Letter of Transmittal

May 10, 2015

Omar Faruk Ansary
Lecturer, Marketing
Bangladesh University of Business and Technology (BUBT)

Subject: Report on “marketing strategy of Syngenta”

Dear sir,
This is an immense pleasure to submit our report on “marketing strategy of Syngenta” as a part of BBA
program. We hope this report is informative and comprehensive as per the instruction.
Our report at Syngenta and working for this report has given us idea about procedure of recruitment and
selection policy of Syngenta. We have learned different terms marketing strategy of Syngenta Co.
Therefore, we are very grateful to you for your valuable supervision, precious time, effort and support
throughout the report preparing period. However if any further clarification need regarding the report we
will be available to clarify those queries.
Yours sincerely,
Invincible 6
Bangladesh University of Business and Technology (BUBT)

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Table of contents

1. Letter of transmittal 1

2. Table of contents 2

3. Acknowledgment 3

4. Executive summery 3

5. Company profile 4

6. Chapter – 1 : Introduction 7-9

Statement of the research problem 7
Scope of the study 8
Objective of the study 8
Methodology of the study 8
Limitation of the study 9
7. Chapter – 2 discussion 9-21
Policy for recruitment 9-15
Policy for selection 15-17
Stages of selection 17-21
8. Chapter – 3 findings and analysis 21-2
Findings 21
Analysis 21-22
9.

10.

11.

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Acknowledgement

We would like to convey our immense gratitude to those who have helped us in all the way to prepare our
report. First of all, we would like to thank our honorable academic lecturer Mr. Omor faruk Ansary for
her advices and guidance to prepare this report. Without his support this report would not be an inclusive
one.
Secondly, we would like to thank all the employees and specially the AGM of Syngenta Company for
their remarkable cooperation and support regarding our report. We are extremely apologized to those
people who helped us by providing necessary information but their names have not been mentioned as
they are so many in number.

Executive summary

Syngenta is one of the leading agribusiness company in the world. Syngenta is a global Swiss Agro based
Company that markets seeds and agrochemicals. Syngenta is also involved in biotechnology and genomic
research. Bangladesh is an agricultural country, where agribusiness is very challenging and competitive in
the market. To compete and survive in this competitive market, each and every agribusiness company
offers wide range of products and services to attract the customers. Syngenta have a lot of quality
enriched products to bind their customers.

One of the unique things about Syngenta is their actions and products can help address one of the planet’s
most challenging dilemmas: how to grow more crops from less resources. That is why their ambition is to
bring greater food security in an environmentally sustainable way to an increasingly populous world by
creating a worldwide step-change in farm productivity. And that means on every farm - the 8 million
large farms of over 100 hectares and also the 500 million farms of around only 1 hectare. Each farm and
farmer has a role to play. Through deploying our world-class science, their aim to transform the way
crops are grown and look beyond yield. This includes novel go-to-market models, building in particular
on Syngenta’s success in reaching new customers in emerging markets.

Syngenta’s strategy calls for them to think like a grower and understand that grower thinks about his land
and his crop in a holistic, integrated way. With Syngenta’s enormous breadth of technologies in Crop
Protection, Seeds and Seed Care, they are uniquely placed in our industry to not only provide the grower
with integrated offers now but also truly innovative and transformative technologies in the future. These

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solutions will help the grower to meet the increasingly complex challenges of today and tomorrow. At the
core of the long-term success of Syngenta’s strategy is innovation, particularly in research and
development. The products of the future will certainly need to produce extra yield, but they will also need
to have a positive impact on the land and the people who live on the land. Yield alone is no longer
enough. We will innovate beyond the single product paradigm of chemical or biological products, and
company will innovate by crop and at scale. Syngenta’s strategy has growers’ needs at its heart.

Company Profile:

Syngenta is a global Swiss Agro based Company that markets seeds and agrochemicals. Syngenta is also

involved in biotechnology and genomic research. It’s headquarter is located in Basel, Switzerland.
Syngenta runs its operation over 90 Countries. Syngenta employs over 28,000 people in over 90
countries. Syngenta has divided the world into 4 regions; they are Latin America, Europe, APAC and
NAPTA. It was formed in 2000 by the merger of Novartis Agribusiness and Zeneca Agrochemicals.

Its roots are considerably older. It stems from an industrial tradition going back almost 250 years.

Novartis was formed of the 1995 merger of the three Swiss companies. Geigy, which has roots back to

1758; Sandoz Laboratories which was founded in 1876; and Ciba, founded in 1884. Ciba and Geigy had

merged in 1971 and had concentrated mainly on crop protection in its agro division, Sandoz more on

seeds. The company was ranked third in total seeds and biotechnology sales in 2009 in the commercial

market. Sales in 2013 were approximately US$ 14.7 billion.

In Bangladesh, Syngenta started their business since 1965. Pakistan Government operated Syngenta at
first. Pakistan Government owned 60% share and CibaGeigy had 40% share of Syngenta. Post The
Greatest Liberation War, in 1972 newly formed Bangladesh Government hand over 60% share of
Syngenta to CibaGeigy and Bangladesh Government took 40% share of this company to them. Till now
this ratio of share is unchanged.

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Their production industry is located in Chittagong. Syngenta has 4 warehouses all over the country.
Warehouses are supplied time to time by the production industry of Chittagong. They have a Training
Centre in Bogra, which has 44 trainees accommodation capacity. They 500 employees and 3500 third
parties all over Bangladesh.

2000
November 13: On November 13, 2000 Novartis and AstraZeneca merge their agribusinesses to form
Syngenta, the first global group focusing exclusively on agribusiness.
1999
Astra AB of Sweden and Zeneca Group PCL of UK merge, becoming AstraZeneca.
Novartis announces the formation of NADI, the Novartis Agricultural Discovery Institute,
1998
one of The largest single research endeavors dedicated to agricultural genomics research and
development. Zeneca offers the first GM tomato puree to customers. Tomatoes were enhanced to
stay ripe in the field longer, resulting in better processing.

1996
Zeneca Seeds and Cosun/ Royal VanderHave Group form the joint venture company Advanta.
Zeneca's strobilurin fungicide Amistar achieves registration. Sandoz and Ciba merge to form
Novartis in one of the largest corporate mergers in history.

1994
Zeneca is established after ICI demerges three of its businesses (Pharmaceuticals, Agrochemicals
and Specialties) beginning in '93.

1990
Ciba-Geigy AG acquires Maag Group.
1987
ICI acquires Stauffer Chemical Company.
1985
ICI launches its insecticide Karate®.
1983
ICI Seeds is formed to add seed-breeding capability to the business. Ciba establishes a special

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biotechnology unit
1980
Sandoz acquires the Zaadunie group of Holland. Sluis & Groot (S&G) was one of the prominent
marketing companies of Zaadunie. S&G is one of the three brandnames within Syngenta Seeds.
1978
Introduction of systemic fungicide Ridomil by Ciba-Geigy.
1976
Sandoz attains Northrup King.
1975
Sandoz acquires Rogers Seed Company, moving into the seed market.
1974
Ciba expands into the seeds business with the acquisition of the US-based Funk Seeds International.
1973
PPL becomes fully independent from ICI agricultural division. ICI establishes ICI Americas Inc.
1970
Ciba and Geigy merge to form Ciba-Geigy.
1964
PPL becomes apart of ICI's Agriculture Division.
1956
Geigy introduces triazine-based herbicides (Simazine, Atrazine) allowing farmers to control weeds
for the first time.
1954
A group of chemicals originally discovered in 1947 are re-evaluated by ICI, leading to the discovery
and development of diquat and paraquat.
1953
PPL becomes wholly owned by ICI.
1940
Dr. Bill Templeman of ICI, at Jealott's Hill, discovers the selective properties of alphanapthylacetic
acid, leading to the synthesis of the herbicides MCPA AND 2,4-D.
1939
Paul Müller, a Geigy researcher, discovers the insecticidal efficacy of DDT.
1937
Plant Production Limited (PPL) is formed as a fifty-fifty joint company between ICI and Cooper
McDougall & Robertson Ltd.
1935
Geigy production of insecticides.
1928
ICI begins work on the Agricultural Research Station at Jealott's Hill in the UK.

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 1926
Imperial Chemical Industries is formed with merger of Brunner Mond Ltd, Nobel Industries, British
Dyestuffs Coronation Ltd, and United Alkali Co. Ltd.
1884
Ciba is established.
1876
Sandoz is founded.
1758
Geigy is founded.

Chapter-1 : Introduction

Scope of the study

We have got some new experience by visiting such a multinational company like Syngenta. We also
visited the managerial area and have some idea of the environment of a multinational company’s office.
We also converse with the AGM of that company. It helps us to improve our communicational and
conversational skill.

Objective of the study

We have learned

1. How to make a perfect formal report

2. How to communicate with the upper level managers.
3. Market segmentation strategy of Syngenta.
4. Market targeting strategy.
5. Market positioning strategy.

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Methodology of the study

Our methods of making this report are

1. Collect the basic knowledge about the study.
2. Choose the company “Syngenta”
3. Make questionnaires.
4. Visit the company.
5. Contract with the AGM of that company and submit our questionnaires.
6. Take short notes of AGM’s replies on the basis of our questionnaires.
7. Order them right position and make them useful to use them in our report.
8. Make our report completely.

Limitations of the Study

We
1. Cannot ocular their marketing strategy.
2. Don’t see any evidence.
3. Can’t visit their marketing policy.
4. Can’t observe their actual field work.

Chapter Two: Discussion.

The 7p’s of Marketing Mix

Strategy

Our Ambition

Syngenta’s products and offers can help address one of the planet’s most challenging dilemmas:
how to grow more crops using fewer resources. Our ambition is to bring greater food security in
an environmentally sustainable way to an increasingly populous world by creating a worldwide

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step-change in farm productivity. Our ambition encompasses the 8 million large farms
worldwide with over 100 hectares as well as the 450 million small farms with 2 hectares or less.

Our Strategy

In working towards our ambition, we put the grower at the center of everything we do. With our
breadth of technologies in crop protection, seeds, traits and seed treatment, we are uniquely
placed in our industry to provide the grower with integrated offers and broad-based innovation
for the future.

By thinking like a grower, we are better able to meet evolving needs worldwide. In emerging
markets we are enabling technology adoption, while in developed countries we are helping
growers to deal with problems such as weed and insect resistance, as well as an increasingly
demanding value chain. As awareness of the need to preserve finite natural resources grows, we
are developing solutions that can help to ensure the sustainability of agriculture.

Integrate: Our aim is to create integrated offers supported by agronomic expertise and a deep
understanding of grower needs now and in the future. These offers must meet differing market
requirements and have demonstrable benefits in the field. Environmental, societal and value
chain developments have given rise to a plethora of choices and decisions for the farmer. With
our expertise, we can help make growing crops simpler and more productive.

Innovate: We maintain a clear focus on bringing strong new products to market. Each of these
products offers multiple opportunities for combinations with the existing portfolio and for the
creation of integrated solutions. We seek value-adding partnerships and collaborations where
these can maximize return on R&D and bring new offers to the grower more quickly.

Outperform: Every day, our customers are measuring the performance of our products in the
field. Our aim is to gain market share by consistently demonstrating the benefits of our portfolio.
We target an EBITDA margin in the range of 24-26% by 2018, Cash Flow Return on Investment
(CFROI) in excess of 12%, and are committed to a progressive dividend policy

Segmentation Strategy
There are many ways in which a market can be segmented. A marketer will need to decide which
strategy is best for a given product or service. Sometimes the best option arises from using
different strategies in conjunction. Approaches to segmentation result from answers to the
following questions: where, who, why and how? Jon Weaver, Marketing Manager at
Bournemouth Borough Council applies a multi-strategy approach to identify segments.

There are Four types of Segmentation. They are

 Geographic Segmentation
 Demographic Segmentation
 Psychographic Segmentation

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  Behavioral Segmentation

Geographic segmentation: Where?

 
A market can be divided according to where consumers are located. On a trip abroad you might
have noticed that people enjoy more outdoor activities than back home. You could also be
surprised by the amount of people that like drinking hot coffee at the beach in Rio de Janeiro. If
you visit this website you will see differences in food preferences around the world.

Understanding cultural differences between countries could be pivotal for business success,
consequently marketers will need to tailor their strategies according to where consumers are.

Geographic segmentation is the division of the market according to different geographical units
like continents, countries, regions, counties or neighborhoods. This form of segmentation provides
the marketer with a quick snapshot of consumers within a delimited area.

Geographic segmentation can be a useful strategy to segment markets because it:

 provides a quick overview of differences and similarities between consumers according to

geographical unit;
 can identify cultural differences between geographical units;
 takes into consideration climatic differences between geographical units;
 recognizes language differences between geographical units.

But this strategy fails to take into consideration other important variables such as personality, age
and consumer lifestyles. Failing to recognize this could hinder a company's potential for success.

For example some youth groups across the world appear to be somewhat similar. Youth groups
will tend to listen to similar music and follow similar fashion trends. If you were to do a quick
check of people's nationalities in a 18s-30s club in Mexico, you would find a very international
clientele. You might have found that you can befriend foreign people of your same age easily
because you share common interests.

Demographic Segmentation: Who? 

A very popular form of dividing the market is through demographic variables. Understanding who
consumers are will enable you to more closely identify and understand their needs, product and
services usage rates and wants.

Understanding who consumers are requires companies to divide consumers into groups based on
variables such as gender, age, income, social class, religion, race or family lifecycle [insert
diagram g].

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A clear advantage of this strategy over others is that there are vast amounts of secondary data
available that will enable you to divide a market according to demographic variables

If you visit the National Statistic website you should be able to find for example how many
adults have access to the Internet or how many females live in Dorset. Marwell Zoo uses this sort
of segmentation in order to identify the specific needs of key segments.

Demographic variables are commonly used in indexes and databases measuring consumers'
preferences for brands, products and media. See for example, the TGI (Target Group
Indexes) where marketers can find detailed information as to who buys what.

Recently, both demographic and geographic segmentation have been used in conjunction to create
geo-demographic segmentation. CACI Market Analysis Group (you can see CACI case studies)
developed ACORN (a classification of residential neighborhoods) a widely used source for
geographic segmentation that uses 40 variables to identity for example what consumers within a
specific neighborhood earn and buy.

This type of segmentation works on the premises that Birds of a feather flock together. If you
visit www.upmystreet.com and type your postcode, you will find out in what ACORN group and
category you fall into.

However, this form of segmentation does not probe into why consumers buy what they do, hence
it does not offer an understanding of what motivates consumers to buy certain services or what
types of personalities favor a product or brand over another.

Psychographic Segmentation: Why?

 
Unlike demographic segmentation strategies that describe who is purchasing a product or service,
psycho-demographic segmentation attempts to answer the 'why's' regarding consumer's purchasing
behavior. Through this segmentation strategy markets are divided into groups based on
personality, lifestyle and values variables.

Segmenting consumers into lifestyles is based on the notion that a person's lifestyle has a direct
impact on their interests in products and services. For example if an environmentalist were to plan
a perfect holiday, we would be very surprised to see a hunting excursion or rally driving
experience on the options considered. Stuart Perl, Regional Director of Marketing for Europe,
Middle East and Africa for Cunard Line Seaborne Cruise Line, stresses the relevance of psycho-
graphics in understanding their typical consumer profile.

Since personality traits have been correlated to (matched with) product categories consumers
favor as well as persuasive appeals they respond to, marketers can use personality variables to
segment their markets. Generally, this type of segmentation is successful for image-based
products, such as cosmetics, clothing, jewellery, cigarettes, alcohol, mobile phones, etc.

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Identifying personality traits can aid in the creative execution of an ad. Consumers with a high
self-esteem will respond well to a persuasive appeal that protects their ego and helps to
communicate a suitable image. Furthermore, consumers could be targeted based on how
authoritarian they are. Take for example Club Med's 1992 slogan, the anti-dote for civilization.
This ad appeals to consumers with a non-authoritarian personality trait because it presents an
alternative, somewhat rebellious holiday destination that would be not approved by the more
conservative consumer.

A commonly used American psycho-demographic segmentation technique is one that places

consumers within specific consumer profiles developed according to their values and lifestyles.
Two program used to segment consumers are the VALs 1 and VALs 2 (values and lifestyles
systems). While the first program just divided consumers based on their values and lifestyles, the
second version is also based on relatively stable psychological characteristics

This type of segmentation is advantageous because it:

 provides rich data concerning the psychological make-up of consumers;

 enables marketers to better understand the reasons behind consumers' purchases;
 provides marketers with an effective way to match a variety of marketing communication
tools from packaging to taste with consumers psycho-demographic characteristics;
 can be used to develop customer profiles that will guide promotional efforts and
ultimately strengthen a brand.

Despite these advantages, this segmentation technique does not provide marketers with a thorough
understanding of how often and how consumers use products and services. Because product or
service usage could be situational and not related to personality traits, psycho-demographic data
does not capture the use of goods and services in everyday life.

Behavioral segmentation: How? Answering the how of consumer purchasing behavior has become
a prevalent consideration in the design and positioning of products. Moreover it has become a
powerful competitive tool to expand and build markets.

This segmentation strategy divides markets into consumer groups based on their uses, responses,
knowledge and attitudes towards products and services. There are six main techniques through
which marketers can divide the market according to behavioral variables. For example, Expedia
offers holiday packages according to the different types of experiences people want to have.

Occasions: Segmenting a market according to the occasions when consumers use a product or
service can provide rich insight to expand market possibilities. For example, 'early bird' dinners
offered in some restaurants have tapped into the market of consumers who want to have an early
meal but without the pomp and formality of a regular dinner.

Benefits sought: Grouping consumers based on the benefits they seek from a product or service
provides unique opportunities to define and position a brand's main attributes and highlight its
superiority over competitors.

Research has found four main benefit segments: economic, medical, cosmetic and taste. While
some consumers will dine in an exclusive restaurant for its taste, others will opt to go to the trendy
bistro (cosmetic); some will go for the value for money deals (economic) and others will prefer

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the organic food served in an all-vegetarian deli (medical).

User status: Consumers can be divided based on whether or not they are patronizing a product.
Hence, a consumer can be a non-user, ex-user, potential user, first-time user or a regular user of a
given product or service. You might have found that you are a regular user of a particular service
provider, like your bank, and an ex-user of a chocolate you used to like, but not anymore.

Usage rate: Consumers can be light, medium or heavy users. Although heavy users account for a
very small percentage of a market, they are also responsible for a high percentage of the total
buying. It is not surprising then to find that hotel chains like Holiday Inn offer special prizes to
reward their frequent visitors.

User readiness: Segments can be divided based on how ready consumers are to make a purchase.
Consumers are typecast according to their readiness state. For example you might be aware that a
tour operator provides excellent travel packages to India, your friend might be very well informed
of its details, your father might be interested in this product, while your sister is not. This allows
marketers to guide consumers through the many stages leading to a final purchase.

Attitudes towards the product or service: Consumers can be segmented according to their attitudes
towards products and services. For instance you can be enthusiastic, positive, indifferent, negative
or hostile about a product or service.

Market Segmentation: A Critique

Products and services are constantly reinvented by consumers. What a marketer intended to be a
children’s toy becomes a cult object among college students [to find out why UK students love
Teletubbies. A fizzy drink is not only drunk but is also used in imaginative ways, it becomes the
perfect cleaning companion, removing rust spots from chrome car bumpers or cleaning corrosion
from car battery terminals [see more creative product usages at www.wackyuses.com].
Consumer’s wacky uses of product and services hint at some of the shortcomings associated with
market segmentation.

Market segmentation assumes that consumers are static and stable. Furthermore it places very
complex behaviors into neat and exclusive categories that fail to account for all the complexities
of human behavior. Most people find it difficult to describe their own personality. There is also an
underlying supposition that human behavior is always rational, failing to take into consideration
spontaneous and playful behavior.

The different roles an individual plays everyday also conflict with the somewhat limited
categories used to segment markets. You are a student, a friend, a sister or a brother, a citizen or a
rebel. While you recognize all these different facets, advertising appeals treat you mostly as an
educated middle class student. Consequently market segmentation strategies provide marketers
with the illusion of a certain and effective tool to operate, but the question remains as to whether
or not this strategy allows marketers to know and talk to consumers.

Positioning strategy

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Creating a Market Positioning Strategy
While every company’s situation is unique, we know from long experience that there are common criteria
for a company’s success in reaching and winning a market. Whether your company is centered on
consumer packaged goods, business services or emerging technology, your part-time CMO and the Chief
Outsiders team will consider the following dimensions in developing a market positioning strategy:

 Brand Positioning Strategy

 Product Positioning Strategy
 Competitive Pricing Strategy
 Competitive Positioning Strategy
 Alternatives to Marketing Consulting Firms

Brand Positioning Strategy

Positioning a brand is serious business. There are several key questions which have to be answered in
brand positioning. First, you determine WHAT dimensions are critical to the positioning. This has
everything to do with the target customers. What are the top two to five core criteria for their decision
making? Then, you need to understand WHERE the brand is currently positioned, assuming you’re
already in market, against these brand criteria. Often this sort of analysis is conducted to determine what
GAPS are underserved, which presents a potential positioning opportunity of WHERE you’d like to be
positioned. You then need to determine if the new positioning opportunity is purely a matter of messaging
(relating what you do, why it’s relevant, and how it’s different) or a matter of bolstering your offerings.

This analysis might result in something as simple as identifying which products or features are the
primary reasons to buy, and rallying your offerings – even your company – around this highly attractive
dimension.  In the end, you’re trying to determine what your brand should stand for. (Note: not all that
you or your products and services can do.) Then, we’ll work on establishing how you’ll deliver this brand
positioning strategy in your marketing and sales activities. Here are some terrific articles on
other dimensions of brand strategy.

Product Positioning Strategy

Good product positioning strategy requires looking both internally and externally. First, your business as
a whole needs to be properly positioned, then your product or services portfolio needs to be positioned.
Some companies fail to recognize that their own offerings need to “hang together” and make sense –
relative to one another and to your business overall. When a company has diverging offerings or brands,
they might best consider two different company banners. Similarly, when companies try to extend the
brand of a product in too many directions they can dilute the value of the offering and confuse the
customer. With a product portfolio that makes sense, your business also needs to
successfully differentiate each product from its competition. Typically, there are three key dimensions to
positioning: functionality, relevance and differentiation. When offerings are new (perhaps based on new
technology) and not well understood, the positioning is around what the offering does (e.g., now you can
watch movies in high definition). When offerings are commodities, the positioning is around

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differentiation and in extreme cases, positioning around the emotional experience (e.g., a beer might
claim to be the coldest, which is not actually a unique attribute of the product. It may then go further by
putting a temperature gauge on the can to prove it’s cold. You get the idea). Additional thoughts and
guidance on product strategy?

Competitive Pricing Strategy

Pricing strategy has its roots in the very heart of competitive positioning. If your company boasts a better
product or service and also leads in market reputation (or brand) then you have the opportunity to
command premium pricing. However, an initial question becomes: to what degree are my customers
price- sensitive? In many cases, especially in small or middle market companies, the unique value your
offerings bring may fully justify a premium price. On the other hand, if you lack a competitive presence
or are subject to a negative reputation, no amount of pricing discount may equalize your
handicap. Understanding these basic dynamics in your competitive marketplace will allow you to create a
model to inform your pricing strategy – are you optimizing for volume, or margin, or for predictability? 
Your pricing strategy may also allow for opportunistic situations such as capturing first order to prove
value for a longer term relationship. The main caution in developing a competitive pricing strategy is this:
don’t make your sales organization your sole source of input. Dig deeper and broader to ensure you have
a balanced perspective. Excellent guidance from our CMOs in these pricing strategy articles.

Competitive Positioning Strategy

Positioning strategy, by its very nature, involves your value relative to your competition. What do you do
or offer that’s better (or not as competitive) as others who offer similar products and services? When
these differences are identified, supported with proof points, and properly merchandised your prospects
will have an accurate and compelling basis to compare your company to others. However, there is always
more to understanding your offerings that defining them in light of competitive offers. Companies can
easily make the mistake of “over positioning” their products and services. As there are three dimensions
to establishing value propositions – what it is you DO, why it’s RELEVANT and how it’s DIFFERENT
– companies, marketers and sales teams can spend too much attention on differentiation before assuring
the first two dimensions are understood. Your customers are typically most interested in getting their
problems solved. If it’s not clear how you’re going to do that, comparing yourself to your competition
(even subtly) won’t matter. CMO Slade Kobran has this to say about positioning and differentiation.

Alternatives to Marketing Consulting Firms

When developing strategies for market positioning, mid-market CEOs will do well to solicit executive
management consultants or top marketing consulting firms, rather than a marketing agency or advertising
firm. Solid work up front will ensure both effective and efficient go-to-market planning and execution.
An alternative to strategic consulting firms is the use of fractional or part-time executives. For more
information on this fast growing and cost-effective alternative to expensive full-time executives, see this
article on Executives-as-a-Service (Eaas).

Chapter- 3: Findings and Analysis

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Findings and Analysis
1.

Recommendation

1.

References

Attachments

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