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Transcript of "Canada market"
1. Canadian Market Analysis Developed By: Merethe Flatla, Gilbert Lunde, Thomas Remes, Henrik Lysdahl and Lasse Alfsvåg. "This report has been completed as a part of the bachelor program in International Marketing, at Simon Fraser University / Norwegian School of Management BI. This does not imply that the methods which have been used, the generated results, or the conclusion drawn, have been verified by any of these institutions." 1 | P a g e
Memorandum ___________________________________________________________________________________ To: Kongsberg Maritime From: Merethe Flatla, Gilbert Lunde, Thomas Remes, Henrik Lysdahl & Lasse Alfsvåg Date: May 14, 2009 Subject: KONGSBERG MARITIME – CANADIAN MARKET ANALYSIS ___________________________________________________________________________________ As a response to your request of developing a way to position Kongsberg Maritime's products better, in order to reach "The Full Picture" goal, we have developed this report. The report includes analyses of the Canadian Industry, the company and any other relevant factors that will be of interest for expanding market shares. The report will also give recommendations for further development based on strategies designed to fit KM's current position in the market. KM has a good position in the maritime industry, and has been able to maintain a strong market position in certain areas. However, there have been indications that they need to improve the service to some of their customers. Based on interviews and secondary research, this report will provide you with insight as well as required information for potential solutions. If you feel some information is lacking or something needed to be clarified, please feel free to contact us at any time. 2 | P a g e
Executive Summary The following report has been developed on behalf of Kongsberg Maritime. KM is a leading provider of marine electronics in the shipping industry, and the report analyses how KM can improve their current position in the Canadian market. The report is as a whole based on KM being able to provide their customers "the Full Picture." In the introduction of the report KM's background, the research problem and the report's research objectives are discussed. The objective is to determine which factors will be important to complete the report, within the set limits. The literature review section of the report is a combination of academic marketing theories to determine KM's opportunities and how far KM is in the internationalization process. The report focuses further on other industry related issues such as competitors and potential customers for KM. Further; the report provides a strategic problem definition in addition to short term and long term goals for KM. Research Methodology In order to obtain information about the research topic, exploratory research was conducted based on primary and secondary resources. As a part of the exploratory research, qualitative research, in the form of interviews and questionnaires, was carried out with key personnel regarding supply chain and engineering of marine electronics. These included shipping companies located in both Eastern and Western Canada and the Ship Construction Development department of the public works and government services of Canada. 3 | P a g e
Secondary sources have been used as a main source of information to provide both an overall and in‐depth perspective of the shipping industry and any related issues, as well as the Canadian market as a whole. The secondary research primarily included information obtained through electronic resources, such as websites, as well as print media and academic reports. Secondary resources have also been used to obtain descriptive research information related to the topic at hand. Summary of findings Findings from the primary and secondary data show that though KM is presently covering major parts of the market, they have lost and are on the verge of loosing more market share. The market is currently experiencing a downfall in production after a 5 years boom. It can therefore be assumed, that maintaining the existing customer base is vital to long term company survival. The reason for reduction in market share traces back to one key component ‐ the actual relationship between KM and their customers. Research has shown that KM could improve customer relationships, and that internal communication at KM has room for improvement. Despite these issues, KM covers most of the commercial market in British Colombia and Canada, yet, it can gain more overall market share by attracting non‐commercial players. KM's customers in the commercial market perceive KM as a leading brand of high quality marine electronics. When looking at KM's competitors, it should be noted that their target markets are split between the commercial and the non‐commercial market such as the military. The strategy section in the report focuses on various ways KM can improve their current position with existing customers and how to win market share in the military sector. 4 | P a g e
Recommendations For KM to succeed with the proposed strategy, there are several points that KM will have to direct their attention to. These are the recommended issues for KM: • Identify and further develop opportunities for improvement inside their service and communication branch. • Be pro‐active in getting former and potential customers back. • Create a stronger presence in Vancouver by representation from an agent. • Develop a guideline and a strategy for employees to follow when they contact existing and potential customers. • Look for a potential alliance partner to provide a broader range of products, packages and solutions. • Develop a "Full Picture" solution with an alliance partner. 5 | P a g e
Acknowledgements This report has been prepared as a conclusion of the authors Bachelor Degree in International Marketing. The report has been written and submitted at Simon Fraser University, as a part of the authors exchange program through the Norwegian School of Management BI. This project is written for and in cooperation with Kongsberg Maritime, as a market analysis for the company's current position and the opportunities to expand in British Colombia and Canada overall. The authors would like to acknowledge key individuals for their help and contribution throughout the process of creating this report. The authors would like to recognize and thank Mr. Bob Crockett, for his involvement, knowledge and overall guidance throughout the project. With his feedback, ideas and his overall insight he has contributed to help improve the project in numerous ways. The authors would also like to acknowledge the many resourceful people involved in this industry, using their personal time to share their knowledge with the authors through various interviews, either in person, email or telephone. The team would like to acknowledge Julia Nossova for her contributions regarding the editing of this report. Finally, the authors would like to thank Kongsberg Maritime, for the opportunity to conduct this market analysis, and allowing us to use their company as a basis for our bachelor project. Vancouver, May 14, 2009 Gilbert Lunde Thomas Remes Henrik Lysdahl Merethe Flatla Lasse Alfsvåg 6 | P a g e
Table of Contents Executive Summary ..................................................................................................................................... 3 Acknowledgements ..................................................................................................................................... 6 Table of Contents......................................................................................................................................... 7 Introduction................................................................................................................................................. 9 Kongsberg Maritime .................................................................................................................................. 13 Market Background ................................................................................................................................... 19 Existing Customers..................................................................................................................................... 22 Potential Customers .................................................................................................................................. 25 Competitors ............................................................................................................................................... 26 Literature Review....................................................................................................................................... 30 Porter's Five Forces ................................................................................................................................... 34 GAP Model................................................................................................................................................. 37 Business Culture in Canada........................................................................................................................ 42 SWOT Analysis ........................................................................................................................................... 43 Strategic Problem Definition ..................................................................................................................... 46 Goals .......................................................................................................................................................... 46 Kongsberg Maritime in Canada ................................................................................................................. 48 Marketing Mix ........................................................................................................................................... 50 Porter's Generic Strategies ........................................................................................................................ 53 Strategy...................................................................................................................................................... 54 Strategy #1 ‐ Presence in Vancouver ......................................................................................................... 54 Strategy #2 ‐ Service Implementation ....................................................................................................... 56 Strategy 3 – Strategic alliances .................................................................................................................. 57 7 | P a g e
Financial Estimates .................................................................................................................................... 64 Conclusion & Recommendations............................................................................................................... 69 Discussion .................................................................................................................................................. 71 References ................................................................................................................................................. 73 Appendix.................................................................................................................................................... 77 Contacts ..................................................................................................................................................... 95 8 | P a g e
Introduction Background for research Our client, Kongsberg Maritime (KM) is a subsidiary of the Kongsberg group. KM delivers products and systems for dynamic positioning, navigation and automation to merchant vessels and offshore installations. KM also supplies products and systems for seabed surveillance, training simulators, and for fishing vessels and fisheries research (Kongsberg Maritime, 2009). The Kongsberg Group is an international knowledge based corporation with more than 5200 employees in 25 countries. Kongsberg supplies high technology systems and solutions to customers engaged in the oil and gas industry, the merchant marine and the defense and aerospace industries (Kongsberg Maritime, 2009). KM consists of three divisions: oil & gas, shipping & offshore and subsea. In our diploma project, we will focus on the shipping and offshore division on request from KM. One of KM's largest customers, Teekay Corporation, is located in Vancouver and their interview will serve as a focal point for this project. In addition to Teekay we will also contact other KM customers in Canada such as Seaspan Ltd, BC Ferries, Atlantic Towing, Canship Ugland and Secunda Marine Services. The company prides itself in offering an extensive portfolio of various technological components used in ships, something they refer to as "The Full Picture," meaning that KM is able to provide their customers with a full line of marine electronics. A problem for KM is 9 | P a g e
that some of their products are not positioned as well as others, and they are, therefore, not achieving their "Full Picture" goal. The research is limited to include the products sold from the KM Canada sales office in Halifax, Nova Scotia. These are: • Altimeters • Camera Systems • Dynamic Positioning Systems • Hydrographic Systems • Joystick Systems • Marine Automation • Marine Information Systems • Navigation Systems • Process Automation • Propulsion Control System • Reference Systems • Sonar, Multi beam and scanning • Tank Gauging Systems • Thruster Control Systems • Voyage Data Records 10 | P a g e
Research Problem Our task will be to develop a way to reposition KM's products, in order to reach "The Full Picture" goal. We will perform research on existing KM customers to measure customer satisfaction and identify negative and positive experiences, as well as identify suggestions for improvements. For this project, only Canada based ship‐owners will be considered as we are writing a recommendation for the KM Canada sales office. We will also perform a competitor analysis within the marine electronics industry. Research Objectives In order to successfully execute this diploma project, it is necessary to determine specific research objectives and goals. By doing so, the grounds for action can be correctly identified. The research objectives include obtaining information on the following: • Shipping industry key facts and figures, worldwide and Canada. • Existing customers of Kongsberg Maritime in Canada. • Potential new Kongsberg Maritime customers in Canada. • Competitors within in the marine electronics market. • Background information on Kongsberg Maritime. 11 | P a g e
• Information on KM products and services. Research Limitations This is an evaluation of methodology used in the survey completion and the acquiring of information surrounding the case. The section aims to highlight the sound points of the process, as well as look at the possible limitations that could affect the outcome. • All responses were retrieved through interviews conducted by members of the group, therefore, limiting possibility of sampling errors. • The respondents in the survey all had sufficient competence to provide the research team with relevant answers. Points that can be subject to criticism: • Prior to designing the question template and survey, the members of the group did not have a thorough understanding of the industry. • The data sample, although of good quality, can be considered to be relatively small even for a qualitative survey. 12 | P a g e
• An inherent problem with having a voluntary answering process is that it could lead to a homogenous sample where possibility of outliers would decline. Kongsberg Maritime History KM's history dates back to the founding of Autronica in 1957 with the first alarm system ready in 1959. KM has over the years absorbed a number of well‐known maritime and offshore‐related companies, through years of systematic work towards a network. Key events in the history of KM are: the world's first computerized radar/ARPA system (1969), the first engine room simulator (1978) and developing Intelligent Electronic Application in terms of software, sensors and instruments (2008). KM has through the years developed relationships with similar or competing businesses to cover and achieve a better understanding of the market. They are operating through a number of domestic and international subsidiaries (Kongsberg Maritime, 2009). Current Situation KM operates in markets that are affected by the turbulence in the global economy. The market may be affected by cancelations and the risk of downsizing in future operations. However, the prospects for 2009 still look fine, according to the board at KM (Kongsberg Maritime, 2009). 13 | P a g e
KM operates in markets that are independent of each other and driven by competition. To maintain a strong market position, KM focuses on long‐term perspectives concerning adapting to changes in the market. Placement In Canada, the Halifax office currently handles sales and services for all KM products except simulators, which is handled at the office in St. Johns'. Kongsberg Mesotech in Vancouver designs and manufactures sonar systems for the global market. The products are sold to countries all over the world via KM "sister companies" or agents (John Gillis, 2009). Halifax and St. John's are "sister companies" for Canada. The Halifax office interacts with all KM manufacturing sites like the offices in Vancouver, Trondheim, Horten, Kongsberg and Aberdeen to acquire products and receive technical support. KM considers the organization a matrix with technical/manufacturing companies on one axis and sales/services sister companies/agents in each country on the other axis. (John Gillis, 2009) Potential Markets This report will evaluate new potential markets, in addition to focusing on building stronger relationships with current costumers. 14 | P a g e
KM currently holds a good position in the maritime industry as a whole, and has been able to maintain a strong market position in specific areas. However, there have been indications that they need to improve the service to some of their customers. Products KM specializes in marine electronics. Their equipment is suitable for various vessels that include: cargo, bulk, RO‐RO, container ships, cruise, ferries, mega yachts, drilling units, fishing vessels, FPSO and FPU, liquid gas carriers, naval ships, offshore support vessels, research and survey vessels, shuttle tankers and tankers (Kongsberg Maritime, 2009). Some of the products KM offers are described below. Navigations sensors KM offers a wide range of quality navigation sensors from reputable suppliers that can be used within the K‐Bridge system also provided by KM. KBridge K‐Bridge is a radar system that provides superior target tracking and has advanced navigation integration with a multi sensor input. K‐Bridge can include electronic chart functions, automatic navigation and track steering when in an integrated K‐Bridge bridge system. The color display presents a square radar picture, which gives an increased active display area for better traffic surveillance. 15 | P a g e
Logbooks K‐log electronic logbooks are electronic alternatives to record key navigation, engine watch, port calls and other operational activities onboard vessels of all sizes. All of KM's logbooks meet the specific reporting requirements of IMO, SOLAS and flag states. The ship's officers are given an easy way to log all activities onboard. Manually inserted information is automatically combined with data recorded from vessel's instruments. Navigator safety systems KM's navigator safety system, or "dead man alarm," is designed to monitor bridge activity and alert the master or other qualified crew if the bridge becomes unattended. The system first alerts the officer at watch through local alarm indication at the bridge unit, and if no response, then alerts the master or other qualified officer. The navigator safety system confirms to the requirements of IMO resolution MCS.128 (75) performance standards for bridge navigational watch alarm system and the bridge class notations for one‐man bridge operation. (Kongsberg Maritime, 2009). Voyage Data Recorder Voyage data recorders have the same purpose as "black boxes" on aircrafts, and can help investigators review procedures and instructions a moment ahead of an incident to identify the cause. (Kongsberg Maritime, 2009) 16 | P a g e
Dynamic Positioning – DP systems DP systems serve the purpose keeping the vessels within specified positions. The systems are designed to minimize fuel consumption and wear‐and‐tear on propulsion equipment. Currently more than 1200 dynamic positioning systems have been supplied to oil and gas related vessels (Kongsberg Maritime, 2009). Thruster controls The thruster control system, K‐Thrust, is an independent remote control system made for electrically driven thrusters, propulsion units and rudders. The application includes side thrusters, azimuth thrusters, azimuth steering propulsion, electric main propulsion and rudders (Kongsberg Maritime, 2009). 17 | P a g e
Promotion KM has four people in Halifax, all responsible for sales. They have direct contact with customers and perform demonstrations of equipment upon request. KM representatives attend tradeshows like The Interservice/Industry Training, Simulation and Education Conference (I/ITSEC), Sea – Air space, CANSEC, Offshore Europe and ATEC. They also attend technical conferences like: offshore technology conference, WITSML public seminar and vendor exhibition and the Society of Exploration Geophysicists meetings (John Gillis, Kongsberg Maritime, Halifax). KM has advertised in magazines for the maritime industry such as Marine Log. Market Needs and Trends KM enjoys a good position within the shipping industry. However, it is reasonable to assume that in a long‐term situation the downturn in the world economy will catch up with KM and can create risk of cancelations and cutbacks. According to a report from Stratford Global Intelligence, the shipping industry has been hit hard by the declining global economy. Numbers show that the world trade values for the last quarter of 2008 have dropped 45 percent compared to the last quarter of 2007. "The world Trade Organization is now predicting a 9 percent decrease in the world export by volume in 2009, the largest contraction since World War 2" (Stratford Global Intelligence, 2009). 18 | P a g e
Market Background Worldwide Shipping Industry Every product ever made, bought or sold has been affected by shipping. There are many ways to ship products, but there are three basic types of shipment: by land, air or sea. This report focuses on shipping by sea, as KM specializes in manufacturing marine electronics for ships. Merchant shipping is essential to the world economy, carrying the bulk of international trade. The vessels are expensive, being one of the largest man made vehicles ever. There are approximately 50.000 merchant ships that are involved with international trade of every kind of cargo. The world fleet is registered in over 150 nations and manned by millions of people from all over the globe. (Equitymaster, 2009) There are different types of vessels in the merchant fleet including; • Container ships, carrying most of the worlds manufactured goods and products. • Bulk carriers, the "workhorses" of the fleet, transporting raw materials such as iron ore and coal. • Tankers, including transport crude oil, chemicals and petroleum products. • Ferries and Cruise ships, performing mainly as transportation for passengers. 19 | P a g e
• Specialist ships such as anchor handling and supply vessels for the offshore oil industry salvage tugs, icebreakers and research vessels. Some of the largest container operators in the world are; APM‐Maersk, Mediterranean Shg Co, CMA CGM Group, Evergreen Line, COSCO container L and Hanjin / Senator (Equitymaster, 2009). The industry is highly capital‐intensive and adequate cash flows are required for day‐to‐day functioning. Moreover, expertise and technical know‐how also serve as critical factors. Sine the number of shipping agencies are growing, there is a high level of competition. This can give customers a higher bargaining power (Equitymaster, 2009). Canadian Shipping Industry Shipping in Canada has played a significant role in the development of modern society for centuries, a form of economic lifeline for Canadians, especially for the first settlers. The industry provided The Old World with things such as fur, agricultural, forestry and mining products to meet the increasing levels of demand. In eastern Canada, particularly in the Maritimes, a tradition based on shipbuilding, fishing and trade flourished with the shipping industry growing in the 1840's. Samuel Cunard from Halifax established a transoceanic service that developed into the Cunard Company, once ranked as fourth among the ship owning nations of the world. The Canadian shipping industry also had its ups and downs. A lack of steel and engineering skills served to 20 | P a g e
downsize the Canadian shipbuilding activity. The 2nd World War, however, gave Canadian shipping a temporary boom (The Canadian encyclopedia, 2009). The shipping industry is important to Canada due to the importance of trade to the economy. In 1996, exports were 33.5% and imports 29.2% of Gross Domestic Product. Approximately one third of exports and over a quarter of imports are transported by water. Although most of Canadian trade with the US is by land transport, shipping is vital to the competiveness of resource‐based products in the global markets. Some of the overseas nations Canada trades with are Japan, UK and other western European nations such as Norway, making the North Atlantic and North Pacific route the busiest. The ships and port facilities are efficiently serving Canadian trade. Some of the modern container terminals are essential, specifically those in Halifax, Montreal, Vancouver and Prince Rupert. The ports of Montreal and Vancouver are the largest and most profitable. In 1895, the Canadian government implemented the recommendation on the task force on deep‐sea shipping by amending tax regulations, which means that the management of international shipping could be conducted in Canada without exposing the earnings of the shipping services to corporate tax until distributed. This legislation made Canada competitive with other countries, as most ship owners did not pay tax, which has resulted in an increase in employment opportunities. With the Canadian shipping industry growing, a number of companies have moved into Canada, the largest being Teekay Corporation, founded in 1973. Teekay's corporate head office is located in Bermuda and their operational head office is in Vancouver (Teekay, 2009). 21 | P a g e
Existing Customers Teekay Corporation With their large fleet, they are one of the most important suppliers of shipping services for leading oil and gas companies worldwide. Currently, Teekay has 158 vessels in addition to 17 others currently on order. The vessels have an average life expectancy of 10 years (Teekay, 2009). The industries in which Teekay operates are: oil, liquefied petroleum gas, and liquefied natural gas. Vessels are located all over the world, with offices in Europe, Australia, Asia, North America and South America. Their four business units are: Teekay Tanker, Teekay Navion Shuttle tanker and offshore, Teekay Gas services and Teekay Marine services. (Teekay, 2009). Teekay is the largest operator of medium size tankers in the world. They are a world‐leading operator of offshore loading shuttle tankers and offer comprehensive shuttle tanker services. They also deliver innovative methods for storing and transferring offshore oil, from floating storage systems to complex export and transportation services. Teekay transports more than 10 % of the world's seaborne oil (Teekay, 2009). 22 | P a g e
Seaspan International Ltd. Starting out in 1898 by servicing the B.C coastal communities, Seaspan has grown into a multimillion‐dollar operation serving the whole West Coast of North America. As well as providing ship‐docking services at Port of Vancouver, Victoria and other B.C ports, they also operate a fleet of 64 ships ranging from flat deck barges to chemical tankers (Seaspan, 2009). The company is owned and operated under the Washington Marine Group, which also owns local ferry and tugboat services and three major shipyards: Vancouver Shipyards, Victoria Shipyards and Vancouver Dry dock. (Washington Marine Group, 2009) BC Ferries BC Ferries serves up to 47 ports along the coast of British Colombia. They have since 2007 added 7 new state‐of‐the‐art ships to their fleet. BC Ferries Authority is a no share capital corporation created under the Coastal Ferry Act. BC Ferries routes and services levels are defined in the costal ferry services contract between the province of British Colombia and BC Ferries. BC Ferries is an independent regulator who is appointed by the province of British Colombia. BC Ferries' sole shareholder is the provincial government of BC (BC Ferries, 2009). 23 | P a g e
Canship Ugland Ltd. As a joint venture between the Norwegian companies, J.J. Ugland Companies and Knutsen OAS Shipping, Canship Ugland Ltd. started its operations in 1997. With headquarters in St. John's, Newfoundland, the company employs a total of 380 people on and off shore and has 9 ships under management, servicing the oil industry around Newfoundland. The main bulk of their fleet consists of crude oil tankers in the 120,000 – 150,000 tons deadweight class and the rest being specialized tug boats fitted for operations demanding heavy lifting and firefighting (Canship Ugland, 2009). Secunda Marine Services Created in 1983 as a Nova Scotia company, Secunda Marine Services has today grown their fleet to 14 full time vessels and one training vessel. Performing operations in Eastern Canada, North Sea, and the Gulf of Mexico, they service the oil and gas industry by offering anchor handling, platform supply, cable lay, subsea construction, dive support vessels and conversions. J. Ray McDermott acquired Secunda Marine in 2007 (Secunda Marine, 2009). 24 | P a g e
Potential Customers The Canadian Coastguard The federal government's civilian fleet operates the Canadian Coastguard and provides key maritime services to Canadians at sea. The Coastguard is responsible for ensuring safe and accessible waterways, it aids to navigation, icebreaking, environmental response as well as search and rescue. They provide service 24 hours a day, 365 days a year throughout 22 centers across Canada. Canadian Coastguard operates 114 vessels in addition to 22 helicopters. The annual operating budget is $285 Million. (Canadian Coast Guard, 2009) The Canadian navy The Canadian navy has 3 destroyers, 12 frigates, 2 supply ships, 4 submarines, and 12 costal defense vessels. The 33 vessels are divided between the Atlantic and Pacific coasts. The homeport of the Atlantic fleet lies in Halifax, and the Pacific fleet is based in Esquimalt, BC (Canadian Navy, 2009). Nautisol Nautisol is a new company based in Victoria, British Colombia. Their goal is to launch two high‐speed ferries with a 90‐minute travel time from Victoria to downtown Vancouver. Depending on sufficient support and resources, a third ferry may stretch between Nanaimo and downtown Vancouver. (Nautisol, 2009) Nautisol intends to build three new 25 | P a g e
catamarans in Vancouver; two of them are expected finished by 2010. The third vessel should be done by 2011 (Andrew Petrozzi, 2009). Competitors KM has several competitors in the marine electronics market; the following is a brief overview of the most prominent ones. Sperry Marine/ Northrop Grumman Sperry Marine was formed in 1997 from three well‐known brand names in the marine industry: Sperry marine, Decca and C. Plath. Sperry Marine is a direct competitor to KM and has a very similar portfolio that includes: autopilot and steering control systems, communication equipment, ECDIS, intergraded navigation and bridge systems and gyrocompasses. Sperry marine employs around 1300 people (Sperry Marine, 2009). All of Sperry marine's equipment is geared towards larger vessels, the most important being gyrocompasses and radars. Northrop Grumman revenues in 2007 reached $32 billion USD (Northrop Grumman, 2009). Their market is split between the commercial and the military sector. The economic downturn has made its impact on Sperry Marine and the commercial sector has been downscaled, especially construction of new vessels. (Alan Aitken, Canadian regional manager, Sperry Marine). 26 | P a g e
Customers are currently requesting multi function displays capable of performing multiple tasks. A new product Sperry offers is the Visionmaster FT Totalwatch, functioning as a radar, chart radar and ECDIS among others. Most of the equipment Sperry manufactures is standardized, however, they also offer custom steering stands and bridge configurations. Some of the Sperry's largest customers in North‐America are: the US Navy, the US Coastguard, Chevron, Maersk, Canadian Coastguard, Canadian Navy and different cruise lines (Alan Aitken, Sperry Marine, 2009). Sperry's strongest selling points are considered to be product quality, company ethics and a global service network. (Alan Aitken, Sperry Marine, 2009) Sperry's customers receive both routine maintenance and emergency repairs. Some of the routine maintenance is mandated by regulatory agencies, such as inspections of VDR's (Voyage Data Recorders) (Sperry Marine, 2009). (See Appendix 2 for the transcript of the interview with Alan Atiken) RadioHolland The Netherlands based company Radio‐Holland, is one of KM's direct competitors. Radio‐ Holland describe themselves as "a leading system house specializing in innovative, efficient, and functional solutions in the field of satellite and radio communication, automation, observation and navigation systems". Radio‐Holland has offices in 42 different cities worldwide. The Canadian branch of Radio‐Holland was founded in 1919 only 3 years after 27 | P a g e
the company was established, and has its headquarters in Ontario with a local office in Vancouver. The company employs 750 people inside their Canadian structure. In 2006 Radio‐Holland became a subsidiary of Imtech NV. (Radio Holland, 2009) More in depth information was considered too sensitive by Radio Holland. Rutter Technology Rutter Technology provides products and support of world‐class electronics to marine aviation, aerospace, military and security sector. The products they offer are a mix of electronic hardware and software engineered to integrate well with other systems. Rutter Technology has over 100 customers located worldwide. They manufacture products for cargo vessels, passenger vessels, military and enforcement vessels. Their product line includes: voyage data recorders, radar systems, high resolution radar processing and recording technology, high‐fidelity audio and high‐resolution video recordings. Their most important product is the voyage data recorder. Rutter Technology's head office is located in St. Johns, Canada. (Rutter Technologies, 2009) Shipyards Shipyards often have a central position in purchasing of products for vessels. The shipyards provide the ship‐owners with alternatives and often make a recommendation. 28 | P a g e
Vancouver and Victoria shipyards are a part of The Washington Marine Group that provides services along the coast of the Pacific Northwest. Washington Marine also has a ferry business, as well as a tug and barge transportation company. Seaspan is also owned by Washington Marine Group. (Washington Marine Group, 2009). There are three shipyards under the Washington Marine Group, these are: Vancouver Drydock Company Ltd Vancouver dry‐dock is located at the Vancouver harbor. They have two Lloyds floating dry‐docks and machinery that can handle shafts up to 18 meters. (Vancouver dry‐dock, 2009) Vancouver shipyards Co. Ltd Vancouver shipyard has been in downtown Vancouver since 1968. They do repairs, maintenance, construction and design of various types of vessels. Facilities found at Vancouver shipyard include major steel forming, a large fabrication, an assembly hall and a 20.000 feet paint facility. They can dry‐dock multiple vessels at the same time and can perform repairs on the vessels. (Vancouver shipyards, 2009) Victoria shipyards Co. Ltd Victoria shipyard is operated and owned by Public Works and Government services of Canada. The shipyards perform repairs and complete vessel conversions. They perform repairs on cruise ships, deep sea vessels and containerships in addition to the Canadian 29 | P a g e
navy, ferries, tugs, fishing vessels, barges, yachts, and research vessels (Victoria shipyards, 2009). Literature Review Degree of globalization KM is a global company and is well known in the industry. Their technology is shipped around the world to the shipyards where the vessels are built. KM has a strong position in the market with offices in 25 countries around the world. Three of these are in Canada: Halifax, St. John's and Vancouver. KM has, in the recent years, strengthened its position internationally by opening offices in India, Brazil and China, all being important emerging markets. (Kongsberg Maritime, 2009). KM provided its products to the world biggest cruise ship "Oasis of the Seas" and two of the biggest drilling rigs "Aker Spitsbergen" and "Aker Barent". KM's manufacturing locations include Horten, Trondheim and Kongsberg in Norway, Aberdeen and Vancouver (Kongsberg Maritime, 2009). 30 | P a g e
The Nine Strategic Windows Born global A born global company is a company that goes abroad eminently after start up (Rasmussen E.S, Madsen. T.K, 2002). Kongsberg was established in 1814 as a manufacturer of weapons under the name Kongsberg Vaabenfabrikk. Kongsberg has through the last decades established itself as an international corporation. Kongsberg received one of the first large export contracts in Norway when they sold Krag Jørgensen rifles to the US Navy. The first naval yard was established in Horten in 1849. (Kongsberg Maritime, 2009) Nine windows KM can be placed in window number 8 in Solberg's nine strategic windows (See appendix 3), to seek new alliances. From a strategic point of view, KM is in the position to grow and enhance their position in the market. This will be discussed further in the strategy section. Trend Analysis Political Canada is a federal state with 13 provinces and territories. The parliament consists of the House of Commons with 310 elected members and the Senate with 105 chosen by the 31 | P a g e
Governor General. (Passport, 2009). The head of state is Queen Elizabeth and the prime minister since 2006 is Steven Harper (Conservative Party) (Passport. 2009). The constitution of Canada is the supreme law in Canada and consists of a combination of acts, traditions and conventions. The Constitution Act of 1867 has in the later years regulated distribution of power between provinces and the federal government. The Canadian Charter of Rights and Freedoms outlines the civil rights and liberties of every Canadian citizen, such as freedom of speech, freedom of religion and mobility. (Department of Justice, Canada, 2009) Political risk Canada's largest export partners are the USA and Europe and the largest import partners are the USA and Asia Pacific. However, with the recession exports are in decline. There is some tension between the different provinces and the federal government, but this will however not have a big impact in the shipping industry. (Passport, 2009) Economy Canada resembles the US market oriented economic system, production patterns and living standards. Almost 80% of Canadian exports every year go to the US, with Canada being one of US's largest suppliers of energy, including oil, gas, uranium and electricity. (CIA, World fact book, 2009) 32 | P a g e
The downturn in the US economy has affected Canadian exports, with a lower demand for products and fewer ships leaving from Canadian ports (Passport, 2009). The shipping industry will mostly experience the effect of the recession at the shipyards, where the demand for new vessels will decrease (Alan Aitken, Sperry Marine). Trade agreements Canada signed the NAFTA agreement in 1994, an agreement between the North American countries and EFTA in 2008, which includes countries such as Norway, Iceland, Lichtenstein and Switzerland (Canadian Government, 2009). Socio cultural Canada is the second largest country in the world, covering almost half of the North‐American continent. Canada has two official languages, English and French. The ethnic groups in Canada are divided with 28 % British Isles origin, 23 % French origin, 15 % other European and mixed background, and 26 % Asian. The population is approximately 33.5 Million (CIA World Fact Book, 2009). 33 | P a g e
Technological There are a few companies that provide competitive products to KM. Since this is a very international market, most of the technology is manufactured in different parts of the world. There are a few international companies that manufacture products in Canada. A subsidiary of KM, Kongsberg Mesotech manufactures sonar's for the world market in Vancouver. Porter's Five Forces Industry competitors KM has a few direct competitors, and Sperry Marine and Radio Holland are among the largest. The demand for marine electronics in Canada is moderate, since few ship‐owners are present with headquarters in the country and relatively few ships are built here on a global scale. Sperry Marine has a few big customers like the Canadian navy and coastguard, but KM also has a relatively large market share. Since customers are often loyal to their vendors, it can be difficult to attract the well‐established ones, with better focus being companies starting up, with fewer business relations. 34 | P a g e
Potential entrants It can be difficult for KM to enter new markets in Canada, since most shipping companies headquarters are often located in other parts of the world, represented through agencies here. Most of KM's customers are international, though a few are Canadian such as BC Ferries. When the customer is government owned they have different rules and regulations regarding purchasing. Substitutes The research team did not discover substitute products, since the products are more or less standardized and meet specific requirements for navigation and safety. Buyers The buyers in the industry are sometimes the shipyards on behalf of their customers. Shipyards usually make recommendations of vendors, and the ship‐owner makes a decision. In a typical buying process the customer asks three vendors for a request on proposal. According to our interviews, usually price is less important than reputation and previous experience when selecting a vendor. 35 | P a g e
Suppliers Although almost all software is engineered internally, KM is provided with hardware such as PCB's, cables, computers, printers and displays from local suppliers in Vancouver, Horten, Kongsberg, Aberdeen, Trondheim and Seattle to the production facilities in those areas. Here are some examples: • The consoles used for operator stations, are supplied from a company close to Horten. • Many of the sensors used in KM products are supplied from companies in Kongsberg. • Satellite based position reference technology is provided by Seatex in Trondheim. • Pressure/temperature/liquid level sensors are provided by KM Automation in Trondheim. • HiPAP position reference technology is provided by KM Subsea in Horten. • Other companies provide products such as gyrocompasses, echo sounders and radios (John Gillis, Kongsberg Maritime). 36 | P a g e
Summary of the five forces KM has a strong position in the market. Although some of their customers have complained about some service issues, they acknowledge KM's products as "the best in the industry". It can be hard to expand in the market, in which KM is already established in serving three ship‐owners on each coast of Canada. GAP Model Buying process in the shipping industry The decision of which vendor to choose, is not based entirely on cost. What the research team discovered was that the most important aspects in selecting a vendor were past experience as well as reputation within the industry. Larger, well‐established vendors were preferred, since an eventual bankruptcy can cause problems at a later stage, since purchases usually require an expected partnership of 10+ years depending on the product. Gap Service Model The gap model can be used to see if there are any gaps in expected and received service between customer and supplier (Appendix 5). The research team spoke to some of KM's customers here in Canada: Teekay, BC Ferries and Seaspan from the Pacific coast and Secunda Marine and Canship Ugland from the Atlantic coast. 37 | P a g e
Research showed that there is a gap between the service experienced and KM's promise. One customer explained that they wished to have a more personal contact with KM before a sale, as well as a better after sales service (Raj Dewan, Seaspan). Another individual felt that some processes could be too time‐consuming, especially when it comes to having to communicate with different offices of KM in Norway. The two that were the hardest to get in touch with are Horten and Trondheim (Terje Rusdal, Teekay Corp). According to BC Ferries, problem solving took longer outside the Nordic sea basin. They also experienced a "no can do" attitude from KM when they needed support; when they had a problem with one of their vessels, and had to take it out of service, both passengers and BC Ferries suffered. According to BC Ferries, service was provided by KM later than 3 weeks, which is considered unacceptable (Mark Collins, BC Ferries). BC Ferries has a service team and has a policy of repairing and performing maintenance on their own fleet. BC Ferries inquired if KM could train their service personnel, but unfortunately the request was denied. Secunda Marine explained that logistics from KM could take from 8‐10 weeks, and having ships out of service for such an amount of time could lead to large expenses (Dwayne E. Murphy, Secunda Marine). KM could be more adaptable to customer needs and deliver service as soon as possible to ensure good reputation and business relations. 38 | P a g e
Why Relationships are Important By relationship building KM should recognize the long‐term value of keeping customers. In marketing, it is a known fact that it costs more to attract new customers than to maintain existing ones. There are various ways to execute such a strategy, with both advantages and disadvantages. Today, creating a meaningful and long‐term relationship that both parties can benefit from can be a key factor to success. Creating relationships between you and your business partners is a terrific way to add value and enhance your brand position against your competition. KM's view of relationship marketing is that "networking ties it all together," ensuring that knowledge and competence is spread throughout the organization, adding value to customers. These values are demanding, but necessary to meet the challenges of the market. KM's values supply the drive and direction to improve constantly, providing reliable products and responsive service for their customers (Kongsberg Maritime, 2009). Research shows that KM's actual relationship marketing is not aligned with their vision, giving KM room for improvement, especially towards smaller businesses. Advantages of Close Relationships There are many reasons for choosing to spend more of the company's resources on relationship marketing, which include both economical and non‐economical outcomes: 39 | P a g e
Economical Cost reductions ‐ Cost reduction regarding maintenance and adaption costs. By developing cooperation based on coordinated routines regarding services and use of technology. You will in the future achieve more time efficient programs. ‐ Reduction of upkeep is also a factor that will be influencing the cost reduction. Based on the coordinated service routines the personnel will have better understanding of products and routines. Thereby the time at the repairing dock will drop, which is an important factor for the shipping industry. Cross sales: ‐ Close relationship will result in sharing customers list as well as access to other markets. New and improved products/services. ‐ Close relationship often result in better access to information from the opposite business partner. Making it easier to create optimal solutions for both parts. 40 | P a g e
Noneconomical Access to specific resources. ‐ Development of specific resources such as better understanding of customers needs. Reduction of uncertainty: ‐ The relationship will automatically create more willingness to succeed with the business partners, due to the reason that they are economically dependent on each other. Strengthen the reputation: ‐ Often strong relationship results in positive achievements that will create a stronger reputation, especially in a small market like the Canadian market (Biong & Nes, 2003). Individual Customer Relationships The focus on a relationship between two business partners should be adapted to the different customer needs. They have different views, and therefore expect different outcomes of each relationship. According to research, KM should be located in the "Long‐term relationship" box (Appendix 6). One of KM's customers expressed concern that KM 41 | P a g e
focuses more on short‐term revenue rather than long‐term relationships. The project research found that most of their customers and potential customers request close relationships when conducting purchases with a vendor. It is therefore logical and beneficial that KM should focus on long‐term relationships instead (Appendix 6). Business Culture in Canada There is a range of aspects to a country or region's business culture, it is, therefore, beyond the scope of this report to do an in‐depth investigation of the Canadian business culture as a whole. However, certain parts of the Canadian culture that are imperative for KM and their future Canadian venture will be highlighted. Geert Hofsedes dimensions on business culture show that Canada can be found ranked high on the individualism scale, and that success is often measured by personal achievements (Hofstede, 2008). This is important information for KM as they will be planning to convince key decision makers in the industry that their products and services are beneficial for their company. The majority of Canadians has a high degree of individualism and has a tendency to be self confident and open to discussion on general topics. However, they keep their personal life limited to their closest family and friends with relatively loose bonds with others (Hofstede, 2008). 42 | P a g e
SWOT Analysis The SWOT analysis is a tool to provide us with the general overview of strengths and weaknesses in a company. This analysis will provide us with information that will be helpful in decisions concerning improvements in KM. Strengths KM has a strong dedication to providing innovative and reliable marine electronics that ensure optimal operation at sea. By utilizing and integrating their technology, experience and competence in positioning, hydro acoustics, communication, control, navigation, simulation, and automation, KM aims to give their customers "The Full Picture". KM's vision of sharing knowledge and information with customers, gives them the opportunity to provide their clients with the most efficient solutions. This vision is built on their philosophy of networking and creating alliances. KM is a market leader in dynamic positioning systems, automation and surveillance systems, process automation, satellite navigation and hydro acoustics. The most important markets are countries with large coastlines and busy harbors, which means Canada is a suitable market, with the opportunity for further expansion (Kongsberg Maritime, 2009). Weaknesses 43 | P a g e
One company mentioned through the interviews that KM's storage depots outside of Europe and North America could have better storage capacity for spare parts. There was a voiced concern especially about the Brazil and Singapore locations, as the KM employees were perceived as "moody", this having a possible effect on logistics and delivery time. The combination of high demand and high quality of products that KM offers has resulted in premium price points. Although premium pricing can have a negative effect in the evaluation process of product purchasing, offering outstanding services can compensate for it. Research shows that KM's largest customer, Teekay considers KM's service as sufficient, however the satisfaction level was lower in smaller companies. Specific complaints were regarding follow‐up procedures and KM's willingness to cooperate. Pacific coast customers explained that they were more likely to expect less service from KM, compared to customers on the Atlantic coast. For various services, customer contact is a crucial issue; the provider must be in face‐to‐face contact with the customer. Close contact suggests a local presence in the foreign market and customization (Bradley, 2004). Opportunities By utilizing and integrating all their products, KM aims to provide their customers "The Full Picture". This idea yields professional solutions and global services that make a difference 44 | P a g e
enabling you to stay ahead of the competition. This concept may in the future provide their customers with technology and services that are unique to each situation. It will make it easier for both KM and customers to plan future business. KM's global reputation concerning marine electronics is a direct result of years of consistent engineering, developing "state of the art" technology. Their devoted work towards development of technology has paid off and given them a chance to become the market leader in certain areas. With a good reputation it is easier to acquire new customers and build long lasting relationships. 45 | P a g e
Threats KM's technology is "state of the art", however it is possible for competitors to copy it or further develop it, therefore, KM has to provide their customers with services and packages the competition lacks. Another threat for KM as a company is the changes in global economy. KM is dependent on long perspective planning and strategy development to prevent negative outcomes (Bradley, 2004). Strategic Problem Definition "How can Kongsberg Maritime improve their current position in the industry, in addition to conquering new markets, resulting in KM offering "the Full Picture." Goals Short‐term goals are needed to reach long‐term goals. Short‐term goals are reachable within 12 months. Suggestions for KM are: • Identify opportunities to improve communications both inside the company and with clients. • Rethink and improve the current after‐sales service. 46 | P a g e
• Improve customer relations in the Pacific coast of Canada by establishing an office, possibly through an agent. Long‐term goals are reachable after a period of 12 months. Suggestions for KM are: • Develop a reputation as a company with superior communication and service. • Deliver an ideal solution to what the clients regard as "The Full Picture". ‐ Vertical as well as horizontal packages. • Capture new customers in the Pacific coast. Key Success Factors • Improve relationships with existing customers. • Perform quicker after‐sales service and adapt more to customer's way of doing business. • Achieve better reputation in the Pacific coast market. Company Specific Advantages • Advanced high‐quality products. • Worldwide reputation. • In‐depth industry knowledge. 47 | P a g e
• Human capital. Strategic GAP Analysis When comparing key success factors and company specific qualities, one strategic gap emerges: KM needs to develop a deeper understanding of their customer's needs on the Pacific coast. Kongsberg Maritime in Canada KM needs to identify their target markets in order to reach their desired customers. This section will identify these markets. Primary market The primary markets for KM are existing customers, since they are currently familiar with KM's product line. KM's existing customers will experience changes in service quicker than new ones. Repeat purchases by existing customers are important to maintaining the market share, in addition to upgrading their product line. 48 | P a g e
Secondary market KM's secondary markets are new customers currently using competitive products, or customers in the process of purchasing equipment for new vessels. To achieve a stronger position in the market and gain a higher market KM needs to reach new ship‐owners. Estimating the Demand In order to estimate the demand for KM's products and services in Canada, primary and secondary sources have been used. By summing up the fleet size of existing customers and potential customers, it is possible to estimate the number vessels that are in use and show if there is a demand for new equipment and repairs. The products have different life expectancy, so it is impossible to do a realistic calculation, however, these figures tell us allow us to loosely estimate the size of the market. BC Ferries: 40 vessels Seaspan: 64 vessels Atlantic Towing: 4 vessels and 16 tugs Secunda Marine: 15 vessels Canship Ugland: 9 vessels Nautisol: 3 vessels Canadian Navy: 29 vessels Canadian Coastguard: 114 vessels 49 | P a g e
Teekay operates 158 vessels, but purchases are not made in Canada, and therefore, are not included in this estimate. Looking at these numbers, it is possible to claim that KM has the opportunity of doubling the number of vessels with their products within the Canadian market. Marketing Mix A successful marketing entry depends on a well‐developed marketing mix. The marketing mix is based on the classic 4 P's with some changes to better adapt to the B2B market. In the consumer market, the 4 P's are: promotion, price, placement and product. We will focus on the "The True 4 P's of B2B marketing" (Evancar, 2009). • Prospect: The customer's need that creates an opportunity. • Promise: The faculty/intimacy argument for why you are superior. • Product: Delivering the promised product/service. • Position: The sum of advantages that is created over your competition by doing the three other P's with excellence (The Cornucopia Group, 2009). Prospect The shipping industry creates a need for the customers to have top‐notch equipment when they are at sea. The industry is global, and all downtime on vessel is expensive for the ship‐ 50 | P a g e
owner. The need for reliable services and high quality products are therefore crucial aspects of selecting a vendor. Understanding the customer's needs is an important factor to succeed in any business. The market KM operates in has various competitors offering similar products and services. A way to differentiate and become the clear choice in the market is through adapting individual services to each customer. Offering custom‐made services creates a unique buying reason, which will suit KM's vision of committing to the customer's needs, as well as adjusting to the Canadian market. Promise To succeed, KM must keep the promises they promote. By doing this, the company will build a reputation as reliable and dependable, an important factor in the shipping business. On KM's website they state: "We believe in quality in all aspects of our behaviors, and will strive to consistently produce reliable solutions." "We commit ourselves to the customer's needs and the organization's aims." "We take personal responsibility for customer issues and ensure follow up." "We are there for our customers." (Kongsberg Maritime, 2009). 51 | P a g e
These are all good values for a company; however, some of them are not fulfilled as promised. By performing continuous promotion through tradeshows, events, conferences and direct sales, KM can enhance their reputation. Product KM provides technology equipment for vessels in cargo and passengers boats, with a wide range of marine electronic components and parts. According to KM, this makes it possible to offer "The Full Picture" to their customers. Combining KM's products with their expertise will save customers time and money, since they then are connected to fewer vendors. The vessels will be fully equipped with products that function well together and are familiar in case of repairs or upgrade. Position By positioning the company as a provider of quality products from "The Full Picture" program with long‐term service goals, KM will be able to create a lingering relationship that will have positive effect on the cooperation between the business partners and the development of new technology. The option of strategic partners and more agencies to manage local issues will help the company's' visibility in the market, especially when considering smaller customers seeking face‐to‐face meetings. 52 | P a g e
Porter's Generic Strategies A company positions itself by leveraging its strengths. Porter has argued that a company's strength falls into one of the two categories: cost advantage or differentiation. By applying these strengths in a broad or narrow scoop, you will get three generic strategies as a result: cost leadership, differentiation or focus (QuickMBA, 2009). With cost leadership strategy, the company can sell their products at premium price gaining a higher profit than its competitors; they can also sell their products with a lower margin to conquer a larger market share. (QuickMBA, 2009) With differentiation strategy the company offers a product with unique attributes valuable to the customer. A unique and valued product the company can be sold at price premium. (QuickMBA, 2009) KM follows, and should continue following differentiation strategy, since the company has the strengths required. Some of the strengths needed for this strategy are: strong research skills, highly creative and skilled product development department, a strong sales team and a good reputation for technical quality. KM is more fitted to be in this category than in a cost leadership strategy. To maintain current market position, KM needs to focus on its current reputation in the industry. By enriching the service experience, KM can achieve better loyalty among their customers and receive the benefits of maintaining their market share. To achieve this, KM 53 | P a g e
can benefit from having a deeper understanding of technology, exceptional sales representation and international experience in a competitive market. Strategy Introduction Research shows that KM's greatest opportunity for improvement lies in their approach to service. A recommended strategy for KM is a plan of action consisting of 3 main points aimed to provide the degree of service and product offering that KM's customers prefer. KM's customers commented on the lack of face‐to‐face dealing, and how, when present, it helped to establish some of the interpersonal trust that is a vital part of business dealing. This report will therefore first of look at increasing visibility in Vancouver, covering the regions. It will be followed by in depth look at implementing certain service guidelines to help establish better connections. The last point for KM will be searching for an alliance. These points are all tied up to KM's wish to provide the "Full Picture". Strategy #1 Presence in Vancouver KM has a broad range of customers. Long‐term customers, such as Teekay, can be categorizes as most loyal. They are most cost effective to keep as they provide a steady 54 | P a g e
source of income. Since Teekay is deeply involved with KM, it would be cost prohibitive for a competitor to steal the client. However, KM also has smaller or less involved customers known as commodity buyers. These clients will often change supplier with less hesitation if the supplier can offer them a better or more convenient deal. KM needs a stable strategy to attract both kinds of customers to maintain their current position in the market. (Das Narayandas, 2005) When marketing to a customer in a B2B environment, it is often harder to segment the market, as businesses often have more unique needs and preferences. (Das Narayandas, 2005). As research shows, customers in the Pacific region stated that communication with KM could at times be difficult, and some former customers actually felt ignored. Our solution to these claims would be to establish our own agent in the Vancouver area. This will help to enforce the accessibility for support and provide an opportunity to start reestablishing KM's image as a superior service provider in B.C with a presence that potential customers would notice. Some of the agent's duties would be to provide KM with a face in the cities like Vancouver, Victoria and Seattle. It would also establish a more direct communications channel to the major offices in Canada as well as Norway. Lastly, the agent would provide more comprehensive after‐sales product information and personal follow up service as this was stated as a deal breaker in former KM dealings. 55 | P a g e
Strategy #2 Service Implementation Increase frequency of communication and choice of medium By hiring agents, it is possible for KM to achieve better communication with smaller companies as well as the more established ones. Some of the dissatisfaction concerning the relationship between KM and their business partners is a lack of face‐to‐face meetings. By increasing the level of communication and adopting a more personal approach, KM will lower the risk of misunderstandings and create a setting where the customers feel more appreciated. This was often mentioned as KM's "achilles heel". Create a feedback channel for customers Communication and feedback from customers are important, and should be highly prioritized when developing strategies. The agents may use their advantage as the link between the two parties to handle the feedback from customers. This way the feedback will be more representative, as the customers will not be in direct contact with KM, and therefore have a chance to speak more openly. A representative for both companies will also have a deeper understanding of both sides and will, therefore, have a chance to present problem properly. Another way of improving the feedback channels may be to create better website layout where customers can share or take part in problem solutions. Each customer has different needs, and these should be handled respectfully. By launching a website layout where 56 | P a g e
customers can share their experiences, you also create an easy way for the customers to reach appropriate company personnel and express their needs, perceptions and complaints (Kotler & Keller, 12.ED, p.160). A positive outcome from this tool is that it enables a feeling of inclusion and care towards the company,′/lib/acti1


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Reader comments
On Are you going to vote in the city elections?
jhawkinsf 2 years, 3 months ago
Early and often.
Margaret Elberson 2 years, 3 months ago
advanced voting done with.....
Hooligan_016 2 years, 3 months ago
I know there were several articles on the LJWorld here discussing candidates ... but like today (or yesterday) there needs to be a page that has all the stories collected. I'm looking at the front page of the website right now and I don't see anything resembling that ...
Hooligan_016 2 years, 3 months ago
Haha, and there it is. Thanks guys.
FlintlockRifle 2 years, 3 months ago
Yes ,@ 7:05 this morning---
Beth Ennis 2 years, 3 months ago
voted early. I agree, I would like to see a special election session BEFORE the early voting starts, that compares all the candidates, maybe asks them questions (same questions to all candidates) and shows all of their answers. The Leavenworth Times use to do that before an election when I lived in Leavenworth. it was one of the few papers that I had ever seen that did that. It makes it much easier to make a decision about people or issues you probably know nothing about.
ChuckFInster 2 years, 3 months ago
Done deal !
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14 May 2012 15:27 GMT | Politics, Africa, Botswana, South Africa
South Africa's renegade youth leader Julius Malema has vowed that he will one day lead the governing African National Congress (ANC) party, despite his expulsion from the ruling party for indiscipline.
"I'm going to lead the ANC. I will lead this ANC. It doesn't matter what time it takes," Malema told journalists in his first remarks since his expulsion last month."We are not submitting. We're going to fight this political battle."
Despite his expulsion, the ANC Youth League, the party's youth wing, insists that he remains their leader, creating a new political headache for the party of Nelson Mandela, which has ruled since the end of the white-minority government 18 years ago.The party's internal battles with Malema are the most visible face of the ANC's leadership contest, leading up to its elective conference in December when President Jacob Zuma will seek another term as chief.Given the ANC's huge support among voters, Zuma is almost guaranteed of retaining South Africa's presidency.Malema was once a vocal campaigner for Zuma, at one point vowing to "kill" for him.
But his fiery rhetoric eventually became too much, as Malema advocated seizing mines and farms and called for "regime change" in democratic Botswana.Malema, however, said he would not start his own political party. "I will die in the ANC. This is my home and nobody is going to chase me away from my home," he said.
Source: Agencies
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Politics, Africa, South Africa
Rioting breaks out in South Africa as ruling party's youth leader is called to appear before a disciplinary panel.
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1000+ Rentals · Bridgehampton
1000+ Rentals · Bridgehampton
Large bedroom with queen-size bed and private bath, HD TV, VCR and DVD, high speed internet. Available to the same party is a twin bed in a private bedroom adjacent to your bedroom. Relax in the living room, on deck, patio, garden, and pool. Learn More
Central a/c, ceiling fan, fully supplied bathroom. The adjacent bedroom with a twin bed available for $75 a night. Library including some classic VCR tapes. We are (pretty much retired) art and antique dealers and our decor reflects our eclectic mid-century collection mixed with Japanese and other antiquities. You are also welcome to use our art library. Almost all the art is for sale at wholesale prices. With prior arrangement, we can accommodate most needs, which may include am coffee, ...
Located centrally on Main Street,this boho chic home features room for 1-3 people.Guestroom avail on request.Perfect for a couple/friends getaway! Includes bikes for the short ride to amazing beaches!Great backyard!Artsy, tranquil place! Learn More
Great location!Main Street area.Quiet and cozy artsy home featuring one bedroom and small guestroom. *Master room:full size bed,brand new memory foam mattress. *Guestroom: sofabed *Dining/Living room with table for 3-4.Nice new dishes and bed linens. *Large backyard with outdoor seating and tranquility, green, lush backyard!! ...love that i can walk or bike anywhere in the area (= all the great restaurants and bars are just a walk down the road! Also very close to Sag Harbor, Southampton an...
Your own Private Cottage + Private Bath in a Stucco Country Compound + for SINGLE or DOUBLE OCCUPANCY IN BRIDGEHAMPTON; 10 min WALK to TOWN. The perfect Hamptons Getaway location for summer & fall retreat from NYC. 2 Night mim. Learn More
This unique and charming cottage is located in a gorgeous landscaped backyard, close to the gunite pool, the fish pond, and close to the town of Bridgehampton. There are lounge chairs for relaxing at the pool. The bedroom has a queen size bed and the kitchenette has a mini fridge, toaster oven, and coffee machine. There is wireless internet access and a Bose SoundDock portable digital music system. It's a 7 minute walk to Main Street and 7 minutes by car to farmer's markets and some of the ...
Pool house with adjacent bedroom with a king bed. Pool house has full bath and a kitchenette with refrigerator, ice maker, dishwasher. adjacent structures are joined by slate patio. You have to cross patio from BR to use bathroom in pool house. Learn More
Pool House with adjacent bedroom with luxurious King Bed. Full Bath Located a few steps across the slate patio in Poolhouse. A Gorgeous outdoor shower is a few steps through the gardens. Private heated Gunite pool and Pool Yard with Teak Furniture and dining table. The two structures are for your private use. They are located behind a main house but has a private entrance and is completely private with a shared driveway. Your hosts are available for questions via text or phone and als...
A house to fall in love with. Sun-filled 1879 house 1/2 mile east of Bridgehampton village. Lovely gardens, heated private salt-water pool, next to nature preserve. 3 bedrooms, 2.5 bath, country kitchen, lots of light. Two week minimum. Learn More
Pool, PRIVATE BEDROOM w/ shared bath, minutes to ocean/bay beaches, shopping & restaurants. The house sits on over an acre adjacent to 1,000-acre Long Pond Reserve. No Smoking/Pets. $200/night/room for 1 person. $300 for 2 people. Maximum of 2 people Learn More
Beach towels will not be provided. Please bring your own towels.
Bridgehampton, Mitchells Lane. This luxurious, modern, sunny farmhouse is designer decorated yet comfortable to feel like your own home. It provides an unparalleled Hampton's experience. We are across the street from the Hampton Classic showground! Learn More
All you could want for a complete and unique Hampton Experience. Prestigious Mitchells Lane location on 1 acre in Bridgehampton, NY. This lavishly landscaped modern farmhouse boosts two queen-sized bedrooms and a third bedroom with two double beds. All bedrooms feature full en-suite bathrooms. Relax in style in the screened in porch, the side patio after taking a dip in the pool, or while you're BBQing as the sun sets in the back of the house. Forget sunscreen, pool toys, or even a ba...
Breezy, comfortable Artist's home in Bridgehampton. Top-of-line double bed, linens, Private entrance to your bathroom, your own small fridge, private parking. Private door to back deck for morning coffee, provided on request! 2.3 miles to the beach! Learn More
BRIDGEHAMPTON! Your own comfortable, private Room + full bath in a charming "Hamptons Shingle" home, new top of the line double bed sleeps 2 people. Just a few minutes to Beach by car. 2.3 miles. Walk or bike to town, shopping , restaurants. Mature trees and gardens. Parking in private driveway. Linens and towels, Cable TV, Air Conditioning & wireless for your computer. ->ask about the discount for weekly stays PLEASE SEE THE RATES BELOW FOR THE DATES YOU WANT : JULY $240/night 2 nigh...
Immaculate and cozy home. Centrally located minutes from Bridgehampton Village and Sag Harbor with all new furnishings and appliances. Large landscaped yard. Wifi. Central air. Three night minimum. Learn More
Centrally Located, on an acre, greenery everywhere, finished basement with pool table and flat screen TV. The house is light and bright and five minutes to Bridgehampton and Sag Harbor Restaurants. The best beaches are less than 10 minutes away! Learn More
The space is central and light and bright. There are 3 sliding glass doors leading to a pool. Located on an acre.
Very pretty home on quite cul-de-sac..4 bedroom, 3 bath. Beautiful gardens and outdoor entertaining areas. Learn More
Bridgehampton Charmer available for rent. 4 bedrooms, 3 bathrooms. Large outdoor entertainment area and beautiful gardens. Entire house I'm available and in the area if your in need of anything Property located at the end of a quite cul-de-sac. Car will be needed to get around
Beautiful home on two acres in desirable Lumber Lane area. It a is post-modern home that has been loved by its owners and they want to share their experience with you. Learn More
It is situated on a two acres flag lot making it secluded from the surrounding area. Interaction with guests is as needed. The town is a quarter mile away, a brisk 5-minute walk. The ocean is a tad farther at a 3-mile walk or a quick bike ride away. The pool heated through gas at an additional cost of $3.80 gallon. The heater uses 4 gallons an hour.
Romantic 18th Century Cottage in most desired Hampton Location. Steps away from the beach. Perfect for two couples for a romantic getaway. Ideal Family destination with Children and Nanny room. Learn More
18th Century wood shingle farmhouse with wide plank floors and exposed beams, 4 bedrooms, 2 baths, gunite pool, beautiful trees and landscape on Calf's Creek. Close to the bay, ocean and apple orchards. Perfect for a romantic couples/family getaway. Very special place. Two rooms great for two couples (king size) plus two additional rooms (one full size bed, other has twin beds) Entire Home Depending if you will be renting the entire home or just a room. The hardest work in Bridgehampton...
RENTALS FOR FULL WEEKENDS ONLY - June $2500, July and Aug $3400. This is the perfect home to escape from reality. This Bridgehampton traditional home is bright open and spacious. The home borders both Bridgehampton and Sag Harbor. Learn More
This home features five bedrooms and three full bathrooms. The living room and formal dining area has a cathedral ceiling, a fireplace, and large, high windows. It opens to a huge, wrap around deck that overlooks a pool with outdoor dining area, adirondack chairs, a barbeque, and a state of the art hot tub. The adjoining kitchen is fully-equipped, has a spacious indoor dining area and also opens to the deck overlooking the poo Guests will have the house to themselves. The house is centra...
Pool, PRIVATE BEDROOM w/ shared bath, minutes to ocean/bay beaches, shopping & restaurants. The house sits on over an acre adjacent to 1,000-acre Long Pond Reserve. No Smoking/Pets. $200/night/room for 1 person. $300 for 2 people. Maximum of 2 people Learn More
Beach towels will not be provided. Please bring your own towels.
Pool, PRIVATE BEDROOM w/ shared bath, minutes to ocean/bay beaches, shopping & restaurants. The house sits on over an acre adjacent to 1,000-acre Long Pond Reserve. No Smoking/Pets. $200/night/room for 1 person. $300 for 2 people. Maximum of 2 people Learn More
Beach towels will not be provided. Please bring your own towels.
Share a house with Young Professionals on the Weekend! Pricing guarantees you a bed in a shared room, Private Room Rental is available at an additional cost Rooms are Available for Private Rental Midweek Full house rental is available until after Labor Day, private rooms still available. Learn More
The Specifics: •Newly Renovated Home with 4 bedrooms and 3 bathrooms w/ Viking Kitchen Appliances and Granite Countertop, 20' Living Room Ceiling with Natural Light •Newly Renovated Cottage with 4 Bedrooms and 2 Bathrooms, separate Kitchen with Stainless Steel Appliances •Cottage and Main House Share Brand New in ground pool surrounded by Manicured Lawn •New Furnishings and Hardwood Floors The Amenities: •Linens, Towels, and Maid Service •Flat Screen Cable TV in Living Rooms Wireles...
If you are looking for peace and privacy with the ability to not use your car, this is a perfect fit! Oh and by the way, the Ocean and beach is less than a five minute walk from the house. Learn More
This 4 bedroom, two bath, air conditioned vacation home is situated on over an acre of well landscaped property and offers stunning views of Sam's Creek and Mecox Bay as well as the surrounding area. You can enjoy all the views while relaxing outside on the fully equipped deck, or inside thanks to magnificent floor to ceiling windows. The spacious lawn allows ample room for all sorts of outdoor activities or take the boat out for a cruise in Mecox Bay. Swan's Nest is just minutes from the o...
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Renegade X is a free Tactical Shooter that aims to brings the Command and Conquer FPS experience to the Unreal Engine 3. Players will be able to join up to 64-players and fight for two unique teams – the Global Defense Initiative (GDI), a UN international military force committed to world order and peacekeeping, and the Brotherhood of Nod, a messianic international terrorist network that aims to push humanity into the next stage of human evolution.
Learn more from the MMOHuts game profile HERE!
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2011 Ford Shelby GT500 in Los Angeles, CA
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2011 Ford Shelby GT500 Coupe Review
|by JJ001
"Worth the buy"
Nothing to complain about, I got exactly what I paid for. Ford has done an excellent job at making the Shelby a fun and valuable car. Plus the buying experience was great. Ford has quality service, as long as it's not Five Star Ford in Carrolton.
Featured Listings
2010 Ford Shelby GT500 Used Cars in Northridge, CA 91324
Fair Deal
$1,990 BELOWInstant Market Value of $37,980
Price: $35,990
Mileage: 39,034
Location: Northridge, CA 91324
Certified Pre-Owned: No Color: Sterling Grey Metallic Description: Used 2010 Ford Shelby GT500 for sale - $35,990, 39,034 miles with Navigation System, Leather Seats
Avg. Dealer Rating: (13 reviews) "Great place.. Very helpful"
2011 Ford Shelby GT500 Convertible Used Cars in North Hollywood, CA 91606
Fair Deal
$1,456 BELOWInstant Market Value of $40,344
Price: $38,888
Mileage: 57,609
Location: North Hollywood, CA 91606
Certified Pre-Owned: No Transmission: Automatic Color: Black Description: Used 2011 Ford Shelby GT500 Convertible for sale - $38,888, 57,609 miles with Navigation System, Leather Seats, Alloy Wheels
Avg. Dealer Rating: (5 reviews) "Very nice people they called me the same day I sent the request. It was a smaller family-owned business and Vic went out of his way to help me. The Sienna had a a few things I wanted attended to and he is fixing these minor issues right now. Very good Experience!"
2010 Ford Shelby GT500 Coupe Used Cars in Ontario, CA 91762
Fair Deal
$1,342 ABOVEInstant Market Value of $35,658
Price: $37,000
Mileage: 49,421
Location: Ontario, CA 91762
Certified Pre-Owned: No Transmission: 6-Speed Manual Color: White Description: Used 2010 Ford Shelby GT500 Coupe for sale - $37,000, 49,421 miles with Navigation System, Premium Wheels
Avg. Dealer Rating: (6 reviews) "Car wasn't ready for sale in my opinion.didn't know how cover came off.change oil light on..broken console cover"
2012 Ford Shelby GT500 Coupe Used Cars in Fullerton, CA 92832
Fair Deal
$999 ABOVEInstant Market Value of $43,996
Price: $44,995
Mileage: 26,861
Location: Fullerton, CA 92832
Average time on market: 43 days Certified Pre-Owned: No Transmission: 6-Speed Manual Color: black Description: Used 2012 Ford Shelby GT500 Coupe for sale - $44,995, 26,861 miles with Bluetooth
Avg. Dealer Rating: (37 reviews) "Selling a car that Carfax is showing structural damage. They would not tell me what that damage was,"
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