CITIZEN CT-666

CALCULATORS

C L A S S I C

Practical desktop calculator with 12-digit and angled display. Ideal for commercial and office.

Desktop Calculator

Description:
Size (mm) Weight (g) 185 x 142 x 44 210

Features:

12 Digit, Fixed Angle LCD Memory Tax function COST/SELL/MARGIN GT function Rounding function Solar and battery power

Dealer stamp

CT-666
Mettinger Strae 11 D-73728 Esslingen Germany Tel.: +49 (0) 711/64-20 Fax: +49 (0) 711/64-05 E-Mail calculators@citizen-systems.de www.citizen-europe.com T ww

IIUM Journal of Case Studies in Management: Vol. 1, Issue 2: 16-33, 2010 ISSN 2180-2327

Case Study

Mamads Kadio Calculator
Farzana Quoquab binte Habib*
Universiti Kebangsaan Malaysia

Rozhan Abu Dardak**

Abstract: Mamad Mohamed Holdings Berhad began its retailing journey in Kota Bahru in 1957. Over these 50 years, Mamad Holdings had diversified its business into five major categories and had achieved success, Moreover, through its 22 outlets, Mamad wanted to achieve leadership by offering a strategy of everydaylow-pricing in retail business. But the firms strategy has not worked of late. The company is facing a sales decline in electronic goods, especially for its own branded calculator Kadio. Decreasing sales, an increased rate of customer complaints and a huge number of returned Kadio items has become a problem for Dato Ameer Ali, Managing Director of Mamad. In a move to resolve poor sales, he decided to request his nephew, Reza Bin Murad Ali to tackle the problem by 30 April 2009. That date was set as the cut-off because on 30 April, Mamads contract with his Chinese supplier for Kadio will come to an end and it will provide the opportunity for Mamad to contract with new suppliers. Taking into consideration the whole picture, Reza is now contemplating, whether (i) to maintain the status quo strategy, (ii) to drop the calculator item from the electrical line completely, (iii) to offer only high priced calculators, (iv) to change to another supplier, or (v) to change his current promotional strategy.

MAMADS KADIO CALCULATOR

In March 2008, when Reza bin Murad Ali begun his first day as the Marketing Manager in the Kajang branch in Malaysia, things did not look good. The companys customer service department was facing numerous customer problems almost every day, especially with regard electronic goods. Among the 1788 customer complaints, 990 were about electrical items and 630 were about calculators. Furthermore, in 2008, 15% of the goods purchased were returned. Of this, 10% was electronic items with 7% of this figure being calculators. Shockingly, the figures showed that of the 7% calculator returns, 6.9% was Kadio. The sales report showed that sales of Kadio had
Email (corresponding author): fqbhabib@yahoo.com * Universiti Kebangsaan Malaysia, 43600 UKM Bangi, Selangor Malaysia ** MARDI, Serdang 43400, Selangor, Malaysia
been decreasing over the last two years. In the year 2006, Kadio had generated an increase of 5.45% sales whereas in 2007 the trend decreased to 1.15% and in the last year, the sales decreased to 4.6% (see Table 1). This was cause for grave concern and this caused Dato Haji Ameer Ali, the Managing Director of Mamad to request his nephew, Reza Bin Murad Ali, the marketing manager who had been serving at Mamads different branches over 7 years, to identify and solve the problems in relation to the calculator at Mamad, Kajang by 30 April 2009. As electrical items had been generating 24% of the profit and the calculator alone generated 8.8% of the gross profit for Mamads product lines as a whole, he had to think seriously about this issue. Moreover, the calculator, a brick game and a hair trimmer were the fast moving items (year round frequent sell) of Mamad compared to the other electrical goods. The contract with the supplier for the local brand of the calculator would expire on 30 April 2009. Hence, Letchmy Ganesam(or n??), the administrative executive had advised him to rethink whether they needed to change the present supplier or to renew the contract for the next year. But Reza had decided to focus on investigating and understanding whether Mamads promotional strategies were sufficient and satisfactory to result in an increase in electric item sales, or whether Mamad would need to drop the calculator from the electrical product line as a whole or to offer customers only high quality calculators that had a higher price.
Mamad Mohamed Holdings Berhad
Two family members Tuan Mamad Mohamed Gulam Hussain and his wife Puan Roshan began the business of Mamad Mohamed Holdings Berhad in Kota Bahru in 1957 by selling toys which they bought from the neighbouring country, Thailand. Their son Tuan Murad and his family opened the second outlet in 1979 at Jalan Kampung Cina. After 29 years, the third branch was opened in the Klang Valley by Dato Haji Ameer Ali in Bangunan Selangor Mansion, Jalan Medan Bunus. It was their first branch in the Klang Valley. In the 1990s, the business was initially located at No. 54 Jalan Masjid India (Pasaraya JMI) with the help of their uncle and aunt, Tuan Ahimmat and Puan Nadiya. The business grew and expanded with the decision to purchase a new building as the headquarters, the Wisma Mamad at Jalan Masjid India.

SALES AND BUSINESS STRATEGIES OF MAMAD
At the very beginning (1957), Mamads selling strategy was mainly pushing sales i.e. foot-in-the-door strategy. On 1970, Dato Amir Ali introduced the new Wall Mart concept (large scale wholesaling) into Mamad. After introducing this concept (13 years after the launch of the company), Mamad began to receivevery good response from his customers. At present, headquartered at Kuala Lumpur, this company has a chain of 22 stores across Malaysia offering a huge assortment of low-cost items. Taking its vision as the leading wholesale market in Malaysia (see Exhibit 1) Mamad had implemented several electronic workflows among all its branches using Microsoft Windows SharePoint Services to speed up communications and reduce errors.
IIUM Journal of Case Studies in Management 17
Farzana Quoquab binte Habib and Rozhan Abu Dardak
Table 1. Mamad, Kajang branchs profit and sales of different branded calculators from the year 2006-2008. Product No. Description 2006 Sales Profit (Pieces) (RM) 0095821 Kadio 8 Digit Calculator KD-8802A Canon Desktop Calculator 8D LS-88HIII Kadio 8 Digit Calculator KD-8138A Citizen 8 Digit Desktop Calculator SDC-8150 Kadio Electronic Calculator 12D KD-6001 Citizen 10 DGT Desktop Calculator CT-600 Kadio Scientific Calculator KD-82TL Casio Calculator FX-570MS Scientific Tinday 12 Digit Calculator KC-8017/T-8017 Citizen Calculator Electronic CT-782.28 Profits and sales per year 2007 Sales Profit (Pieces) (RM) 169 623.Sales Profit (Pieces) (RM) 155 571.95

0148916

430.20

448.20

444.60

0116473

1,171.96 337

1,118.84 289

959.48

0002869

102.30

117.80

105.40

2063323

1,368.80 211

1,223.80 193

1,119.40

0002754

525.10

471.70

427.20

0169169

2,796.42 193

2,582.34 186

2,488.68

0006142

2,075.70 575

2,127.50 578

2,138.60

0059462

715.68

694.38

446.16

0115909

39 Total= 2109 pieces

191.10

171.50 Total= 9,579.9 RM

22 Total= 1908 pieces

107.80 Total= 8,809.7 RM
Total= Total= 10,159.RM pieces
Source: Yearly Sales Report and Profit and Loss Statement of Mamads calculators for the years 2006, 2007 and 2008 at Kajang branch.
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Exhibit 1: Mamads vision, mission and slogan Vision Mission To be the leading wholesale market in Malaysia. To be the leading local wholesale and retail company by providing the best value for money for the best assortment of goods, by providing service to customers and by striving for excellence. A secondary mission was to inspire more Malaysians to open outlets with our own proven success formula. Why pay more, buy at wholesale price.

Slogan

Source: Monthly Bulletin, Mamad, May 2008
Figure 1: Product life cycle stages of Mamads businesses

Hypermarket

Supermarket Franchisee Emporium

MyMart

Introduction

Growth Time

Maturity
Source: Interview with Reza bin Murad Ali on 8 February 2009, Marketing Manager, Kajang Branch, Mamad
Over the 50 years of success, Mamad had diversified its business into five major types (see Appendix 1). Mamade had as its core strategy learning from failures. On the basis of product life cycle(Figure 1), Mamads 5 types of businesses can be classified as follows:
MAMADS PRODUCT MARKETING STRATEGIES
The major overriding strategy of Mamad was to gain leadership in the market by offering comparatively low prices to its customers (see Appendices 2 and 3). Therefore, Mamads emphasis was on its pricing and subsequently on product, place and promotion.
IIUM Journal of Case Studies in Management 19

Mamads Product Lines

Mamad mainly sells 8 categories of products: electrical item (see Appendix 4 for the list of electrical items offered by Mamad), CD and VCD, stationary items, Muslimrelated items, company items (i.e. toiletries and sundries), clothing, dry and wet food and others (like, brooch, hair band, back clip, wallets, hair comb, hand bags, tie pin, etc.). Wet foods are available only in the supermarket and hypermarket.

Products Seasonality

Mamads products enjoy year-round demand. But Reza notified us that during the time of Hari Raya (Eid-ul-fitre), Deepavali and back-to-the-school (end of the year), there is usually increased demand for goods. More specifically, from September to January each year is the time when good profits are made because there is a high demand for goods with all branches earning nearly double the profit compared to the rest of the year). Meanwhile from the period of February to August each year, demand remains more or less the same with no visible gross fluctuation.
KADIO AND OTHER CALCULATORS OFFERED BY MAMAD
Among the eight broad categories of product lines, calculators fall under the electrical category. Within this line, Reza has identified that the calculator, hair trimmer and brick games are the fast moving items i.e., these three have been enjoying year-round demand and sales from its customers. Unfortunately, most customer complaints relate to electrical items especially Mamads own branded calculator, Kadio. Mamad essentially sells two types of calculators. One is supplied by local suppliers and the other is supplied by foreign suppliers (especially from China). The price offered by the Chinese suppliers to Mamad is very low while the local suppliers ask for a higher price for the calculator. A competitive product analysis between Mamads Kadio and that of the locally supplied calculators is shown in Exhibit 2. Mamad is able to generate a higher contribution margin (see Table 2 and Table 3) for the calculator supplied by the foreign suppliers rather than the local ones. Other than the Kadio, it has Tinday which is manufactured and supplied by foreigners while Canon, Citizen and Casio are supplied by local suppliers. Mamads Kajang branch sells mainly 4 versions of Kadio, Tinday, a version of Canon and Casio, and three versions of Citizen. In terms of profit, Kadio is regarded as the most profitable because this brand contributes the largest margin. Also, the demand for this brand is comparatively high among its end users (see Table 4). Though the contribution margin for Kadio is high, this product has become a problem child for Mamad. There is endless complaints from the customers about the Kadio calculator product line. Their main problems relate to the poor battery and the problematic button of the calculator.

Journal

Studies

Management

Exhibit 2: Competitive product analysis between Mamads own branded calculator and the locally supplied calculator Mamads own branded calculator (Kadio) Product Quality Benefits Target segment Who When Why Distribution method Promotion strategy Locally supplied calculator
Low Low Lower and middle class people Year-round Economic value Through Mydins retail stores Advertisements in local newspapers and distribution of leaflets Comparatively cheap
High High Lower and middle class people Year-round Quality Through Mamads retail stores Advertisements in local newspapers and distribution of leaflets Comparatively high
Source: Customer Database Report, Mamad, 2008
Competition Reza astutely recognised that the main competition among the retailers in Malaysia is price oriented. This is because when one retailer offers a comparatively low price for a particular product, then other companies also attempt to offer a similar price. But from this perspective, Mamad has two advantages i.e. his company essentially buys its products from overseas where the products are obtained at a comparatively lower price. Again, as Mamad has been buying huge quantities of these products, it could offer its customers a very low (competitive) price compared to its competitors. For this reason, lower and middle class peoples preferences have always remained a major emphasis of Mamad. One recent market survey on the basis of sales conducted by Malaysian Retailer Association in December, 2008, identified that the percentage of independent retail stores like Mamad constitute 17% of total stores (see Table 5). Among these 17% independent retail stores, there are few other retailer companies who are competing with each other. Mamads position in the Malaysian retail market was essentially as a challenger (Exhibit 3).
Table 2: Calculators sold at Mamad: costs, prices and mark-up Product No. Description Cost price Price (1) Price % 0095821 Kadio 8 Digit Calculator KD-8802A Canon Desktop Calculator 8D LS-88HIII Kadio 8 Digit Calculator KD-8138A Price (2) Price % Price (3) Price %

06.90 53.47

04.50 28.66

04.80 33.12

09.90 18.18

09.00 10.00

09.50 14.73

06.90 48.11

05.50 34.90

06.00 40.33

Citizen 8 Digit Desktop Calculator SDC-8150 11.80 Kadio Electronic Calculator 12D KD-6001 06.10 Citizen 10 DGT Desktop Calculator CT-600 24.00 Kadio Scientific Calculator KD-82TL 06.52 Casio Calculator FX-570MS Scientific 30.20 Tinday 12 Digit Calculator KC-8017/T-8017 05.64 Citizen Calculator Electronic CT-666 25.00

14.90 00.67

12.50 05.60

13.00 09.23

11.90 48.74

10.00 39.00

32.90 27.05

28.00 28.57

29.00 17.24

19.90 67.23

15.00 56.53

17.00 61.65

33.90 10.91

33.00 08.48

33.50 09.85

09.90 43.03 29.90 16.38

06.75 16.44 26.00 03.85

08.50 33.64 27.00 07.41

Source: Yearly cost and price statement of Mamads calculator, 2008
Table 3: Calculator sales report from 1 March 2008 to 28 February 2009 Product No. Description Total units sold 155 Price (per unit) 6.90 Total quantity 1,069.50

0095821

Kadio 8 Digit Calculator KD-8802A Canon Desktop Calculator 8D LS-88HIII Kadio 8 Digit Calculator KD-8138A Citizen 8 Digit Desktop Calculator SDC-8150 Kadio Electronic Calculator 12D KD-6001 Citizen 10 DGT Desktop Calculator CT-600 Kadio Scientific Calculator KD-82TL Casio Calculator FX-570MS Scientific Tinday 12 Digit Calculator KC-8017/T-8017 Citizen Calculator Electronic CT-666

2,445.30

1,994.10

506.60

2,296.70

1,579.20

3,701.40

19,594.20

657.80
Source: Annual sales report of Mamads calculator of Kajang branch, 2009
Table 4: Percentage of sales of Mamads calculators among different categories of customers Overseas calculators Types of customers % of sales (calculator) 10 Local calculators Types of customers % of sales (calculator) 5
Price 1: End users Price 2: Wholesalers Price 3: Special wholesalers
Source: Customer Database Report, 2008
Table 5: Percentage of the market share of retail stores in Malaysia in December, 2008 Categories of retailers in Malaysia Foreign retail stores Independent retail stores Provision stores (mini markets) Convenience stores and others Total Percentage of market share (by sales) 17% 17% 50% 16% 100%
Source: Survey conducted by Malaysian Retailer Association, December, 2008

Percentage of market share enjoyed by a few leading independent retailers is shown in Exhibit 3. But for calculators at Kajang, in terms of quantity of sales, Mamads main competitor is Cziplee Books and Stationery while in terms of varieties and price competition, its main competitor is Juvana Electric Shop at Parkson. The comparative prices of Cziplee, Mamad, Billian Juvana and Kuan, all of whom constitute independent stores are shown in Table 6.

Suppliers

Usually Mamad buys the products from its suppliers in huge quantities and then repackages for sales. Sometimes Mamad does undertakes a private branding exercise for a few of its products. For example, Mamad has its own branded calculator, the Kadio which is made by a a company in China solely for Mamad. Mamad maintains a very good relationship with its suppliers and does not usually delay payment to its
Exhibit 3: Market share of independent retailers in Malaysia
Source: Survey conducted by the Malaysian Retailers Association, December, 2008
Table 6: Comparative prices of calculators among the retail stores at Kajang Categories of Calculator Mamad Local (RM) Normal Scientific Kadio (RM) 24.0039.00 40.0060.00 07.9034.50 37.9040.00 16.0038.00 39.0069.90 15.9029.90 38.9065.00 Comparative prices of calculator Cziplee (RM) Billian (RM) Juvana (Parkson) Kuan Marketing
09.90- 06.9032.90 11.90 33.90 19.90
Source: Inspection at Mamad, Cziplee, Billian, Juavana (Parkson) and Kuan Marketing retail and independent stores on 7 April 2009.
suppliers. That has earned Mamad the name of Pay-masterin the retail market. Its main sources of suppliers are: 1. Thailand 2. China 3. India 4. Bangladesh 5. Indonesia But for electrical goods, Mamads suppliers fall into two categories: first, China for Kadio (This is Mamads own brand made by the Chinese supplier) and Tinday
Table 7: Codes and weights of orders to suppliers for Mamads calculators No. Code of Mamads overseas suppliers 1. 2. 3. R-CCA (For Kadio) R-DNA (For Kadio) R-IIC (For Kadio & Tinday) % of order from all branches 50% 30% 20% Code of Mamads overseas suppliers TKR (For Citizen) MCC (For Casio) FIRST (For Canon) % of order from all branches 40% 40% 20%
Source: Interview with Reza Bin Murad Ali, Manager, Kajang Branch on 14 April 2009,

Table 8: Market segmentation of Mamads calculators by income Income (RM) Below 1,000 1000-3000 3000-above percentage 48% 33% 18% 1%
calculators; second, local suppliers for Citizen, Casio and Canon. Usually Mamad places an order of 2000 units (1000 from local and 1000 from overseas) of calculator for each branch per year. For each year, this company places an order of 22,000 units from the local suppliers and remaining 22,000 from the foreign suppliers for its 22 outlets. For the last five years Mamad had been buying its own branded calculator, Kadio, from three Chinese suppliers: R-CCA, R-DNA and R-IIC (see Table 7). This company always considered more than two suppliers to assure the flow of supply for a given time period. Mamad has fixed its target of selling 2,000 units of calculators from each of its branch per year. Till the year 2007, it could achieve its target. But in the year 2008, it failed to sell 2,000 units in most of its branches. We refer back to Table 1 which shows the diminishing trend of profit and quantity sale at Mamad, Kajang branch especially for Kadio.
Market segmentation by Mamad
Basically, the lower and middle income people are the main customers of Mamad except for the hypermarket at Cyber Jaya. Mamads method of segmentation of its end user market is shown in Tables 8 and 9. Mamads main target groups of customers
26 IIUM Journal of Case Studies in Management
Table 9: Market segmentation of Mamads calculators by occupation Occupation Students Common people Professionals Percentage 40% 40% 20%
Source: Customer data base report, Mamad, 2008
Figure 2: Perceptual map of Mamads own branded calculator and the local suppliers calculator by price and quality. Low Quality High price Casio Canon Citizen Low quality Own brand Kadio Tinday Low Price
Source: Interview with Letchmy Ganesan on17 March 2009, Administrative Executive, Kajang Branch, Mamad

High quality

are essentially Malay (45%) and Indian (40%) with an income range of RM 3,000 to below RM 1,000. Though Kadio still has market demand from its customers, its position does not appear to be steady in comparison to other brands (see Figure 2). Reza realises that as a whole, Mamad has given least emphasis to promotional activities and had been allocating a very limited budget for its promotional efforts (see Table 10). But for year 2009, it had planned to spend more and to adopt different strategies for different kinds of products (see Appendix 5) but still it had not given sufficient attention to the electrical items.
IIUM Journal of Case Studies in Management 27

Table 10: Mamads promotional strategies for all kinds of goods per branch of the for year 2008 Types of promotion Advertising Leaflets /Flyers Artists (singer/ actor/ actress) Budget 100,000 (RM) per year 45,000 (RM) per year _________ How often 5 times in a year (5x RM2000) 3 times in a year (3x15000x1 RM) Seldom (if a new branded item is introduced)
Source: Internal Promotional Report, 2008
As the time had gone by fast and Reza had to shift to headquarters on 1 May, 2009, he was seriously thinking about the initiative he should take to resolve the Kadio problem at Mamads Kajang branch. He discussed several times with the Administrative Executive, Letchmy to ascertain the main problems and to seek a solution with regard to Kadio. He was thinking whether he should renew the contract with RCCA, R-DNA and R-IIC again for Kadio or identify new suppliers or re-strategise its current marketing efforts. This is an important decision because if he makes a mistake in one product line, it might affect the reputation and image and consequently the sales and profit of Mamad as a whole. REFERENCES Customer Database Report, Mamad, 2008. Interview with Reza Bin Murad Ali, Marketing Manager, Mamad, Kajang branch on 8 and 21 February 2009, 3, 9 and 30 March 2009 and 5 and 14 April 2009. Inspection of Mamad, Cziplee, Billian, Juavana (Parkson) and Kuan Marketing retail and independent stores on 7 April 2009. Interview with Letchmy Ganesam, Administrative Executive, Mamad, Kajang Branch on 13 February 2009 and 17 March 2009. Monthly Bulletin, Mamad, May, 2008. Monthly Bulletin, Mamad, January, 2009. Report of market share on the basis of sales, Research conducted by the Marketing Retail Association on December, 2008. Survey conducted by Malaysian Retailer Association, December, 2008 Annual Sales Report on Mamads calculator for the years 2006, 2007 and 2008. Annual Profit and Loss Statement Report of Mamads calculators for the years 2006, 2007, and 2008. Annual Cost and Price Statement of Mamads calculators for year 2008. Annual Sales Report of Mamads calculators, Kajang Branch, 2008.
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Appendix 1: Categories of Mamads business outlets Categories of business outlets Emporium (Mamad wholesale) Supermarket
Objective of business strategy To meet household needs (One-stop convenience). To sell wet goods

Product

Customer

Location

Main competitors
Electrical items, cutlery, Muslim goods, goods for school use, etc.
Lower and middle class people

-Klang Valley

-Econsave -The Store -Bintang -other local mini markets -Billian -Giant -Cziplee -Tesco
Vegetables, fish, fruits and Lower and Middle -Selayang cooking goods. class people
Small businesses acting as franchisee to Mamad MyMart
One business where Selling goods similar to the owner is an Mamad and have similar outsider and Mamad work operations. is the advisor. To give 24 ours service to the customers. Similar to emporium outlets products.
Wholesalers and retailers
-Alor Setar -Kajang, Selangor -Dungn -Masjd India, -7-11-Kiosk KL-Bangsar, KL-Cheras, KL
Journal of Case Studies in Management 29
Lower and middle income people
To offer a large Both emporium and (100, 000 sq feet or supermarket goods. more) and comfortable environment to its customers with a new policy i.e. No question-return policy.
Lower, middle and CyberJaya -Giant upper income (on 19 August people. 2006).
Source: Monthly Bulletin, Mamad, January, 2009
Appendix 2: Mamads 4Ps strategies Marketing mix (4Ps): On the basis of Mamads ranking Price Activities that Mamad follows for its 4Ps:
Uses different pricing strategies for special wholesalers (offers most cheap price), normal wholesalers (comparatively higher price) and for t end users (much higher). Buys huge quantities, then repackage for wholesale. For a few products, does private branding. Mainly for sale to wholesalers, subsequently to retailers as well as to end users. Mostly advertising and leaflets. Sometimes use sales promotion (hire singers/ artists for a road show) to introduce any new branded items in the retail store.
Product Place (distribution) Promotion
Source: Interview with Letchmy Ganesam on 13 February 2009, Administrative Executive, Kajang Branch, Mamad
Appendix 3: Mamads pricing strategies for all kinds of goods Types of customers Price 1: End users Price 2: Normal wholesalers Price 3: Special wholesalers Mark up 100% 75% 50%
Source: Interview with Reza bin Murad Ali on 21 February 2009, Marketing Manager, Kajang Branch, Mamad.
Appendix 4: List of the Mamads electronic items No 35 Description RADIO TELEVISION RICE COOKER WATER DISPENSER TOASTER BLENDER OVEN FAN IRON HAIR TRIMMER GAS COOKER DVD PLAYER ANTENA REMOTE CONTROL KETTLE WATER FILTER BULB FLOURESCENT LAMP EXTENSION SOCKET HANDPHONE CHARGER RECHARGEABLE TORCHLIGHT TABLE CLOCK GASS REFILL HOT PLATE CD CASE VACUME CLEANER TABLE LIGHT VIDEO GAME PLAYER STAND-BY LIGHT ELECTRIC JUG KETTLE CALCULATOR JUICE EXTACTOR BURNER TABLE FAN BRICK GAME

Appendix 5: Thematic promotional campaigns of Mamad, 2009 Thematic promotional campaigns of Mamad, 2009 March Theme : Milk & Cereal FairObjective: to promote cereals and dairy products. Launching of house brand MaRasa Cereals.Also launching of mascot MaBEE. Target : ChildrenActivities: Coloring contest, clowns, games, mascot appearances, balloons give-aways, cereal consumption competition, sampling, etc. Supported by over 20 suppliers. Maulidur-Rasul: For USJ, inviting MPSJ, USJ residents and Mamad staff to walk from SUMMIT to Mamad Mall. Other branches can conduct similar activities in honour of the Prophets birthday. Theme: Seafood Delights FairObjective: To promote selections of fresh market items, canned seafood and highlight ingredients for cooking seafood dishes. Secretary Week: To organize lunch for 5 winners of best message dedication (Boss to Secretary)To also include Whats Cooking and Baking?- to highlight cooking utensils, electrical kitchen appliances, household items, baking necessities, etc.Activities: Cooking demonstrations, dishes according to countries, 5 best message expressions by Bosses for Secretaries, Egg-citing Easter Paint Your Easter Egg, etc. Theme: Appreciation to Employees, Teachers & Moms, Fruits & Vegetables Fair & Home Sweet Home.Objective: To highlight our selections of local & imported fruits as well as fresh vegetables. For emporium, to highlight all items relating to home.Target: Housewives & House owners Labour Day, Teachers Day & Mothers Day. Activities: Message Dedication for Mum on Big TV Screen/Board, FAMAs participation, Mothers Day Hi-Tea & Fashion Show, Gift Hampers for sale, My Favorite Teacher contest, Cooking competition, Fruit carving demonstrations, games & activities, etc. Theme: Appreciation to Nurses & Dads, Meat Fair & Hyper VoltsObjective: To emphasise all kinds of HALAL meats fresh, frozen & canned. Also to highlight on all electrical items e.g. BBQ grill set, cooking ware, cooking utensils, etcTarget: Family and Male customers, School holidays, Nurses Day & Fathers Day Activities: Cooking Competition amongst Fathers, Most Dashing Father, HALAL info counter with JAKIM, Father-Son games, Tear Factor, games & activities with Fathers, Gifts Hampers for sale, Sampling activities, Karaoke Competition, etc.

Discussion Questions Q1. Q2. Compare the sales/ profit performance of Kadio calculators against other calculators at Mamad. Is there any relationship between the Kadio calculators poor sales performance and quality?
Q3a. Who are the competitors of Mamads Kadio calculator at different levels? Q3b. How do the calculators offered by Mamad compete with the brands of other competitors? Q4. What is Kadios competitive position offered to its customers on the basis of quality and price? How do the consumers of Mamad perceive Kadios poor performance? Who shops more regularly at Mamad than at other retailer storesto buy calculators? Why do they buy the calculator over and over again? What are Mamads competitive strengths and weaknesses within its category of competition? What positioning strategy is this company maintaining at present? To what extent are these strategies compatible/convincing to maintain its position? What promotional strategies is Mamad currently maintaining to communicate its value? How effective is Mamads promotional efforts in expressing its service positioning? What other effective promotion strategy needs to be planned to make the product more acceptable? What alternative strategy would be best to solve the present decrease in sales and customer complains with regard to the problems of the calculator?

Q5. Q6. Q7. Q8.