the project, check appendix 6&7.
4.3 Project termination
Meredith and Mentell (2003) stated that the primary criterion for project continence or
termination is whether or not the organization is willing to invest the remaining estimated
time and cost to complete the project, given the projects current status and expected
outcomes. Taking in consideration Egypt current political and economic state the project
could be terminated or put on hold for undefined time period in case of risk number F03,S02
and S03. Also management could terminate the project in case they found in progress
meetings that the project will fail to deliver a clear sponsorship benefits evaluation. Else the
project will be terminated after delivering the researchs findings with sponsorship benefits
and recommendation to the main criteria to select the appropriate sponsorship program and
benefits with each category.
4.4 Project Evaluation
Evaluation techniques are two main types; Formative evaluation, which PM should conduct to
guide the project to successful implementation, while there summative it is a post completion
evaluation (Harvey,1998), where there are several types for summative evaluation (McKee et
al.,2012) as;
Outcome matrix which is a simple listing of deliverables on the right hand and
achievement on the left hand.
Post-completion audit which looks at all aspects of the project with regarding two
questions, did the end result meet the objective? And was the management of the
project as it might be, or were there bottlenecks or problems ?
Benefits realization it is a summary of basic findings about projects performance,

organization, team and management, but usually a more formal audit is undertook
From illustration it is obvious that the most effective evaluation technique for the project with
deep insight is the Post completion audit which could be applied as follows;
4.4.1
Objective Evaluation
The evaluations main reason for the project is to illustrate the cause related sponsorship
benefits on Elsewedy business performance, it is supposed to deliver different cause
sponsorship categories effect on delivered customer value, customer perception of Elsewedy
CSR, brand exposure, generated promotional opportunity and customer loyalty, effect on
market share and sales revenues as a result Elsewedy could select the most appropriate
sponsorship to its objective and strategy, also to base the foundation for a postimplementation evaluation.
4.4.2
Post-Completion Audit
The project is a great opportunity to learn how to manage future project more effectively,
where a LECSBs formal review should examine all projects input to deliver an insightful
learning outcomes through asking what went well (and why) and what went bad (and why)
Page 24 of 39
Candidate Number
Board
:70889221
:September 2014

then it delivers its recommendation. This could be achieved through simple review
questionnaire about the following aspects.
Meetings:
Kick-off meeting, briefing sessions, agency questionnaire appraisal meetings and progress
meetings effectiveness and efficiency should be reviewed through asking simple questions
as:
o Was the meeting effective?
o Was meetings number appropriate or it should increase?
o Did the meeting succeeded in delivering its agenda?
o Is it effective communication tools to what extent?
o How future meetings could be enhanced?
Performance
The teams members should be evaluated as groups as well as individuals, where feedback
should be collected using 360 review questionnaire, assessing aspects as productivity with
respect to assigned tasks, cooperation, after word an interview should be conducted with the
teams member to positively share the results.
Budget
A comparison should be conducted between the forecasted costs and benefits and the actual
cost and benefits, through a reviewed CBA. Also the reason for the variance should be stated
through asking the following questions:
o Why did LECSB project come over/under budget?
o Were additional/less resources should have been allocated?
Schedule and tasks
Tasks effectiveness in achieving deliverables should be examined, also its conductions

duration, and its allocated resources.
o Was the quantitative and qualitative questionnaire design effective?
o Was the sampling for quantitative and qualitative questionnaire test task
effective to evaluate the questionnaire effectiveness?
o Could the research be conducted on smaller sample with appropriate
accuracy?
o Did the analysis was effective?
o Why LECSB schedule exceeded its deadline?
o Which part went well?
o How to improve future task conduction?
o Was the project managed effectively?
o Was risk management plan effective?
o Which task needed more/less time?
4.4.3
Evaluation Report
After words the gathered information should be formalized in a report. With the following
outline (McKee et al.,2012,P.283)
Summary emphasizing areas that found to be unsatisfactory.
Review of the end result compared to the expected result
Reviewed CBA comparing forecasted costs and benefits to actual cost and benefits.
Reviewed schedule briefing illustrating tasks took longer than planned and reason
Recommendations should be made to improve future conduction
Page 25 of 39
Candidate Number
Board
:70889221
:September 2014

Bibliography:
Arens, W., Weiglod, M., and Arens, C. (2012) Contemporary Advertising: And Integrated
Marketing Communications. 14th edition, New York, McGraw-Hill/Irwin
Brassington, F and Pettit, S (2000) Principals of marketing. 2nd edition. UK, Pearson
education Ltd.
Chapman, C. and Ward, S. (2003) Project risk management: Process, techniques and
insights. 2nd edition. UK, John wily and sons.
Charvat, J. (2003) Project Management MethodologiesSelecting, Implementing, and
Supporting Methodologies and Processes for Projects. USA, John Wiley.
Collett, P & Fenton, W (2011), the sponsorship handbook: Essential tools tips and techniques
for sponsor and sponsorship seekers, USA, Jossey-bass.
Cooper, D. Grey, S. Raymond, J. and Walker P. (2005) Project Risk management Guidelines:
managing risk in large projects and complex procurement. UK, John Wily Ltd.
Dorfman, M. (2007) Introduction to Risk Management and Insurance. 9th edition, New York:
Prentice Hall
Doyle, P (2008) Value Based Marketing: marketing strategies for corporate growth and
shareholder value. 2nd edition, UK, John wiley & sons, Ltd.
Farris,P. Bendle,N Pfeifer,P. and Reibstein, D (2010) Marketing Metrics: the definitive guide
to measure marketing performance. 2nd edition. USA, Pearson education Inc.
Gray, C. and Larson, E. (2011) Project Management: the material process. 5th edition. USA,
McGraw-hill/Irwin.
Grey, A-M & Skildum-Reid, K (2014) The sponsors toolkit. 4th edition, USA, McGraw hill
Harvey, J (1998). Evaluation cookbook. Scotland, Heriot-watt university.
Heldman, L (2002). PMP: project management professional exam. Canada, SYBEX Inc.
Heldman, L (2007). PMP: project management professional exam. 4th edition. Indianapolis,
Wiley publishing Inc.
Jobber, D (2013) Principles and Practice of Marketing. 7th edition. UK, McGraw-Hill
Education.
Kotlar, P. and Keller, K (2009), Marketing management. 13th edition. USA, Pearson
education
Lewis, J.P (2007) Mastering Project management. 2nd edition. New York, McGraw-Hill.
Meredith, J. R. and Mantell, S.J (2003) Project management: A managerial Approach. New
York, McGraw-Hill.
Page 26 of 39
Candidate Number
Board
:70889221
:September 2014

McKee, F. et al. (2012) Project management in marketing. UK, BPP learning media Ltd.
Miles, R. and Snow, S (2003) Organization Strategy, structure and process, Stanford,
Stanford business classics.
Pearn, M., Mulrooney, C. and Payne, T. (1998). Ending the blame Culture. UK, Gower
Publishing limited.
PMI (2008), A guide to the project management body of knowledge (PMBOK Guide). 4th
edition. USA, Project management institute, Inc.
Ukman, L. (2010) Ieg's Complete Guide to Sponsorship : Everything you need to know about
sports, arts, event, entertainment and cause marketing. Chicago: IEG, LLC.
Journals:
Cornwell, .T (2008). State of the art and science in sponsorship-linked marketing. Journal of
advertising, Vol37(3), pp41-55
Farrelly, F.J., Quester, P.G. and Burton, R. (1997) Integrating sports sponsorship intothe
corporate marketing function: an international comparative study. InternationalMarketing
Review, Vol14(3), pp170182.
Johnston , M. and Paulsen, N. (2007). The relative importance of sponsorship selection

criteria: A choice-based conjoint experiment using hierarchical Bayes analysis. In: Thyne, M.,
Deans, K. R. and Gnoth, J., ANZMAC 2007 Reputation, Responsibility, Relevance:
Conference Proceedings. Australian and New Zealand Marketing Academy (ANZMAC)
Conference 2007, Dunedin, New Zealand, 3-5 December 2007, pp468-475.
Mack, W.R. (1999), Event Sponsorship: An Exploratory Study of Small BusinessObjectives,
Practices, and Perceptions. Journal of Small Business Management, Vol37(3).pp 2530.
McCook, K., Turco, D. & Riley, R. (1997) A look at the corporate sponsorship decisionmaking process. Cyber-Journal of Sport Marketing, Vol1(3)
http://fulltext.ausport.gov.au/fulltext/1997/cjsm/v1n2/mcook.htm [Accessed on 20 august
2014]
Meenaghan, T. (1991) The Role of Sponsorship in the Marketing Communication Mix,
International Journal of Advertising, Vol10(1), pp35-47.
Meenaghan, T. (1993) Commercial Sponsorship. European Journal of Marketing. Vol17(7),
pp5-73.
Nickell,D. Cornwell,T. Johnston, W(2011) Sponsorshiplinked marketing: a set of research
propositions. Journal of Business & Industrial Marketing, Vol.26(8), pp577 589.
Pope, N. (1998), Overview of current sponsorship thought, The Cyber-Journal of Sport
Sponsorship vol.2(1). Available online:
Page 27 of 39
Candidate Number
Board
:70889221
:September 2014

http://fulltext.ausport.gov.au/fulltext/1998/cjsm/v2n1/pope21.htm [Accessed on 20 august

2014]
Wierenga, B (2011). Managerial decision making in marketing: The next research frontier.
international Journal of Research in Marketing, Volume 28(2), pp89- 101
Electronic resources
AlAswany, A. (2013), http://www.nytimes.com/2013/11/11/opinion/aswani-egypts-two-frontwar-for-democracy.html [Accessed on 29 July 2014]
Banti, E and Rogers, A. (2012). Sponsorship Portfolio: Empirical study of the decision
process. Master programme degree spring 2012, http://www.divaportal.org/smash/get/diva2:528739/FULLTEXT01.pdf [Accessed on 20 august 2014]
Benedetti, L (2012), Decision making process in corporate sponsorship: open call as a
strategy to attract, screen access, and select sponsorship proposals,
http://www.blogacesso.com.br/wp-content/uploads/2013/05/L%C3%A1rcio-BenedettiSponsorship-D-ecision-Making-Thesis-Work.pdf , [Accessed on 20 august 2014]
Biafore, B (2013) Project 2013 Essential training, http://www.lynda.com/Officetutorials/Project-2013-Essential-Training/115433-2.html Accessed [7 august 2014]
EMSD (2014) Electrical and mechanical department the government of honk-Kong special
administration region, IEC color Code
http://www.emsd.gov.hk/emsd/eng/pps/electricity_new_8.shtml [Accessed on 29 July 2014]
ESA (2007) European Sponsorship Association. ESA European sponsorship survey 2007.
http://www.sponsorship.org/content/downloads_public/resInfo_DL/ESA_European_Sponsors
hip_Survey_2007_SMS_final_1.pdf [Accessed on 20 august 2014]
HDRO (2014), Human development report 2014: sustain human development, reducing
vulnerabilities and building resilience. USA, the united nation development programme.
http://hdr.undp.org/sites/default/files/hdr14-report-en-1.pdf Accessed [20 august 2014]
IEG (2012) Economic Uncertainty to Slow Sponsorship Growth In
2012http://www.sponsorship.com/iegsr/2012/01/03/economic-uncertainty-to-slowsponsorship-growth-in.aspx
Page 28 of 39
Candidate Number
Board
:70889221
:September 2014

Appendix 1: Organization Background

1.0 Organization
Elsewedy is an Egyptian company, it was founded in 1938 by the Elsewedy family as a
trading company, and In 1986 Elsewedy built its cables factory under the name of Elsewedy
cables. In 2008 Elsewedy changed its name into Elsewedy Electric, Now Elsewedy Electric
manufactures and sells integrated energy products and services in seven energy segments:
electrical wires and cables, electrical products, telecommunications, transformers, wind
energy generation, energy measurement and management, engineering, procurement and
contracting.
Elsewedy electric turnover has been rapidly rising during the past few years to reach 15.1
billion EGP in 2013; taking in consideration, Elsewedy Cables production capacity is the
highest one in the region, with 282 thousand tons/annum in 2013 and the 5th worldwide.
Elsewedy Cables is accountable to 78% of Elsewedy Electric revenues (11.8 Billion EGP) in
2013, and Egyptian wires and cables market is accountable to 46% of the total wires and
cables sector (5.52 Billion EGP), distributed as 60% and 40% for project and residential
sector respectively.
2.0 Residential Market Products
Elsewedy manufactures Electrical wires, which are a copper
conductors insulated with a material, also it could be several wires
with over all white sheath, to conduct electricity in buildings on
voltage up to 1000 volts, usually range from 1.5 SQ.MM to 25
SQ.MM. It has 5 main colors according to old International electrical
committee standards ' IEC ' which are red, yellow, blue, black and
yellow green, since Egypt market still using the old IEC colors. Its
packaging is 100 M rolls, and usually it is sold directly in huge
quantity (>1000 rolls) directly or through distributor or retail in
medium and small quantities.
3.0 Residential Market Product Range:
In the following is wires percentage distribution among sizes and colors
Size
%
1.5 SQ.MM
60
2.5 SQ.MM
23
4.0 SQ.MM
11
6.0 SQ.MM
1.9
10 SQ.MM
0.1
16 SQ.MM
2
25 SQ.MM
2
Total
100
Table A.1: Product Mix
Red
22.46
22.84
26.26
16.73
5.64
18.90
28.20
Yellow
8.12
10.21
13.37
17.98
2.82
11.08
21.81
Blue
7.75
11.07
12.99
24.05
2.82
13.43
18.09
Black
20.11
37.89
40.68
30.044
0
18.36
31.88
Yellow green
41.52
17.96
6.67
11.17
88.70
38.21
0
4.0 Customers and Sales revenues

Elsewedy Cables has two main distributors located in Cairo, whom has sub distributor and
retailers covering 28 Egyptian governorates, during 2009-2010 Elsewedy developed a
Page 29 of 39
100
100
100
100
100
100
100
Candidate Number
Board
:70889221
:September 2014

detailed database for different Egyptian territories, through inviting distributors, retailers and
electricians to counterfeited wires awareness communication seminars (CWACS).
CWACS developed several promotional opportunities that enhanced the sales revenues
volume highlighted in table A.1, in the following is a table illustrates the customer retention
and acquisition vs. sales revenues.
Year
Period
Customer Retention
Customer Acquisition
Sales
Distributors
lost
Distributors at
start of period
Rate
Distributors
acquired
Distributors at
the start of the
period
Rate
0
26
47
39
32
325
25
50
13
79
93
13
61
285
388
477
445
120
142
118
155
196
0%
43%
16%
10%
7%
73%
21%
35%
11%
51%
47%
48
250
150
128
0
0
47
26
50
120
21
13
61
285
388
477
445
120
142
118
155
196
369%
410%
53%
33%
0%
0%
39%
18%
42%
77%
11%
January-June
July-December
January-June
2010
July-December
January-June
2011
July-December
January-June
2012
July-December
January-June
2013
July-December
2014
January-June
Table A.2: Sales revenues with
2009
Annual
Billion
EGP
5.0 Market position and competition

Researchers conducted in-house estimate the Egyptian wires market as follows;
Apparent Residential Wires Market
10%
Actual Residential Wires Market
5%
Elsewedy
Elsewedy
20%
35%
Sewedix
65%
ECC
Generics
30%
Sewedix
20%
ECC
Generics
5%
10%
Counterfieted
Egyptian wires market is an oligopoly market and until 2008 it used to be duopoly, as a result,
even Elsewedy is the highest prices wires in the market yet it has apparently 65% market
share, while actually it has 30% actual market share. Noting that, Elsewedy actual market
share increased from 30% to 39% by 2010s end as a result of CWACS and fall again after its
termination in 2011. Main competitors are as follows:
Brands
Sewedix
Details
A Saudi Arabian Jeddah Cables' brands, with 40,000 ton/annum manufacturing capacity, which is owned by a
member of Elsewedy Family, it has been introduced in the market in 2008.
ECC
A brand for public local manufacture with 24,000 ton/annum manufacturing capacity.
Generics
They are a range of several factories with capacities less than 1,000 ton/annum and very low quality wires.
Counterfeited
It is manufactured by Generic factories as Elsewedy counterfeited product.
Table A.3: competitors
Page 30 of 39
1.8
2.42
1.19
0.7
1.6
Candidate Number
Board
:70889221
:September 2014

Appendix 2: Project Proposal

Option Chosen: Option two - Sponsorship
Candidate Number: 70889221
Name of Tutor:
Date: 2 July 2014
Assignment Option Selected and Why

Option two Sponsorship is selected since it suits my business field, and there are a current
project in Elsewedy Cables related to sponsorship.
Confirmation of employer/organization co-operation

Marketing Director.
Marketing Manager.
Project Objectives and Scope

The project objectives to deliver a list and evaluation for several cause related sponsorships
and its benefits for Elsewedys business performance to be conducted in 2015-2016
Brief description of what is to be covered for each aspect of the brief

Product
Electrical wires are a copper conductors insulated with a material to conduct electricity in
buildings usually range from 1.5 SQ.MM to 25 SQ.MM. It has 5 main colors according to
IEC standards which are red, yellow, blue, black and yellow green. It packaging is 100 M
rolls, and usually it is sold directly in huge quantity (>1000 rolls) directly or through
distributor or retail in medium and small quantities.
Organization:
Elsewedy Electric is an Egyptian manufacturing company. It was founded in 1938 by the
Elsewedy family. The company manufactures and sells integrated energy products and
services in seven energy segments: electrical wires and cables, electrical products,
telecommunications, transformers, wind energy generation, energy measurement and
management, engineering, procurement and contracting.
Elsewedy electric turnover has been rapidly rising during the past few years to reach 15.1
billion EGP in 2013; also Elsewedy Cables production capacity is the highest one in the
region, with 282 thousand tons/annum in 2013.
Elsewedy Cables is accountable to 78% of Elsewedy Electric revenues (11.8 Billion EGP),
and Egyptian wires and cables market is accountable to 46% of the total wires and cables
sector (5.52 Billion EGP), distributed as 60% and 40% for cables and wires respectively.
Page 31 of 39
Candidate Number
Board
:70889221
:September 2014

According to research conducted in 2012, Elsewedy's wires apparent market share is 70% in
Egypt, but only 35% of this market share is not genuine wires and cables, due to weak
governmental policies and practices. Elsewedy Cables has two main distributors located in
Cairo, whom has sub distributor and retailers covering 28 Egyptian governorates. Elsewedy
has a lot of small competitors whom are accountable to 30% of the market with modest
quality products, except for Electro cables Egypt.
In 2010, Elsewedy Cables initiated 'Elsewedy Friends Club' (Elsewedy.2014) as awareness
campaign for the dangers of using counterfeited wires and cables, genuine wires identification
and wires cables installation standards and practices, also to develop brand loyalty and to
construct a direct communication channel with electricians whom consider to be the key
decision maker in residential wires installation, in order to claim its real market share.
Rationale:
Elsewedy want to increase awareness of its genuine products to claim its real market share
from counterfeited products that cannibalize its sales revenues.
Project outline:
1. Information will be gathering and data collection to illustrate Elsewedy situational

information in order to test the current business situation from sponsorship, using
different information resources to highlight the key issues and current information
gaps in order to base a foundation for a business case.
2. Critically analyses the information gathered with special emphasis on key issues to
base a foundation to select between different alternatives for the project, then a
justification has to be done to justify the selected approach financially through cost
benefit analysis and non-financially through implications on segmentation, targeting
and positioning all shareholders, and effects on corporate culture, afterwards a
resources' assessment is needed, finally a risk identification will be conducted for the
project.
3. An assessment for different risk impact sensitivity, probability of occurrence and
detectability with illustration to collateral impact if not treated, then a visual
illustration through Probability impact matrix, afterwards a development to a control
program that should include actions to prevent the risk from happening and corrective
actions to mitigate the risk effect in case of occurrence, finally the changes that could
occur due to introduction of risk culture to Elsewedy.
4. Develop a complete project plan for the project from initiation to effective implement
the corporate purpose through; utilization of project planning, scheduling and
resourcing and control and finally to project evaluation and learning experience.
Page 32 of 39
Candidate Number
Board
:70889221
:September 2014

Supporting literature sources /web links

-
Collett, P & Fenton, W (2011), the sponsorship handbook: Essential tools tips and
techniques for sponsor and sponsorship seekers, USA, Jossey-bass.
Gray, C. and Larson, E. (2011). Project Management: the material process. 5th
edition. USA. McGraw-hill/Irwin.
Jobber, D (2013). Principles and Practice of Marketing. Seventh edition, UK:
McGraw-Hill Education.
Doyle, P (2008), Value Based Marketing: marketing strategies for corporate growth
and shareholder value, 2nd edition, UK, John Wiley & sons, Ltd.
Heldman, L (2007). PMP: project management professional exam. 4th edition.
Indianapolis, Wiley publishing Inc.
Banti, E and Rogers, A. (2012). Sponsorship Portfolio: Empirical study of the
decision process. Master programme degree spring 2012 http://www.divaportal.org/smash/get/diva2:528739/FULLTEXT01.pdf
Benedetti, L (2012), Decision making process in corporate sponsorship: open call as a
strategy to attract, screen access, and select sponsorship proposals,
http://www.blogacesso.com.br/wp-content/uploads/2013/05/L%C3%A1rcioBenedetti-Sponsorship-D-ecision-Making-Thesis-Work.pdf , Accessed [7 august
2014]
Implementation Plan and Timeline

The project should be conducted over a period from 9-12 months.
Page 33 of 39
Candidate Number
Board
:70889221
:September 2014

Appendix 3: Lewis (2007) metrics

These metrics is developed by Lewis (2007) cited in (McKee,2012)
1.0 Probability of occurrence
Probability
Very High
High
Moderate
Low
Remote
Rate of Occurrence
>1 in 2
1 in 3
1 in 8
1 in 20
1 in 80
1 in 400
1 in 2,000
1 in 15,000
1 in 150,000
<1 in 1,500,000
Score
10
9
8
7
6
5
4
3
2
1
2.0 Assessing Impact

Effect
Severe unforeseen
Severe foreseen
Very serious
Serious
Moderate
Low
Very Low
Insignificant
Very insignificant
Zero
Impact
Terminal
Severe Implication
Delay and / or financial repercussion
Significant impact; project delivered but significantly below expectations
Noticeable impact on desired outputs
Limited impact to deliverables
Very limited impact
Minor impact
Little or no impact
No impact
Score
10
9
8
7
6
5
4
3
2
1
3.0 Capability of Detection

Detectable
Unknown
Very Unlikely
Unlikely
Very Low
Low
Moderate
Reasonably High
High
Very high
More or less certain
Score
10
9
8
7
6
5
4
3
2
1
Page 34 of 39
Candidate Number
Board
:70889221
:September 2014

Appendix 4: Microsoft Project WBS Snapshot.
Page 35 of 39
Candidate Number
Board
:70889221
:September 2014

Page 36 of 39
Candidate Number
Board
:70889221
:September 2014

Appendix 5: Gantt chart.

The following is a key to read the Gantt chart, taking in consideration that Progress meeting
are not illustrated in the Gantt chart bellow
Page 37 of 39
Candidate Number
Board
:70889221
:September 2014

Page 38 of 39
Candidate Number
Board
:70889221
:September 2014

Appendix 6: Resources overview report

This is a report illustrating each resource and its current stat as the project progress.
Appendix 7: Resources sheet

This is a snapshot to resources sheet from MsP-2013
Page 39 of 39

OCOM PMiM SEP14 12998007 Final Correct Version

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

OCOM PMiM SEP14 12998007 Final Correct Version

Uploaded by

Copyright:

Available Formats

Assignment/Project Front Sheet

Project Management in Marketing

Oxford College of Marketing

Candidate Declaration: I confirm that in forwarding this assignment/project for

I hereby give consent for my assignment/project, if accepted, to be available for

Tick here to opt out

CIM Professional Diploma in Marketing

CIM Professional Diploma in Marketing

3.2 Impact/probability Matrix

3.4 Risk management culture

4.0 Task four: the project Plan

CIM Professional Diploma in Marketing

CIM Professional Diploma in Marketing

The Project Plan

CIM Professional Diploma in Marketing

CIM Professional Diploma in Marketing

1.3 Relevant data for the required benefits.

Elsewedy Key issues

Industrial B2B Companies and sponsorship category

Stent For Life

Schneider Electric Egypt took the initiative to sponsor one of

Go green Expo prepared an event for the energy saving and

Official sponsor for Fifth International Conference & Exhibition

MECA is a non-profit student to student activity founded in

Sponsorship for a football club

Donation to Children's Cancer Hospital Egypt

It is experimental trainings session about controlling energy

Siemens conducted a lecture about research and development

It is a collaboration to bring in awareness and innovations to

CIM Professional Diploma in Marketing

Egypts International Companies current database.

Elsewedy Sponsorship policy, strategy and selecting criteria.

Sponsorship linked market /

Fit to brand objective /

Target Audience/ exposure

It should communicate Elsewedy community contribution through conveying emotion

A direct communication channel with targeted segments.

Enhance the public perception and awareness about Elsewedy social

Management, control and

Customer Channels within residential market

CIM Professional Diploma in Marketing

Table 1.3.5: Elsewedy residential market channels

Egypt market positioning

Sponsorship evaluation model

CIM Professional Diploma in Marketing

1.4 Key issues summary

Marketing Information System

CIM Professional Diploma in Marketing

Needed work force

CIM Professional Diploma in Marketing

Cost benefits analysis CBA

Increase in brand exposure

Communication channels as;

Radio ad. On Nile FM

Consultancy Descriptive questionnaire

Forecasted Return on marketing investment

Elsewedy could calculate Return on market investment ROMI as follows:

Just cost benefit analysis to the benefit stated above to be:

Segmentation, targeting and positioning

CIM Professional Diploma in Marketing

2.7 Project Resources for LECSB

Skills and Experience

CIM Professional Diploma in Marketing