Atw 159-Full Report

ATW 159/3 PRINCIPLE OF MARKETING
SEMESTER 2
ACADEMIC SESSION 2021/2022
Name of Lecturer: Professor Dr Azizah Omar

Group Project's Title: SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum Cleaner &
SHARP Corporation
Group Name: Group Miracle (Group 7)
Group Members:
No Full names Matric No
1 Christine Lim Chiaw Han 156287
2 Esha Kaur A/P Jaswent Singh 157514
3 Cheong Le 157311
4 Goh Xin Yee 156261
5 Nur Aina Aqilah binti Hasbullah 159156
6 Nelly Lau Yenn Ni 157654
Lecture slot: Wednesday (9.00am - 11.00am)

Acknowledgement
This project is submitted in fulfilment of the requirement for ATW 159/3 Principle of
Marketing, Semester 2, Academic session 2021/2022.
We hereby certify that the project provided below is the result of a collaborative effort
and original work by the following group members. We are grateful for the timely and
successful completion of the group project. Without the work and collaboration of our
group members, we would not be able to finish this job. As a result, we'd want to
express our gratitude to our group members for their time, effort, and dedication during
this assignment's journey. Besides, everyone declares that I admit that this report is the
outcome of my work. If I plagiarised or copied other people's work, the lecturer has
every right to give me 0 marks.
The signatories below signify that all the group members agree to the declaration above:
No Full names Signature
1 Christine Lim Chiaw Han Christine
2
Esha Kaur A/P Jaswent Singh Esha
3
Cheong Le Le
4
Goh Xin Yee xinyee
5 aqilah
Nur Aina Aqilah binti Hasbullah
6 nelly
Nelly Lau Yenn Ni
Table of Content
No. Content Page
1.0 Executive Summary 1
2.0 Situation Analysis 2-23

2.1 Company Analysis
2.2 External Market Environment Analysis
2.3 SWOT Analysis
2.4 Competitor Analysis
2.5 Consumer Analysis
3.0 Product-Market Focus 24-28

3.1 New Product Introduction
3.2 Marketing Objectives
3.3 Target Market(s)
3.4 Differentiation and Positioning
4.0 Marketing Programs 29-35

4.1 Product Strategy
4.2 Price Strategy
4.3 Promotion Strategy
4.4 Place (Distribution) Strategy
5.0 Financial Data and Projections 36-42

5.1 Market Demand and Sales Estimates
5.2 Projected Profit-and-Loss Statement
5.3 Marketing Expense Budget
6.0 Implementation Plan 43-44

1. Implementation Plan for Year 1 (January 2023-December 2023)
2. Implementation Plan for Year 2 (January 2024-December 2024)
7.0 Evaluation and Control 46-49
7.1 Monitoring and Tracking
7.2 Contingency Planning
8.0 Appendices 50-53
8.1 Appendix A: Consumer Insight Survey
8.2 Appendix B: Competitor Table
9.0 References 54-57
Responsibilities of Each Group Member
Name Matric No Task List
1.0 Executive Summary
Christine Lim Chiaw 156287 5.2 Projected Profit-and-Loss Statement
Han 6.0 Implementation Plan
Esha Kaur A/P 5.3 Marketing Expense Budget
Jaswent Singh 157514 8.1 Appendix A: Consumer Insight Survey
2.3 SWOT Analysis
Cheong Le 157311 7.1 Monitoring and Tracking
Goh Xin Yee 156261
Nur Aina Aqilah 3.4 Differentiation and Positioning
binti Hasbullah 159156 4.4 Place (Distribution) Strategy
4.2 Price Strategy
Nelly Lau Yenn Ni 157654 7.2 Contingency Planning
1.0 Executive Summary
SHARP Corporation is a global corporation based in Japan that creates and sells
electrical appliances; founded in 1912. Until now, it already had a century of history.
The company's vision is primarily focused on enhancing people's lifestyles via the use
of SHARP goods, which are committed to innovation, quality, value, and design. These
products are equipped with cutting-edge technology. To meet their vision, they must
keep creating and modifying their products through research and development (R&D),
which could be seen in their product line. Through more than 20 companies, SHARP
operates in over 25 countries in Europe, North America, and Asia. Sharp Corporation
was the world's tenth-largest television maker by market share in 2013. It has long been
a market leader in Japan.
As the Covid-19 pandemic has hit the world by causing health issues among the
people around the world, thus people will be more concerned about the cleanliness of
their living environment all the time. Therefore, SHARP intends to establish a brand
new product, SHARP GM6 2 in 1 Vacuum & Mop Robotic Vacuum Cleaner, which
will be officially launched in January 2023. Compared to other competitors, the
uniqueness of this new product was Alexa voice control, which uses solar energy to
charge or use power, is equipped with a UV light system, etc. However, the most
attractive and preferable feature that customers look forward to is the new product
equipped with a UV light system because it could kill bacteria, viruses, and germs in a
vacuum. This suits their special need in this particular situation. Next, our target market
will be the consumers in Malaysia between the ages of 18 and 60 who have pets and
children, busy households, spacious houses with carpets and sensitive skin.
Furthermore, the price of the new product will be RM 859.99, and we will
conduct a series of promotion activities shown in the promotion strategies and
implementation plan. In addition, customers could find the new product in SHARP
retail stores, consumer electronic retail chain stores such as Harvey Norman, SHARP
official website and e-commerce platform.
Lastly, the net sales estimated for December 2023 and December 2024 will be
RM 90,740,619 and RM 94,367,738. After deducting all the costs and marketing
expenses, the net profit before tax has been estimated at RM 52,880,106 for December
2023 and RM 54,726,259. In conclusion, we aim to provide a safe and convenient
environment for Malaysian consumers by using our SHARP GM6 2 in 1 Vacuum &
Mop Robotic Vacuum Cleaner.
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2.0 Situation Analysis
Situation Analysis is the process of obtaining information on the company's
internal and external environments to analyze its existing strengths, weaknesses,
opportunities, and threats, as well as to lead its goals and objectives (Monash Business
School, 2017)
In this part, the overall of the company will be introduced, which includes
company background, mission, vision, product line, competitive advantages, and
organizational chart.
2.1.1 Company Background
SHARP Corporation was founded on 15 September 1912. The company's
founder, Mr Tokuji Hayakawa, has established a small metalworking business in
Matsui-Cho, Honjo, Tokyo. Mr Hayakawa began researching and enhancing metal
writing tool technology. In 1915, he invented the mechanical pencil, and it became
popular. Mr Hayakawa's mechanical pencil was given the name "Ever-Ready SHARP
Pencil" in 1916. The company's current name and trademark are derived from that
product. Now, the head office of SHARP Corporation is at 1 Takumi-Cho, Sakai-Ku,
Sakai City, Osaka 590-8522, Japan. SHARP Corporation focuses on the production and
marketing of telecommunications equipment, as well as electric and electronic
application equipment and electronic components. The total number of employees is
about 48,064 that including domestic and overseas (SHARP, n.d.)
2.1.2 Compony Mission
SHARP Corporation has its mission. Everything SHARP Corporation do is
want to bring new solutions to life, resulting in a new way of living, thinking, and being.
The mission of SHARP Corporation is to originate technologies that enhance lifestyles
and support individual expression. SHARP Corporation creates inspirational and
innovative solutions that let you be you (About SHARP, 2022).
2.1.3 Company Vision
There are some visions stated in SHARP Corporation as shown below:
i. SHARP products are designed to help individuals, families, and corporate teams
connect effortlessly, communicate clearly, and unleash creativity like never before.
ii. SHARP is dedicated to improving people's lives through the use of advanced
technology and a commitment to innovation, quality, value, and design.
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2.1.4 Company Product Line
Year Product
2010 Multi-Screen AQUOS GALAPAGOS LED Ceiling

Display System Quattron 3D Media Tablet Lights
TV
2011 Freestyle Freestyle

AQUOS AQUOS
2012 Sakura-Colored RX-V100 Rice Cooker Docomo NEXT

LED Light Robotic Series AQUOS
Cleaning Phone Zeta SH-
Appliance 02E IGZO
Smartphone
2013 ICC PURIOS UD1 Series Microbe Sensor

(LCD TV) AQUOS 4K
TV
Tea Machine UD20 Series AQUOS 4K Cloud Storage

2014 AQUOS 4K Recorder Battery System
TV
Emopa- Infrared Color Ceiling-Installed

Equipped Night-Vision Plasmacluster Ion
Smartphones Security Generator
Camera
Cornet Cyclonic AQUOS 4K Tuly Robot Digital Cordless

2015 Vacuum Next 4K LCD Facsimiles and
Cleaner for TV Phones with
Bedding Functions for
Helping Prevent
Bank Transfer
Swindling
KN-HT99A
Healsio Hot
Cook
2016 Mosquito- RoBoHoN Ultrasonic Healsio Griller

Catching Mobile Robotic Washer Superheated Steam
Plasmacluster Phone Oven
Air Purifier
AGEs Sensor RACTIVE Air LC-70X500 8C-B60A 8K

2017 Cordless AQUOS 8K 70- Professional
Canister Inch 8K- Camcorder
3
Vacuum Compatible LCD
Cleaner TV
Funband
Wearable
Device
AQUOS R2 Pet Care New 4K Satellite Products

Smartphone Monitor Cat Broadcasts Compatible with
2018 Litter Tray AIoT Cloud
Services
AQUOS AQUOS zero

Products for 8K Smartphone
Satellite with OLED
Broadcasts Display
RoBoHoN AN-SX7A RACTIVE Air Lessbea® Beacon

2019 Mobile Robotic AQUOS Sound Power Cordless Powered by Dye-
Phone Partner Stick Vacuum sensitized Solar
Wearable Neck Cleaners Cell
Speakers
TEKION 30-inch 4K Airest

COOLER bag Flexible OLED Plasmacluster Air
Display Conditioners
2020 AQUOS R5G MA-1050 Non- 12°C Tekion 8M-B120C 120-

Smartphone woven Mask Cold-retention inch 8K Display
Material
Face Shield,
Eye Shield,
Mouth Shield
Table 1: SHARP Corporation Product Line
In conclusion, SHARP Corporation mainly produce televisions, audiovisual,
home appliances, information equipment, chips, solar cells, mobile phones, fax
machines, electronic components, calculators, LCD panels, personal computers, and
pumps.
In 2012, SHARP Corporation first produced the robotic cleaning appliance with
the model RX-V100. Also, in the following years, 2015, 2017, and 2019, SHARP
launched new robotic cleaning appliances (SHARP Corporation, 2017).
2.1.5 Company Competitive Advantages
a) A long history of the founding
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SHARP Corporation was founded in 1912 and had a history of 110 years.
Among the top competitors, SHARP Corporation has the most extended founding
history. The top competitors include Panasonic (104 years), Sony (76 years), LG
Electronics (64 years), and Toshiba (83 years).
b) Adapting Product Lines
Starting in 1912, SHARP Corporation produced its first product, Tokubijo, a
belt buckle. There are various types of products that SHARP Corporation has created
from the first day it is founded. Undoubtedly, SHARP Corporation has been releasing
new products almost every year.
c) Innovation
SHARP Corporation has been known for creating new categories of 'never seen
before' products since its founding in 1912. For example, SHARP Corporation's
innovation can be seen in 2018, when it produced TVs equipped with a function for
receiving 8K broadcasts which are unprecedented and a world first.
2.1.6 Company Organizational Chart
Diagram 1: Company Organizational Chart
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2.2.1 Economic Environment
The economic environment consists of economic factors that affect SHARP
Corporation consumers' purchasing power and spending trends. Economic factors can
significantly influence consumer behaviour whether to purchase it or not. The
expansion of the economy increases the level of economic activities, and it enables
higher living standards. Besides, good financial health can increase purchasing power
from buyers. Therefore, good electrical appliances which offer attractive specifications,
such as the SHARP vacuum cleaner with Alexa Voice Control, will be chosen instead
of cheap ones because the economy allows consumers to do this. They need not save a
little money to buy affordable products, and they can spend money on high-technology
products for higher living standards.
2.2.2 Technological Environment
The technological environment is changing rapidly in various ways that may
improve SHARP business, such as logistics capabilities and communication. SHARP
has introduced a new way of buying which is online shopping and e-commerce.
Through the invention of communication, customers can buy SHARP 's products
whenever they are free. The advantage of online shopping provided by SHARP is to
bring convenience to the customer. Improvements and changes in communication
technologies can communicate with customers differently, such as on Facebook and
Google. The popularity of blogging and other forms of social interaction and social
networks can also attract customers or build customer loyalty. Besides that,
advancement in logistics capabilities allows SHARP to utilize inventories and reduce
waste throughout their global supply chains. Although usage of traditional marketing
media, such as magazines, remains strong, product placement and direct customer
interaction are becoming more prevalent.
2.2.3 Political and Legal Environment
The political and legal environment can strongly affect marketing decisions.
SHARP s operations are governed by a variety of laws in the countries where it does
business, including business and investment permission, export rules, taxes,
and accounting practices. SHARP must also follow several rules and regulations
relating to trade, antitrust activities, product liability, consumer safety, intellectual
property rights, product safety, the environment, sustainability, internal control, and
labour restrictions. In addition, SHARP may be obliged to pay massive amounts of fines
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if it becomes involved in litigation or other legal actions in accordance with each
nation's law and judicial systems. This situation could affect SHARP 's business results
and financial position.
2.2.4 Cultural and Social Environment
SHARP has always attempted to reach out to customers from many cultural and
social backgrounds. They came with a camera, Ultra-light laptop PC, Sidekick 3, flat-
screen television, and vacuum cleaners. They also manufacture consumer electrical
devices such as LCD televisions, fax machines, calculators, and home appliances. They
also launch printers, projectors, and monitors for commercial use. SHARP is also a
solar cell provider. They have many invested in electronic products by offering new
product lines to expand their consumer base.
2.3 SWOT Analysis

SWOT analysis is an analysis method that identifies and lists the product’s
strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are
obtained by accessing internal factors such as the product’s resources and capabilities.
At the same time, opportunities and threats emerge from an examination of the external
factors such as customers, competition, and the outer market environment. Diagram 2
shows the summary of the SWOT analysis for SHARP Corporation.
Diagram 2: SWOT Analysis of SHARP Corporation
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2.3.1 Strength
One of the significant strengths that SHARP possess is a diversified product
portfolio. Diversification of the product portfolio is critical because it safeguards the
organisation from the risk of becoming overly reliant on a single business line (Johnson
and Scholas, 2006). It enables SHARP to target multiple domestic market sectors
simultaneously. SHARP also produces an extensive selection of consumer electronics,
home appliances, audio-video, and communication equipment. This circumstance
enabled SHARP to diversify its revenue sources and profitability composition.
Moreover, SHARP has balanced its consumer-oriented operation by acting as a
manufacturer and supplier of electronic components. Hence, SHARP GM6 2 in 1
Vacuum and Mop Robot Vacuum Cleaner may be extremely useful if the company
wants to expand it.
Another strength is SHARP is a strong brand. It is a well-recognized brand

and has a solid international market presence. High product quality produced by
SHARP has helped it increase brand loyalty and improved the company’s performance
in a competitive market. SHARP operates in over 25 countries spanning Europe, North
America, and Asia through more than 20 subsidiaries. The corporation has minimised
its dependency on the Japanese market as its worldwide market presence has grown.
Global sales revenue accounted for 39% of the company's overall revenues in 2010.
(Datamonitor, 2010).
SHARP’s strengths also included a constant focus on research and

development (R&D). Research and development refer to any new science or thinking
that will lead to new SHARP products or new features for an existing SHARP product.
This situation enables SHARP’s business to maintain a strong market position and, at
the same time, improve customers’ satisfaction. In addition, the SHARP company
always emphasizes continuous product innovation. SHARP, for example, contributes
to society as a manufacturer by being the first to create distinctive goods that meet the
changing demands every ten years.
2.3.2 Weakness
Besides strengths, SHARP also possesses some weaknesses, such as a lack of
critical talent. This is because SHARP is always suffering from a lack of necessary
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skills, especially in technology & digital transformation. Therefore, SHARP is working
hard to restructure procedures and improve the developments in Artificial Intelligence
(AI) and machine learning (SHARP Corporation, 2019). This situation is essential to
make SHARP always stay competitive with other competitors, such as Panasonic, in
this modern era of cutting-edge technology.
The subsequent weakness is that SHARP lacks the scale of operations. As a

result, SHARP cannot handle a growing amount of work or sales in a competent, cost-
effective manner. As a result, in terms of revenue, SHARP's activities are relatively
small when compared to its competitors, such as Sony and Toshiba The lack of scale
of operations may reduce the company's bargaining power and weakens its
competitiveness in the electronics market. (Kotler and Keller, 2009).
Besides that, the weakness is poor promotions. Promotions strategy plays a

vital role in marketing as it tends to attract consumers' attention and motivate them to
take action or purchase SHARP's products, primarily through E-Commerce. However,
SHARP did not invest too much in product promotions (Byrne, 2018). This situation
can affect Sharp in motivating consumers' intent and weaken the connections with those
loyal customers. This will also make SHARP hardly survive among other competitors
with active promotions, like Samsung or LG (Bhasin, 2019)
2.3.3 Opportunities
One of the opportunities is the increasing demand for technology. For
example, PCs and home appliances from first-time buyers have been continuously
increasing in emerging economies such as China, India, Brazil, and Russia, the global
electronic market due to the growing demand for consumer electronics. This situation
provides SHARP with a potential opportunity to explore these new emerging markets.
Moreover, it can expand its worldwide market share and presence (Dudovskiy, 2012).
Besides that, positive consumer behaviour trends are also one of the
opportunities. Consumers are experiencing an increase in income per capita. This
situation leads to a rise in purchasing power, which improves their standard of living
(Bhasin, 2019). On the other hand, the popularity of online shopping and dependency
on smart gadgets have encouraged consumers to purchase more of SHARP's products.
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The opportunity also includes e-commerce and social media-oriented
business models. The E-commerce business model can help SHARP develop a
partnership with local suppliers and logistics providers in the international market. The
high usage of social media nowadays can help SHARP lower the cost of entering a new
market. This situation might drastically reduce the marketing expense, such as
promotional when reaching out to customers. It can also lead to various crowdsourcing
services and consumer-oriented marketing.
2.3.4 Threaths
One of the threats faced by SHARP is the availability of cheaper
alternatives. The availability of competitor products at lower prices causes intense
competition and makes our product seems more premium. This situation resulted in
consumers will be more intent on buying the products from the other competitors, such
as Panasonic, Midea, or Milux, that offer lower prices. This will also increase price
sensitivity among customers, as some choose based only on price rather than perceived
value and cost analysis.
Another threat for SHARP is intense competition with other competitors, such
as Sony, Samsung, and Toshiba. Those competitors offer more competitive advantages
in terms of the scale of operations and international market presence than SHARP.
Moreover, Apple's rise as a mobile phone and personal tablet market leader boosted the
competition again. As a result, higher competition may result in lower profit margins
and lower revenue, which may disadvantage the company's operations (Lancaster et al.,
2002).
Lastly, the threat is growing environmental concerns. This is due to

government restrictions and standards requiring corporations to reduce the use of raw
materials, energy usage, and omissions in producing electronic devices. In addition,
environmentalists criticise SHARP for its ineffective waste management methods and
failure to incorporate sustainability into business activities. This issue may also have an
effect on SHARP's financial standing.
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2.4.1 Competitors’ Achievement Overview
According to Fortune Business Insights, the floor kind of cleaner category has
the largest market share of robotic vacuum cleaners, owing to intelligent robotic floor
cleaning requirements. The Asia Pacific Robotic Vacuum Cleaner Market Size,
including Malaysia, has seemed a rise from 2.50 billion USD in 2019 to 3.09 billion
USD in 2020. It was also predicted that it would continue to rise in the following year.
(Fortune Business Insights, 2022). There will be two types of competitors for SHARP
Corporation in this profitable industry: direct competitors and indirect competitors.
Direct competitors are defined as any company that offers the same product or services
as you, while indirect competitors refer to a company whose products differ from you
but might meet the exact demand and achieve the same results (Keenan, 2021).
Direct competitors, including Roborock, have been equipped with advanced
technology and various models of robotic vacuum cleaners, either with mopping
technology or without mopping. This brand has a vast customer base because it
previously took first place in Shopee's 10.10 sale (Kee, 2020). Besides, one of the
robotic vacuum cleaners named Roborock S7 has been classified as Malaysia's finest
overall robot vacuum cleaner. Next, Khind is also the powerful local direct competitor
because it is well-known in Malaysia as one of the prominent manufacturers and
marketers of household appliances. It places the brand at the top of the list of Malaysia's
most trusted household appliances (KHIND Holdings Berhad, n.d.). These sentences
showed that Khind has strong brand recognition and high customer loyalty in the home
appliances market. It would be an advantage for them because it could be the primary
choice for customers when buying the robotic vacuum cleaner they have launched
named Khind Robotic Vacuum VC9X6A. Moreover, Samu Giken is part of SHARP
Corporation's direct competitor in the market. They have made their product more
accessible by establishing seven service centres across Malaysia, including East
Malaysia and West Malaysia. Their products also sell at a reasonable price, which suits
their company's mission (Samu Giken, 2021). All of the advantages owned by each
company could threaten SHARP Corporation to launch the new GM6 2 in 1 Vacuum
& Mop Robot Vacuum Cleaner in the market.
Indirect competitors could refer to those companies that produce cordless stick
vacuum cleaners with mapping functions. In addition, other products like robotic
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vacuum cleaners without mopping operation, handheld vacuum cleaners such as
cordless stick vacuum cleaners and canister vacuum cleaners could also be indirect
competitors for SHARP Corporation if the customer only prefers vacuum function.
These products produced by other companies could influence customer choices rather
than SHARP's products. . For instance, Panasonic, Elba, Bosch, Philips, and Dyson.
According to NDTV Gadgets 360, a handheld vacuum cleaner has high mobility that
allows the users to access most sections of their home even where the eletrical plug is
not easily accessible such as in cars and balconies. It also functions well in places that
are not flat compared to the robotic vacuum cleaner. Therefore, companies that produce
cordless stick vacuum cleaners with mopping functions or handheld vacuum cleaners
without mopping functions could create potential competition for SHARP
Corporation.
Direct Competitors Indirect Competitors

Competitors • Companies that • Companies that
produces 2 in 1 vacuum produces cordless stick
& mop robot vacuum vacuum cleaners with
cleaner. mopping function, and
• For instance, Roborock, handled vacuum
Khind and Samu Giken. cleaners.
• For instance, Panasonic,
Elba, Bosch, Philips, and
Dyson.
Location • Available in retail • Available in retail stores
stores and e-commerce and e-commerce
platform such as platform such as Shopee
Shopee and Lazada. and Lazada.
Product • Household cleaning • Household cleaning
category appliances appliances
Table 2: Direct and Indirect Competitors
2.4.2 Competitors’ Product Features

After the main competitors have been identified, we need to analyze the
competitors' product features. It is essential to know the attractive features that drive
the customer to buy a particular competitor's product. We may find the market gaps by
knowing what our competitors sell. Then, fill up the gaps with our product to attract
new clients. You may find market gaps by knowing what your rivals sell. Fill up the
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gaps with your products or services to attract new clients. Next, we will look further to
compare the product features among the competitors to gain some insight.
a) Water Tank Capacity and Dust Box Capacity
Model Khind Robotic Roborock S7 Samu Giken 3-in-1
Vacuum Robotic Vacuum
VC9X6A Cleaner RVCOB11WT
Water Tank 150 300 100
Capacity (ml)
Dust Box 250 470 500
Capacity (ml)
Table 3: Comparison of Water Tank Capacity and Dust Box Capacity Among
Competitors
Water tank capacity determines the availability of house size that a robotic
vacuum cleaner can clean. From table 3, Samu Giken 3-in-1 Robotic Vacuum Cleaner
RVCOB11WT has the smallest water tank capacity (100ml), while Roborock S7 has
the most significant water tank (300ml). For example, Samu Giken 3-in-1 Robotic
Vacuum Cleaner RVCOB11WT and Khind Robotic Vacuum VC9X6A are limited to
use in small apartments only. In contrast, when the water tank capacity is large,
Roborock S7 is long enough for a three-room apartment. Users also no need to refill
the water tank frequently when the water tank is large.
Dust box capacity is also a critical factor that customers will measure when
buying a robot vacuum cleaner, either with a mopping function. When the size of the
dust box is too small, the vacuum cleaner cannot perform the vacuum process
efficiently because it will get stuck quickly. In this case, Samu Giken 3-in-1 Robotic
Vacuum Cleaner RVCOB11WT have the highest dust box capacity with 500ml, while
KHIND ROBOTIC VACUUM is 250 ml.
b) Running Time and Charging Time
Vacuum VC9X6A Robotic Vacuum
Cleaner
RVCOB11WT
Running Time 55-65 150 70
(minutes)
Charging Time 240-300 180 240
(minutes)
Table 4: Comparison of Running Time and Charging Time Among Competitors
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Running time and charging time are the factors that the customers often consider
in the decision making. Customers will be more satisfied with the robotic vacuum
cleaner with the long-running time and less charging time. According to table 4,
Roborock S7 is the most outstanding performer; it has the longest-running time, which
is 150 minutes, while it only takes 180 minutes to the level of full charge compared to
other brand models. However, Khind Robotic Vacuum VC9X6A is not so efficient
because it takes the longest charging time (240-300 minutes), but the performance time
is only 55 minutes to 65 minutes. Users may be disappointed with the robotic vacuum
cleaner's performance because the charging time is quite long, which may require the
users to wait. Thus, these two factors will be the features that SHARP Corporation
should take into consideration to make sure the new GM6 2 in 1 Vacuum & Mop Robot
Vacuum Cleaner is excellent in the running time and charging time.
c) Type of Control
VC9X6A Cleaner
RVCOB11WT
Type of Control Remote App App
Table 5: Comparison of Type of Control Among Competitors
Most robot cleaners, including robot vacuums, now use mobile applications to
give users complete control and independence over their cleaning routine. In
comparision, the use of remote control has gradually been seldom uesd used by the
users due to the flexibility compared to app. According to table 5, all models use the
mobile app to control their robotic vacuum cleaner, except Khind Robotic Vacuum
VC9X6A uses a remote control. Firstly, the Roborock app enables users to create
cleaning zones, set cleaning periods, and add-no go zones and no-mop zones. It also
lets users alter the vacuum power as well as vary the mop scrubbing strength from low
to intense (ZDNet, 2021). Moreover, by using a remote to control Khind Robotic
Vacuum VC9X6A, we can choose numerous cleaning modes, including an auto mode,
spot mode, full go mode and edge mode. However, the Khind Robotic Vacuum
VC9X6A cannot be programmed in the cleaning schedule, so that it could be
inconvenient for the users (KHIND, n.d.). Lastly, the SDJ app is used as a remote for
Samu Giken 3-in-1 Robotic Vacuum Cleaner RVCOB11WT. It has the primary
function of monitoring and controlling the robotic vacuum cleaner, just like the remote
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for Khind Robotic Vacuum VC9X6A, but doesn't have the advanced functionality as
the Roborock app (Samu Giken, 2021). In sum, the Roborock app excels in the type of
control compared to others due it has many unique functions that give the users much
more freedom.
2.4.3 Competitors’ Product Pricing

Model Khind Robotic Roborock S7Samu Giken 3-in-1
VC9X6A Cleaner
RVCOB11WT
Price (RM) 643.90 2399 417
Table 6: Comparison of Price Among Competitors
The competitors' product pricing analysis is an essential step for SHARP
Corporation before setting the price for a new product. A practical pricing study can
increase sales, improve supplier collaboration, and increase revenue (Kuchkanov,
2022). According to table 6, Roborock S7 has set the highest price, which is RM2399;
this model targets the middle or high-income consumer who is willing to pay for the
high-quality and high-status product. The high price may be due to the Lader-based
technology, which is quite expensive compared to Gyroscope. The price for Khind
Robotic Vacuum VC9X6A is the second-highest and is set at RM643.90. Besides,
Samu Giken has set the price of their Samu Giken 3-in-1 Robotic Vacuum Cleaner
RVCOB11WT at RM417, which is the cheapest among them. This has corresponded
to the Samu Giken company's mission to make the products at an affordable price for
all customers. After studying the price of the last two brands, they seem to target the
same market, which are low and middle-income customers who want to buy a cleaning
machine of good quality but within the budget. Hence, SHARP Corporation launched
must decide which target market they wish to pursue before setting the price to avoid
losses and losing competitiveness.
2.4.3 Competitors’ Place Distribution

Model Khind Robotic Vacuum Roborock S7 Samu Giken 3-in-1
VC9X6A Robotic Vacuum
Cleaner
RVCOB11WT
Place • Khind retail • Official • Samu Giken
Distribution stores website retail stores
• Official website
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• E-commerce • E- • Official
platform commerc website
e • E-commerce
platform platform
Table 7: Comparison of Place Distribution Among Competitors

A distribution strategy is a method for making a product or service available to
target customers via the supply chain. A solid distribution strategy may increase your
sales and earnings. Overall, there are three main distribution channels: direct selling,
selling through intermediaries, and dual distribution.
Based on table 7, most brands choose their official website and e-commerce
platform to sell their robotic vacuum cleaner with mopping in Malaysia. Additionally,
Khind and Samu Giken also choose their authorized retail stores as one of their
distribution centres. The central e-commerce platform selected by all competitors is
Shopee and Lazada because the visits for these two platforms are huge. According to
Statista (2021), Shopee, Lazada, and PG Mall were the most popular e-commerce sites
in Malaysia, with Shopee leading the way. In addition, Shopee was the most popular
online shopping portal in Malaysia and Southeast Asia, with over 54 million clicks. The
distribution method selected by those competitors is considered direct selling because
these companies deliver items directly to clients without intermediaries. Customers can
gain several benefits from direct selling, including direct contact with the seller,
guaranteed after-sales service or the right to cancel the purchase within a specific time
frame (Estonian Direct Selling Association, 2021). These could help businesses build
customer loyalty and maximize their satisfaction to stick with the brand for an extended
period. (Bhasin, 2020).
Hence, SHARP Corporation could fully utilize its direct and indirect selling
methods in the current Malaysian market. They already owned their existing SHARP
Corporation official website and e-commerce platforms such as Shopee and Lazada. In
contrast, the available retail stores for the SHARP brand are Harvey Norman and
Senheng are already exist. This could be an advantage for SHARP as none of the
competitors above has implemented indirect selling for their robotic vacuum cleaner.
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2.4.4 Competitors’ Promotional Activities
Model Khind Roborock Samu Giken
Promotional • Advertising • Public • Advertising
Strategies • Sales relations • Sales
promotion • Advertising promotion
• Sales
promotion
Table 8: Comparison of Promotional Activities Among Competitors
Promotion helps a company get the attention of its target audience, stimulate
their interest in its products and services, build demand, and encourage people to buy
from them (Trillo, 2022). Therefore, studying competitors' promotional activities is
crucial to understanding how they promote their products and services. For example,
Roborock uses public relations, advertising and sales promotion, while Khind and
Samu Giken applied for only two types of promotional tools: advertising & sales
promotion.
Public relations engage with a company's target market to promote awareness

of your company, build and manage its reputation, and build customer connections.
(Business Queensland, 2017). Roborock has collaborated with various media
influencers to raise awareness of the brand and make Roborock a desired and
trustworthy lifestyle brand that stays loyal to its mission. For example, Roborock has
collaborated with lotus823, helping Roborock receive an additional over 3.4 million
impressions in front of key target audiences (lotus823, 2021). In addition, the SHARP
Corporation could collaborate with multiple public relations agencies in Malaysia to
enhance brand awareness, which helps boost brand choice and build customer loyalty
so that brand equity can be improved.
Moreover, advertising is one of the common promotional activities which will

publicize your products and services, attract consumers, and create sales. (Business
Queensland, 2022). All of the brands adopt social media strategies to advertise their
product, including the robotic vacuum cleaner. As advertisement aims to generate sales,
social media marketing has proven to be a profitable sales channel for many firms. For
instance, Khind Robotic Vacuum VC9X6A has been advertised through videos on
Youtube and posted on Instagram under Khind Malaysia (Khind Malaysia [Khind
M'Sia], 2019). Social media marketing helps the target client gain the latest information
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or promotion in real-time, which is more valuable than traditional advertising such as
newspapers and magazines. Hence, SHARP Corporation can choose online
advertisement to make sure the existing customer and new customers are alert to the
new product. Creating advertisements through Facebook, Instagram, and YouTube is a
cost-effective approach to getting in touch with potential customers in Malaysia's
market. Traditional advertising also cannot be ignored because the new product must
be able to get as much attention as possible.
Sales promotion has been categorized as one of the essential components of the
promotion mix, which is used to promote brand recognition and create demand for
particular items. There are various type of sales promotion such free shipping, free
products or flash sales. Roborock, Samu Giken and Khind have chosen flash sales as
their type of sales promotion in promoting their robotic vacuum cleaner with mopping
function. For instance, Besides, Samu Giken also conducts a 43% off for their Samu
Giken 3-in-1 Robotic Vacuum Cleaner RVCOB11WT, which helps the consumer to
save up to RM303, and it is already stated out of stock during the promotional period.
Thus, the SHARP Corporation can consider flash sales and other types of sales
promotion as their sales promotion.

New Product Survey: SHARP GM6 2 in 1 Vacuum and Mop Robotic Vacuum
Cleaner
We randomly surveyed 50 respondents via Google Form Survey to collect data
regarding our new product, and the results are as shown below:
2.5.1 Respondent Demography
2.5.1.1 Age
Among all the respondents, 23 respondents belong to the 21-30 age group, with
46% of the total respondents. Following that, we have 11 responders (22%) who belong
to the 51- 60 years of age group. Next, 7 responders from the 21-40 years of age group,
accounting for 14% of the total. Furthermore, we have 6 responses from the 41–50-
year-old age group, accounting for 12% of the total. Finally, we have three respondents
under the age of 21, who represents 6% of the data. None of our respondents was 60
years and above.
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2.5.1.2 Gender
The majority of the respondents are female, with 39 respondents making it 78%
of the total. In comparison, male respondents make up 22% of the total, with 11
respondents. Therefore, female respondents make up a more significant proportion of
the data.
2.5.1.3 Nationality
Based on our survey, all our respondents (55) are Malaysians accounting for
100%.
2.5.1.4 Academic Qualification

Among all our respondents, 31 respondents or 62%, are undergraduates. In
addition, there are 8 diploma graduates among the respondents accounting for 16 of the
total. In contrast, 12% or 6 respondents are foundation students. Finally, 5 respondents
representing 10% of the total are postgraduates with a master’s or PhD qualification.
2.5.1.5 Occupation
Among all the 50 respondents, most of our respondents are students (22),
accounting for 44% of the total, followed by private-sector employees with 30% and
22 respondents. Next, 16% or 8 of the respondents are self-employed and work at their
own company. Next, we have government employees and retired respondents with the
same number, which is 2 respondents each and 8% in total. Finally, we have one
unemployed respondent accounting for 2% of the data.
2.5.1.6 Monthly Salary

Based on the surveyed respondents, the majority (23) earned RM 1000 and
below, accounting for 46% of the total. 26% or 13 respondents earns RM 5000-RM
10,000 in a month. Next, 12 respondents earn RM 2000- RM 4999 per month, making
it 24% of the total. We have two respondents earning around RM 1001- RM 1999,
accounting for 4% of the data. Finally, we do not have any respondents whose monthly
salary is more than RM 10,000.
2.5.2 Experience Using SHARP's Product
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2.5.2.1 SHARP Brand Acknowledgement among respondents
We have asked few questions in our survey to collect information about the
consumers' experience using SHARP's product. The first question asked is, "Have you
ever heard of the brand SHARP before"? According to the responses, we found out that
96% of the respondents, which accounts for 48 respondents, have heard of the brand
SHARP while the other 4% or two respondents are not familiar with the brand SHARP.
2.5.2.2 Usage of SHARP's Product
We questioned our respondents, "Have you ever used any of SHARP's
products?" to determine how often consumers use Sharp's products. In this section, the
respondents could choose more than one option. According to the table above,
respondents used SHARP's television the most, with 26 respondents accounting for 52
percent of the total. Next, home appliances, including refrigerator, chest freezer,
washing machine, vacuum cleaner, hot shower, and iron, have the second-highest usage
among respondents (22), accounting for 44% of the total. Furthermore, 28% or 14
respondents have used SHARP's kitchen appliances before, including healsio, steam
oven, microwave oven, electric cooker, oven toaster, rice cooker, kettle, blender mixer,
and electric oven. Air care products such as air purifier, air conditioner, air coolers and
fans accounted for 18% or 9 respondents. Other SHARP products such as Dynabook,
air solution, interactive whiteboard, multifunction printer, and professional LCD
monitor accounted for 8%, or 4 respondents have used it out of total. Finally, six
respondents accounted for 12% who have never used any of SHARP's products before.
2.5.2.3 Owing SHARP's Product

We questioned our respondents "How many SHARP products do you own?" to
gather information about how well used is SHARP's products in the daily household.
From the survey, we know the majority of respondents (46) possess at least 1 SHARP
product accounting for 46%, followed by 28% or 14 respondents owing at least 2
SHARP products. Next, 7 respondents answered that they do not own any SHARP
product accounting for 14%. Finally, the option of owning 3 and 4 products have the
same number of respondents (3), accounting for 6% of the total.
2.5.2.4 Experience using SHARP's Product

We questioned our respondents, "How is your experience using SHARP's
products"? to gather information about how good SHARP products' quality is and how
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well it satisfies customer needs. We prepared a linear scale for the respondents to
choose with number 1 representing not satisfied and number 5 representing very
satisfied.
Based on the survey, we found out the majority of the respondents (26) are
delighted with SHARP's products accounting for 52% of the total. Furthermore, 18
respondents, or 36%, are satisfied with the products, while 12% or six respondents are
not sure about their experience. None of the respondents is dissatisfied with SHARP's
product.
2.5.3 New Product - SHARP GM6 2 in 1 Vacuum & Mop Robotic Vacuum
Cleaner
2.5.3.1 Interest in our new product

This section asked the respondents if they were interested in the new product
we are launching- SHARP GM6 2 in 1 Vacuum& Mop Robotic Vacuum Cleaner. This
will be SHARP’s first robotic vacuum cleaner to be established. Based on our responses,
all of our 50 respondents are interested in the new product accounting for 100%.
2.5.3.1- Unique Features of SHARP GM6 2 in 1 Vacuum and Mop Robotic Cleaner
We questioned our respondents to know why they were interested in our new
product. In this section, the respondents could choose more than one option. We
provided the product’s unique features such as operating using Alexa Voice
Control/Google Voice, using solar energy to work, having a UV light system to kill
bacteria/ virus/ gems, adjustable water level for mopping, auto return to the docking
station, auto recharge itself and1 year warranty for free service in SHARP stores.
Among these options, the respondents (39) chose to have a UV system to kill bacteria/
virus/ gems as the biggest contributor to consider the product accounting for 78%. Next,
the auto-recharge feature attracted the respondents (38) to evaluate our product
accounting for 76%. Continually, the characteristics of operating using Alexa Voice
Control or Google Voice attracted 34 respondents accounting for 68%. Next, the feature
uses solar energy to operate, and auto return to the docking station received the same
number of respondents (31) with 62%. While 22 respondents chose adjustable water
level for mopping as one of the reasons to consider this product was, accounting for
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44%. Lastly, 21 respondents chose a 1-year warranty for free service in SHARP stores
to evaluate the product accounting for 42%.
2.5.3.2 Product Purchase

In this section, we questioned our respondents, “Where would you like to buy
new products?” to gather information about how to distribute our products to reach the
customers. In this section, the respondents could choose more than one option. The
survey found that the respondents (37) prefer to purchase our product at consumer
electronic retail chain stores such as Sen Q and Harvey Norman the most, accounting
for 74%. Next, online platforms such as Shopee and Lazada and the SHARP official
store received an equal number of respondents (36), accounting for 72%. Finally,
respondents (28) chose SHARP official website as the least preferred option to purchase
our products, accounting for 56%.
2.5.3.3 Product Price

We asked our respondents about, “What price range are they willing to buy our
product?” to optimize the pricing strategy for our new product. In this section, the
respondents could choose more than one option. Based on the survey, most respondents
(37) prefer the product price below RM 1000, accounting for 74% of the total. Next, 11
respondents chose the RM 1000- RM 2000 price range accounting for 22% of the total.
The price range RM 2001- RM 3000 and other price ranges below RM 500 received
the same amount of respondents (1), accounting for 2% of the total.
2.5.3.4 Product Advertisement

In this last question, we asked our respondents, “Where would they like to see
the advertisement for this product”? to ensure our new product catches the public
attention. In this section, the respondents could choose more than one option. The
survey results indicated that the respondents (41) chose TV and social media
advertisements as their most preferred options, accounting for 82% each. SHARP could
do the social media advertising on social media platforms such as Facebook, Instagram,
Twitter, and YouTube in video form or just the product picture. Next, the respondents
chose SHARP’s social media account as their third preferred option to publicize our
product, with 39 respondents accounting for 78%. SHARP’s social media account
consists of SHARP’s official Facebook and Instagram pages, where the new product
22
advertisement can be viewed by its followers. News advertisement received 14
respondents or 28% of the total. Lastly, flyers are the least preferred way of advertising,
with only 12 respondents choosing it, accounting for 24%.
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3.0 Product-Market Focus
The new product that we would like to produce is a robotic vacuum cleaner. Our
robotic vacuum cleaner is called SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum
Cleaner or simply GM6. We are launching a feature-rich robotic vacuum cleaner that
will be unique in the current market. First of all, GM6 supports voice control. This is a
great benefit for users who are not good at using remote controls or looking for
convenience. At the same time that remote control is provided, GM6 still can control
using a smartphone. Next, GM6 comes with a UV light system that helps kill bacteria,
viruses, and germs. Mapping technology is included in one of our robotic vacuum
cleaner's features. Customers only need to click on the start button to get our GM6
started, which will clean the entire space. Our robotic vacuum cleaner provides the
mopping function where customers can control the water level whether to activate or
deactivate the mopping function. Once the area has been cleaned, GM6 will auto-return
to the docking station. Although GM6 has many features, it will not bring any issues
with that high electricity to charge. GM6 supports solar energy to charge or use power
where it definitely will save much on electricity.
According to the Ansoff matrix, product development is the type of growth

strategy used for our new product. Product development is a growth strategy where our
company will focus on introducing new products to the current target market. SHARP
is a company that mainly produces electronic application equipment. SHARP has
introduced some models of robotic vacuum cleaners in the past few years. However,
the robotic vacuum cleaner's features still lack competitiveness compared to the other
competitors. Therefore, a new model of robotic vacuum cleaners with rich features will
be introduced to the existing market. The new robotic vacuum cleaner model will bring
many advantages and convenience to the consumers who purchase.
In the future, if GM6 can increase the number of existing customers, we will
implement a benefits package for all GM6 purchasers. All GM6 purchasers will be
entitled to a free gift worth up to RM200 when purchasing other products from Sharp.
To receive the freebies, purchasers must show their GM6 guarantee card to the staff.
Besides that, we also plan to collaborate with LINE FRIENDS. LINE FRIENDS is a
global brand and a world-famous creative company that has created some of the most
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well-known characters in the world. In collaboration with LINE Friends, we will be
launching a silicon night light designed with the characters of LINE FRIENDS and will
be given as a limited edition gift to consumers who purchase the GM6.

a. To improve people's lives by using Sharp Corporation’s product
b. To use advanced technology and a commitment to innovation, quality, value,
and design.
c. To launch a features-rich robotic vacuum cleaner with budget-friendly
d. To increase the number of customers in existing markets

Now, SHARP Corporation recently published its new corporate motto, "Be
Original", reflecting the company's vision to become an inspiring global brand (Healso
& Plasmacluste, 2016). SHARP's promise to its international customers is to "Be
Original." Sharp is dedicated to being a people-oriented company that consistently adds
value to its customers. Sharp will introduce unique and innovative products and services
to meet customer needs and allow them to enjoy the convenience that technology
provides as part of this goal.
In accordance with the vision of the Sharp company that improves people's lives
through the use of advanced technology and a commitment to innovation, quality, value,
and design, we came up with our new product, which is the Sharp GM6 2 in 1 Vacuum
& Mop Robot Vacuum Cleaner. Our company will target customers through
segmentation methods such as demographic, psychographic, benefit and firmographic.
Market segmentation is a marketing approach that identifies specific groups of
customers so that certain items or product lines may be presented to them in a way that
appeals to their preferences (Tarver, Khartit, & Perez, 2022).
1) Demographic segmentation
We intend to concentrate on selling our new product to Malaysian consumers.
Our target demographic is the customer's age range of 18 to 60. Besides, our products
are highly recommended for spacious houses with carpets and families with children.
In addition, with the function of the UV light system to kill bacteria, viruses and germs,
it is preferred for people with sensitive skin, especially a family with a baby.
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2) Psychographic segmentation
Psychographic segmentation is focused on your customers' personalities and
interests. For example, we suggested our robotic vacuum cleaners to people allergic to
dust and pet owners. Next, the Sharp GM6 2 in 1 Vacuum & Mop Robot Vacuum
Cleaner is also suitable for consumers that want to upgrade their lifestyle in doing house
chores because it makes home cleaning more manageable and efficient.
3) Benefit segmentation
Benefit segmentation refers to grouping items based on their perceived worth
or advantages to the end-user. Customers may place varying values on the product's
numerous value propositions. We recommend our products to busy households with
little time to clean after a long day at work. The robotic vacuum cleaner helps them
save valuable time and avoid paying for cleaning services.
4) Firmographic segmentation
Firmographics are the attributes of firms or businesses. Firmographics are to
firms and investors what demographics are to people (Smith, 2022). We also
recommend this GM6 product to companies or business owners, such as offices, hotels,
resorts, and pet shop owners. Our new products' sophistication and variety of functions
can make cleaning easier.
To summarize, our product is ideal for Malaysian consumers who want to simplify their
daily cleaning routine through technological advancements.
3.4 Differentiation and Positioning

3.4.1 SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum Cleaner
Differentiation:
• Alexa Voice Control
• Use solar energy to charge or use power
• Have UV light system to kill bacteria, virus, germs when vacuum
• Remote control via smartphone
• Mapping technology (i.e. sophisticated navigation system)
• Auto-return to docking station
• Can adjust water level for mopping
26
Firstly, the differentiation of Sharp GM6 2 in 1 Vacuum & Mop Robot Vacuum
Cleaner compared to other brands is that our product has access to Alexa voice control.
Alexa's rich language understanding by using a microphone, so customers can have a
more natural interaction directing their robot vacuum using their voice to schedule
cleaning routines (Ackerman, 2021). For instance, "Alexa, tell GM6 to clean the kitchen
every weeknight at 7 pm". Furthermore, our robotic vacuum cleaner can charge or use
power from solar energy. The solar energy will be stored in the docking system. This
function will save electricity and make it more environmentally friendly.
Moreover, our product also came up with a UV light system that can kill bacteria,
viruses, and germs when vacuumed. This function is necessary for everyone during the
pandemic, especially for families with kids. The UV light system is also suitable for
people who have sensitive skin. In addition, the product has a remote control via
smartphone that allows customers to automate routines, schedule cleaning jobs, and
control how their home is cleaned efficiently.
Besides, the robotic vacuum cleaner also developed mapping technology with a
sophisticated navigation system. As a result, the product knows more about location
with maps, object recognition, and all kinds of complex and intelligent behaviours. Next,
the vacuum will automatically return to the docking station after cleaning. Lastly, our
models also provide mopping functions that can adjust the water level for the
convenience of the consumers.
3.4.2 SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum Cleaner Positioning
We want to achieve our customers' needs by providing better quality,
performance, and service. The Sharp GM6 2 in 1 Vacuum & Mop Robot Vacuum
Cleaner minimises the consumer's energy consumption when cleaning. The growing
demand for a robotic vacuum cleaners in the global market is due to an increase in
people's awareness of the importance of maintaining a clean environment and their
standard of living (Bohatala, 2021). Furthermore, due to the pandemic, our robotic
vacuum cleaners that provide UV light systems are beneficial because they will keep a
clean environment quickly and easily.
It is also an energy-efficient and eco-friendly technology because it uses solar
energy that is related to Sustainable Development Goals 7 (SDG7). SDG 7, which
27
focuses on affordable and clean energy, has three main goals: to invest in solar, wind,
and thermal power, to improve energy productivity, and ensure energy for all. This is
because energy efficiency and increased use of renewables benefit preventing climate
change and disaster risk. Thus, our product GM6 is highly recommended because it can
save electricity.
It also has excellent navigation systems to help it perform its functions
efficiently. In addition, the product is equipped with laser and infrared sensors to detect
the direction of the cleaning process. Our new product also takes less time to charge
and makes its operation simpler for customers. Lastly, the Sharp GM6 2 in 1 & Mop
Robot Vacuum Cleaner will satisfy customers as it can save time for home cleaning
tasks and make home cleaning more manageable and efficient.
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4.0 Marketing Programs
Core Customer Description

Value
Brand Name SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum Cleaner
Design Navigation type: Lidar-based mapping
Mapping technology: Sophisticated navigation system
After-sales Repairs are available at any Sharp stores within 1 year warranty
service periods
Features ● Able to schedule cleaning time using remote control or

App
● Automatic recharge
● Capable of interacting with the vacuum cleaner via voice

control-Alexa voice control
● Utilise UV light system to eliminate bacteria, viruses,

and germs, which is critical during a pandemic.
● Water tank capacity:300ml
● Charging time: 180 minutes
● Working time: 120 minutes
● Battery capacity: 2,600 Pa
● Climb Capability: 1.7 cm
● Colour: Black & White
● Size: 31.5 x 31.5 x 7.9cm (L x W x H)
● Loudness: 40-50dB
Table 9: Product Specification
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SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum Cleaner Sample Design
Based on the survey result that our group conducted, the most attractive feature
among customers has a UV light system for killing bacteria, viruses, and germs. This
is due to the fact that over 78%, or 39 respondents, found this characteristic to be the
most attractive for GM6. In the unusual period of Covid-19, a robot vacuum cleaner is
recommended to have a UV light system, as customers may bring in unknown bacteria,
viruses, or germs from outside. GM6 will aid in cleaning while releasing ultraviolet
light around the house to eliminate it. Along with our other features, the GM6 can meet
our customers' current needs and compete with other products on the market.
Diagram 3: Sample SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum Cleaner
Above is a sample of the GM6 design in both white and black, as well as our
most competitive feature, UV light disinfection. GM6 includes a UV light in the
vacuum cleaner's base that sterilises effectively.
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4.2 Price Strategy
When SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum Cleaner is launched,
the price strategy that applies is market-penetration pricing. This approach is our initial
attempt to offer a low-priced product compared to other competitors to grow the
company's market share and quickly attract customers away from competitors.
Extraordinary market penetration strategies can boost our new product visibility in
previously untapped geographies and market categories. SHARP Corporation can
positively impact the company's top line when market penetration plans are correctly
implemented. We chose penetration pricing over skimming pricing because skimming
pricing provides a high price for a low-quality product, which invariably ends in
unsatisfied customers, resulting in lost revenue and diminished customer loyalty.
Additionally, economy pricing is inappropriate for our new product since we may
struggle to maintain a high-profit margin due to the product's low price and quality.
Finally, the premium pricing strategy is incompatible with the launch of our new
product. Therefore, penetration pricing is the best strategy when SHARP GM6 2 in1
Vacuum & Mop Robot Vacuum Cleaner enters the market.
We prefer to implement discount and allowance pricing for the price adjustment
strategies and price changes. Discounts are price reductions on a product in order to
generate or boost sales. The discount that we choose for our new product is percentage
sales. A percentage sale is when a specified proportion of its value discounts an item.
For example, we will offer customers who are members of SHARP Corporation a 30%
discount on purchases. The 10% discount will be given to all customers whether they
purchase it in Sharp's stores or through official online stores. Discounts serve as a tactic
to draw more new and returning customers to our store, as people prefer to buy products
on sale.
Next, psychological pricing is the method we choose to use. It is a typical

corporate practice to set pricing that is less than a whole number. According to
psychological pricing theory, customers will frequently perceive a slightly lower price
as lower than it is. For example, we strive to use RM 859.99 for our new product instead
of RM 860.00 because most customers prefer lower-priced items. Therefore, this
strategy will lead to an increase in profit.
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Promotion is a component of the marketing mix or is represented by integrated

marketing communications (IMC), and it conveys to the user a company's product,
brand, or service. Marketers communicate the distinctive value of the product or service
to the customers to demonstrate how diverse and superior it is compared to its
competitors. A company uses a promotion mix, a marketing communications mix that
is a blend of various promotion tools to communicate customer value and build
customer relationships persuasively. In this context, we have considered applying three
promotional tools for our new product SHARP GM6 2 in 1 Vacuum and Mop Robotic
Vacuum Cleaner: advertising, sales promotion and direct and digital marketing.
4.3.1 Advertising
Advertising encompasses any methods by which a company pays to broadcast

its message. Advertising allows a seller to reach many geographically diverse buyers
for a low cost per exposure and enables the seller to repeat a message multiple times.
We will be advertising our product through television and newspapers.
We will advertise our product on television through various widely watched channels
such as Astro Awani, TV1, TV2, and TV3. This advertisement will be in multiple
languages such as Bahasa Malaysia, English, Mandarin and Tamil to reach audiences
of various races. The ad will highlight our product's unique features, such as having a
UV light system to kill bacteria/viruses/ gems, using solar energy to operate, etc. We
will also broadcast our advertisement in the business segment of news in various
languages. The TV ad is one of the best ways to make our product and brand reach the
public. Because viewers spend more time on television, especially during the pandemic,
people started to engage more with television to spend their leisure time.
Apart from that, we will also advertise our new product through various
languages newspapers such as TheStar, Sin Chew and Berita Harian. Newspaper
advertisement is very cost-effective compared to the other ways of advertising. The ad
can be customized to any budget and is the ideal medium for brand awareness.
Newspapers such as TheStar and Sin Chew have loyal customers over the years that
could help the SHARP brand to build its reputation through ads for their products. It
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also allows the company to have flexible advertising where SHARP company can
choose the size and design they want for their product.
4.3.2 Sales Promotion
Sales promotion is a short-term incentive given to the buyers to encourage

purchasing or selling a product or service. The incentives include coupons, contests,
discounts, premiums, etc. For example, we will provide discount coupons, conduct
flash sales and organize a roadshow to attract the public to consider buying our product.
Our company plans to give discount coupons to those who purchase our SHARP
GM6 2 in 1 Vacuum and Mop Vacuum Cleaner. We will give away a 10% discount
coupon to 50 early birds. This is executed by providing a promo code "SHARP GM6"
to the early birds, and they have to activate their SHARP user's account and redeem
their coupon. This coupon will be valid for one month, and this is to persuade the
customers to buy our product instantly to boost our sales.
Next, we plan to conduct a roadshow in malls such as Pavilion, One Utama and
KLCC to propel our brand and product even more while engaging with audiences in a
live show. We will place our booth in the middle of the ground floor as it is the most
strategic location. The roadshow promoters representing SHARP will interact with the
public and give a detailed explanation about our product while showing them the actual
product. The promoters will do a demonstration of our product to show the audience
how the product functions, which also highlights the unique features of the product.
This will gain the audience's trust as they will be more confident while buying the
product. We will organize a booking of the product after the demonstration and provide
the buyers with a SHARP tote bag with notebooks, pencils, pens, etc.
Apart from that, we also plan to make flash sales for our new product. Flash
sales is a discount or promotion given for a short period. We will be making flash sales
at 20% during the Raya celebration at the SHARP official electronic store. Customers
who purchase our new product at any SHARP official electronic store will receive a
10% discount within one month of the Raya celebration. Flash sales are immensely
influential in boosting sales if it's done during a strategic period when the demand is
high. It is also an excellent opportunity to increase brand awareness as it will increase
the SHARP brand store's visibility from the consumer's perspective.
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4.3.3 Direct and Digital Marketing
Direct marketing is communicating a company's product directly to the public

without the involvement of third parties such as mass media. Direct marketing used to
do through emails and catalogues, but due to the technology enhancement, we now
promote our product directly via various social media platforms. The social media
platform we plan to use is SHARP's official Instagram, Facebook, and Twitter pages.
As stated above, we will promote our product in a short ad of 30 seconds on social
media platforms. We will also promote our product via a YouTube ad of 30 seconds on
videos uploaded on YouTube. This will help us reach a broader range of audiences who
probably hadn't thought about this product before. According to the survey, we found
that most respondents preferred this advertising method too. Most people now own their
social media accounts and spend most of their time on it. Hence advertising our new
product on various social media platforms will gain the public attention faster than other
ways.
4.4 Place (Distribution) Strategy
Diagram 4: Place Strategy for SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum
Cleaner
Distribution, which is defined as the process and techniques by which items or services
reach clients, is another important aspect of marketing. In times of need, distribution is the
component that helps consumers and users locate and keep items from those producers or
suppliers (Belyh, 2020). The location of offered items and services for sale or purchase is
referred to as placement. Buyers can purchase products or services on the market, either
physically or virtually. A company's placement or distribution strategy, on the other hand, is
the way it distributes its products and services through various channels and networks to reach
34
the end consumer, either directly or indirectly (Fernando, Drury, & Schmitt, 2022). As a result,
the place must be appropriate and convenient for the customer.
SHARP will employ an intensive distribution strategy by placing the new product in
our retail stores. SHARP Corporation has a very wide range of networks. It operates in
approximately 30 countries and distributes its products in over 160 countries (Healsio &
Plasmacluste, 2016). SHARP has been present in Malaysia for over 25 years and is still growing.
Besides, SHARP also has an extensive network of dealers and distributors. As a result, we will
also place our product in Malaysian retail stores such as Harvey Norman and Senheng, which
use the indirect selling method. Our products will be better known and more accessible to
consumers because Harvey Norman is a leading household store in Malaysia and Senheng is
the largest consumer electronics store in the country (Isoraite, 2016) . Thus, with a large number
of retail stores, customers can come and see our GM6 vacuum SHARP products and buy them.
Additionally, our products will be sold on SHARP's official e-commerce platform,

eSHARP. Our eSHARP platform represents a "second floor" retail business concept for our
customers to shop at and extends our authorised dealers' physical store presence, and
complements their business. Due to the pandemic causing safety and health concerns, we
understand that our customers want more accessible access to their favourite SHARP products
and our new product, GM6. Customers can have a safe online shopping experience and peace
of mind knowing that genuine SHARP products are only available from authorised dealers.
This strategy will assist our dealers in increasing online revenue and customer engagement.
Finally, the SHARP GM6 2 in 1 Vacuum & Mop Robot Vacuum Cleaner will be
available on e-commerce sites such as Shopee and Lazada. According to Statista, the most
popular e-commerce sites in Malaysia were Shopee, Lazada, and PG Mall, with Shopee leading
the way. The Shopee and Lazada platforms have a large number of customers. As a result, it
will be an ideal platform for launching our new product, GM6. We will place our new GM6
products and other SHARP products with authorised distributors on the e-commerce platform.
It is beneficial to purchase products from authorised dealers because the sales personnel will
provide you with all the necessary information. Next, customers can benefit from indirect
selling in various ways, including direct contact with the seller, guaranteed after-sales service,
and the right to cancel the purchase within a specific time frame.
35
5.0 Financial Data and Projections
Population size for 2023
Current population stats for 2021 for age group from 20 to 59 years old in Malaysia.
('000)
20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59
3,089.8 3,194.0 2,876.4 2,598.1 2,062.1 1,779.8 1,637.2 1,484.4
Total of the population = 18,721.9 (18,721,900)
Projected population growth by 4% for the first year ending December 2023 .
18,721,900 + 748,876 =19,470,776
Projected population growth by 4% for the second year ending December 2024 .
19,470,776 + 778,831 = 20,249,067
（a）Ending December 2023 (First Year) And Ending December 2024 (Second
Year)
First Year
Population Size: 19,470,776 (20 to 59 years old)
Penetration rate: 15% of population use robotic vacuum cleaner
Second Year
Population Size: 20,249,067 (20 to 59 years old)
Penetration rate: 15% of population use robotic vacuum cleaner
Formula to calculate market demand: Q = n x q x p

Q = total market demand
n = number of prospective buyers in the market
q = quantity purchased by an average buyer per year
p = price of an average unit
36
Selling Price and Recommended Retail Price
Market Demand for First Year Market Demand for Second Year
n = 19,470,776 x 15% n = 20,249,067x 15%
= 2,920,616 = 3,037,360
q = 1 robotic vacuum cleaner being q = 1 robotic vacuum cleaner being
purchased purchased
p = RM859.99 p = RM859.99
Q volume = n x q Q volume = n x q
= 2,920,616 x 1 = 3,037,360 x 1
= 2,920,616 units = 3,037,360 units
Q value = 2,920,616 x RM859.99 Q value = 3,037,360 x RM859.99
= RM 2,511,700,554 = RM 2,612,099,226
Sales Estimate: Sales Estimate:
2,920,616 units x 5% x RM 621.38 3,037,360 units x 5% x RM 621.38
= RM 90,740,618.50 = RM 94,367,737.84
Mark-up Price (MUP) = ____Unit Costs______

1- desired return on sales
Item RM MU% Calculation

Producer’s Cost 403.90 MUPw = 403.90/(1-0.35) =
RM 621.38
+ Producer’s Margin 217.48 35%
Wholesaler’s Cost 621.38
(Mark-up Price
wholesaler )
+ Wholesaler’s 109.66 15% MUPr = 621.38(1-0.15) =
Margin RM 731.04
Retailer’s Cost 731.04
(MUPr)
+ Retailer’s Margin 128.96 15% MUPc = 731.04/(1-0.15) =
RM 860.00
Consumer’s cost 859.99
(MUPc) / ≈ 860
37
Recommended Retail
Price
Channel layers and mark up pricing
Producers/Manufactures Wholesaler / Distributors Retailers End Consumers
Producers/ Manufacturers Price Wholesale Price Recommended Retail
Price
RM 621.38 RM 731.04 RM 860.00
38
5.2 Projected Profit and Loss Statement
Profit and Loss Statement for year ending December 2023 & December 2024
December 2023 December 2024
RM RM % of RM RM % of
sales sales
Net Sales 90,740,619 100 % 94,367,738 100 %
(-) Cost of 36,296,248 40% 37,747,095 40%

Goods Sold
Gross 54,444,371 60% 56,620,643 60%

Margin
(-)
Marketing
expenses
Advertising 1,547,065 1,516,784
(60%)
Sales 17,200 1,564,265 377,600 1,894,384
Promotion
(40%)
Net Profit 52,880,106 54,726,259
Before Tax
39
5.3 Marketing Expense Budget
Advertising and Sales Promotion Year One (Jan 2023-Dec2023)
Expenses
Percentage (%) Pricing (RM)
Advertising 100 1,564,265
Print (Newspaper)
TheStar 31,500/month
Sin Chew 33,000/month
Berita Harian 55/month
Estimate Print Advertisement 20 451,885
Television Advertisement
TV1 775/month
TV2 775/month
TV3 6,000/month
Astro Awani 5,300/month
Estimate Television Advertisement 30 77,100
Online
SHARP’s Facebook *CPC 11.00
SHARP’s Instagram *CPC 2.20
Facebook Ad *CPC 4.20
Instagram Ad *CPC 2.64
YouTube Ad *CPC 1.32
Estimate Online Advertisement 50 1,018,080
Sales Promotion 100 17,200
Discount Coupons 100 17,200
*CPC: Cost-per-click
40
Advertising and Sales Promotion Year Two (Jan 2024- Dec 2024)
Expenses
Percentage (%) Pricing (RM)
Advertising 100 1,894,384
Print (Newspaper)
TheStar 22,300/month
Sin Chew 33,000/month
Berita Harian 48.00/month
Estimate Print Advertisement 30 442,784
Television Advertisement
TV1 775/month
TV2 775/month
TV3 3,000/month
Astro Awani 4,770/month
Estimate Television Advertisement 20 55,920
Online
SHARP’s Facebook *CPC 11.00
SHARP’s Instagram *CPC 2.20
Facebook Ad *CPC 4.20
Instagram Ad *CPC 2.64
YouTube Ad *CPC 1.32
Estimate Online Advertisement 50 1,018,080
Sales Promotion 100 377,600
Roadshows 40 15,000/month
Flash sales 20 279,200
Free Gifts 40 8,400
41
The two tables above illustrate the marketing expense budget of SHARP GM 6 2
in 1 Vacuum& Mop Vacuum Cleaner for two years, which are 2023 and 2024. A
marketing expenses budget estimates the cost involved in promoting a product.
Therefore, a marketing expenses budget is essential to a company to ensure the
company has a sufficient amount of capital to invest in promoting the product. In
addition, a well-planned marketing expenses budget will ensure the invested capital is
not wasted, and the company can keep track of the financial flow.
SHARP Corporation Berhad will use a few marketing tools to promote our new
product, including online and print advertising and sales promotion, to gain the public’s
attention.
42
6.0 Implementation Plan
6.1 Implementation Plan for Year 1 (January 2023-December 2023)
Implementation Plan For SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum
Cleaner
Month / Jan Feb Mac Apr May June July Aug Sep Oct Nov Dec
Activities
Launch
Product
TV
advertising
Print ads
Social
media
advertising
Social
media post
Discount
Coupons
Table 10: Implementation Plan for Year 1
SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum Cleaner is planned to be
launched at the beginning of 2023, starting from January. So, we will focus on the
advertisement to ensure the public is aware of our new product. Moreover, it could
ensure that SHARP's current and potential customers could identify the new product's
existence. We will start advertising on TV, in newspapers, and on social media such as
Youtube, Instagram and Facebook. Since the number of users of social media keeps
increasing dramatically day by day, thus we will advertise more on social media
because it is cost-effective. Due to the fee of advertising on social media being less than
TV and print advertisements, it will be advertised for the whole year to ensure the
exposure of our new product is wide enough among the buyers. Besides, we will also
conduct some promotion activities by giving a 10% discount coupon to 50 early birds
on April and May. As the coupons are only valid for one month, thus it will be able to
encourage the customers to purchase our product within the period. It is an effective
way to generate our revenue in a short-time period. A promotion strategy promotes
brand recognition and creates demand for particular items. It makes sense of urgency,
attracts new leads, and keeps existing consumers engaged since it is time-limited.
43
6.2 Implementation Plan for Year 2 (January 2024-December 2024)
Implementation Plan For SHARP GM6 2 in1 Vacuum & Mop Robot Vacuum
Cleaner
Month / Jan Feb Mac Apr May June July Aug Sep Oct Nov Dec
Activities
TV
advertising
Print ads
Social
media
advertising
Social
media post
Roadshow
Flash Sales
Free Gifts
Table 11: Implementation Plan for Year 2
In 2024, since our product has been introduced for one year, we will focus more
on carrying out more promotional activities to boost our sales and create more profit.
According to the implementation plan, social media advertising will still be conducted
for the whole year, while we will carry out TV and print ads for some months. We will
also maintain some social media posts regarding our SHARP GM6 2 in1 Vacuum &
Mop Robot Vacuum Cleaner to ensure the viewer will not be bored with posts that are
always related to our product. Next, we will organise a roadshow in malls such as
Pavilion, One Utama and KLCC to propel our brand and product even more while
engaging with audiences in a live show. Apart from that, some free gifts will be given
to the public simultaneously with the ongoing roadshow. Throughout the roadshow
event, we will communicate our product with the audience through explanation and
demonstration of our product performance and features. This aims to build the
customer’s trust in our product and form a profitable relationship between SHARP and
the customer. Besides, we will also carry out a flash sales event during the Raya
celebration at the SHARP official electronic store. It will help generate more demand
as the flash sales activities have time limitations.
44
7.0 Evaluation and Controls
The process of assessing the efficacy of a given strategy in accomplishing

organizational objectives and implementing appropriate measures when necessary is
known as strategic assessment and control. This process is required to optimize the
return on the marketing plan as the marketing plan is ongoing. SHARP will use a
suitable monitoring and control system to measure the actual performance in achieving
the objectives of the marketing plan and recommend corrective action where necessary.
7.1 Monitoring and tracking
The following areas will be monitored and tracked continuously to help maintain
efficiency and gauge performance:
● Revenue
SHARP may track a product's overall monthly and yearly revenue. Monthly
total amount monitoring is an excellent approach to get a snapshot of the previous
month's financial situation, give up-to-date reporting, and assess future plans and
decisions. For example, if revenue is tracked annually, SHARP may quickly meet the
company's sales objectives. In addition, the business may determine how many items
are created and sold each month or year to develop the most effective marketing plan
for increasing product sales.
● Expenses
SHARP may use a tracking system to keep track of the company's monthly and
annual expenses. The company's expenses must be closely monitored since they
influence its success. Tracking a firm's expenses might help the organization become
more aware of its financial status. It allows the business to evaluate which expenditures
need to be modified or minimized. Furthermore, SHARP maintains track of annual
costs and can identify spending trends corresponding to the company's annual budget.
● Customer feedback
Customer feedback is crucial since it comprises information from consumers

regarding their degree of satisfaction with a product or service and their general
45
perception of a business. SHARP can collect data by conducting individual or group
surveys. The corporation may change its marketing approach to fulfil the customer
wants and satisfaction based on customer feedback.
● Actual cost against budget
SHARP must track the actual costs against the budget to analyze the company's
performance, predict future revenues, and discover any unusual activities. This is to
ensure that the planned budget does not exceed the marketing plan's budget to prevent
the company from running into financial difficulties.
● Actual progress against (implementation) schedules
SHARP may track the project's progress to spot possible activity coordination
challenges, capacity limits, and budget overruns early on. In addition, SHARP may use
a Gantt chart to track the marketing plan's real progress. The firm uses Gantt charts to
plan all of its advertising and sales initiatives that must be completed within a time
period to reach its sales targets.
7.2 Contingency Planning
Contingency planning is a strategy devised to support an organisation in responding to

an occurrence that may or may not occur. Plan B is another name for contingency plans
since it provides an alternative course of action if things do not go as planned.
46
Risk Impact Preparation
Economic As economic development Recessions reduce profit margins,

recession pauses, consumers become making maintaining a sustainable
more cautious with their cash flow challenging. Therefore,
expenditures. This indicates in order to survive a recession, it is
that it may be more difficult necessary to plan ahead for
for businesses to generate measures to protect cash flow. For
expected revenues, and example, sharp may reduce
Sharp will need to reduce superfluous expenditures, such as
expenses accordingly. inventory costs, to conduct a sales
promotion or invest in technology
to attract customers.
47
Competing Typically, when a new Through research and
manufacturers of competitor enters the development (R&D), we must
similar products market, prices for similar ensure that our products are of high
targeting our products will decline. When quality and up-to-date innovation.
market more firms compete for the Consequently, our product must
same market, customers deliver immediate results to users.
prefer those with lower Positive comments from satisfied
prices, resulting in a loss of customers can assist us in gaining
sales for our company. the trust of other potential
customers. This satisfied
consumer base will also help us
expand sales through mouth-to-
mouth advertising, allowing us to
maintain our market share over the
year.
48
Competitors Customers discover a Sharp should constantly update its
offer a more cheaper deal and switch to a information to keep up with recent
attractive different competitor. customer trends. Additionally,
promotion to Sharp may enhance the client
customers. experience with personalised
promotions such as giving
discounts for those who brought
the product in their birthday
month. Therefore, buyers would
see that they are gaining something
from their purchase and be
attracted to repeat for another
product.
49
8.0 Appendices
8.1 Appendix A: Consumer Insight Survey
Section A: Respondent Demography
Question Respondent’s Result

1. Age (Choose one) • Below 21 year (6%)
• 21-30 years (46%)
• 31-40 years (14%)
• 41-50 years (12%)
• 51-60years (22%)
• >60 years (0%)
2. Gender (Choose one) • Male (22%)

• Female (78%)
3. Nationality (Choose one) • Malaysian (100%)

• Non Malaysian (0%)
4. Academic Qualification • Foundation (12%)
• Diploma (16%)
• Undergraduate (62%)
• Postgraduate (10%)
5. Monthly Salary • RM 1000 and below (46%)

• RM1001-1999 (4%)
• Private Sector Employee (30%)
• Self Employed (16%)
• Retired (4%)
• Unemployed (2%)
6. Monthly Salary • RM 1000 and below (46%)
• RM1001-1999 (4%)
• RM 2000-RM 4999 (24%)
• RM5000- RM 10,000 (26%)
• >RM10000 (0%)
50
Section B: Experience Using SHARP’s Product

1. Have you ever heard of the • Yes (96%)
brand SHARP before? • No (4%)
2. Have you ever used any of • Television (52%)

SHARP’s product before? • Air Care Products (18%)
• Home Appliances (44%)
• Kitchen Appliances (28%)
• Others (8%)
• Never Used Before (12%)
3. How many products of SHARP • 0 (14%)
do you own? • 1 (46%)
• 2 (28%)
• 3 (6%)
• 4 (6%)
4. How is your experience in using • Not Satisfied (0%)
SHARP’s product? • Slightly Not Satisfied (0%)
• Neutral (12%)
• Satisfied (36%)
• Very Satisfied (52%)
Section C: New Product- SHARP GM6 2 in 1 Vacuum & Mop Robotic Vacuum
Cleaner

1. Are you interested in our new • Yes (100%)
product? • No (0%)
2. Provide reason for your • Operated using Alexa Voice

response above. Control/Google Voice (68%)
• Uses solar energy to operate (62%)
• Have UV light system to kill bacteria/
virus/ gems (78%)
• Users can adjust water level for
mopping (44%)
51
• The vacuum& mop cleaner can auto
return to docking station (62%)
• The vacuum& mop cleaner can auto
recharge itself (76%)
• 1 year warranty given to customers to
get free services of the vacuum in any
SHARP stores (42%)
3. Where would you like to buy the • Online Platform (72%)

new product? • Consumer Electronic Retail Chain
Store (74%)
• SHARP official store (72%)
• SHARP official website (56%)
4. What is the price range that you • Below RM 1000 (74%)
are willing to buy the product for? • RM1000-RM2000 (22%)
• RM2001-RM3000 (2%)
• RM3001-RM4000 (0%)
• Others (Under RM500) (2%)
5. Where would you like to see the • TV advertisement (82%)

advertisement of the product? • SHARP social media account (78%)
• Social Media advertisement (82%)
• Flyers (24%)
• News (28%)
52
Khind Robotic Roborock S7 Samu Giken 3-in-1

Vacuum VC9X6A Robotic Vacuum
Cleaner
RVCOB11WT
Water Tank 150 300 100
Capacity (ml)
Dust Box 250 470 500
Capacity (ml)
Running Time 55-65 150 70
(minutes)
Charging Time 240-300 180 240
(minutes)
Type of Remote App App
Control
Weight (kg) 3 4.7 0.565
Colour Black Black & White White
Suction Power 1300 2500 1800
(PA)
Navigation Gyroscope Lidar Gyroscope
System
Coverage Area 80 195 150
(m2)
Price (RM) 643.90 2399 417
Place • Khind retail • Official • Samu Giken
Distribution stores website retail stores
• Official • Official
website E-commerce website
• E- platform
commerce E-commerce
platform platform
Promotional • Advertising • Public • Advertising

Strategies • Sales relations • Sales
promotion • Advertising promotion
• Sales
promotion
53
9.0 References
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VC9X6A [Video]. YouTube.
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57

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ATW 159/3 PRINCIPLE OF MARKETING

Name of Lecturer: Professor Dr Azizah Omar

Lecture slot: Wednesday (9.00am - 11.00am)

No Full names Signature

1 Christine Lim Chiaw Han Christine

2.0 Situation Analysis 2-23

3.0 Product-Market Focus 24-28

4.0 Marketing Programs 29-35

5.0 Financial Data and Projections 36-42

6.0 Implementation Plan 43-44

2010 Multi-Screen AQUOS GALAPAGOS LED Ceiling

2011 Freestyle Freestyle

2012 Sakura-Colored RX-V100 Rice Cooker Docomo NEXT

2013 ICC PURIOS UD1 Series Microbe Sensor

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Diagram 1: Company Organizational Chart

2.3 SWOT Analysis

Diagram 2: SWOT Analysis of SHARP Corporation

Another strength is SHARP is a strong brand. It is a well-recognized brand

SHARP’s strengths also included a constant focus on research and

The subsequent weakness is that SHARP lacks the scale of operations. As a

Besides that, the weakness is poor promotions. Promotions strategy plays a

Lastly, the threat is growing environmental concerns. This is due to

Direct Competitors Indirect Competitors

Table 2: Direct and Indirect Competitors

2.4.2 Competitors’ Product Features

Table 5: Comparison of Type of Control Among Competitors

2.4.3 Competitors’ Product Pricing

2.4.3 Competitors’ Place Distribution

Table 7: Comparison of Place Distribution Among Competitors

Public relations engage with a company's target market to promote awareness

Moreover, advertising is one of the common promotional activities which will

2.5 Consumer Analysis

2.5.1 Respondent Demography

2.5.1.4 Academic Qualification

2.5.1.6 Monthly Salary

2.5.2 Experience Using SHARP's Product

2.5.2.3 Owing SHARP's Product

2.5.2.4 Experience using SHARP's Product

2.5.3.1 Interest in our new product

2.5.3.2 Product Purchase

2.5.3.3 Product Price

2.5.3.4 Product Advertisement

According to the Ansoff matrix, product development is the type of growth

3.2 Marketing Objectives

3.3 Target Market(s)

3.4 Differentiation and Positioning

4.1 Product Strategy

Core Customer Description

Design Navigation type: Lidar-based mapping

Mark-up Price (MUP) = Unit Costs__