SUBMITTED BY

Anoop Sharma Pgdm ib

JIMS

ACKNOWLEDGEMENT

In this project I have made an honest and dedicated attempt to make the research material as authentic it could. And I earnestly hope that it provides useful and workable information and knowledge to any person reading it. During this small time frame of months in which the project reached its completion, there were a few people whom I would like to make a mention of and without whose help the project would have never seen the light of the day. I also thank to my internal guide Mrs Ahuti Bhargav for her timely response and my external mentor Mr. Vivek Mehra for his timely response via e-mail, which immensely helped in giving the project the initial direction it needed. I would also like to thank Ms. Ahuti Bhargav who gave me guidance and full support during my project. Without their co-operation it would have perhaps not been possible to research a few places, which I did, within the stipulated time frame.

Anoop Sharma
PGDM (IB)-III

Student Declaration

I hereby declare that this project report titled Marketing Strategies for Launching a New Product During Recession is executive as per the course requirement for the post graduate program in management. I have not been submitted by me or any other person to any other university or institution for degree or diploma.

Place: New Delhi Anoop Sharma

(2012-2014)

Date: 01/04/2013

Certificate from Internal mentor

This is to certify that Mr. Anoop Sharma (Roll No. 07), a student of the PGDM has successfully completed her mentorship project titled marketing strategies for launching

a new product during recession. This project is submitted by Anoop Sharma in partial
fulfillment of the requirements for the award of PGDM-IB. The project is submitted following my approval and satisfies the rules and guidelines defined by JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL for the project.

Mrs. Ahuti Bhargav Project Guide Dated: ___________

Certificate from External Mentor

This is to certify that Mr. Anoop Sharma (Roll No. 07), a student of the PGDM has successfully completed her mentorship project titled Marketing Strategies for

Launching a New Product During Recession. This project is submitted by Anoop

Sharma in partial fulfillment of the requirements for the award of PGDM-IB. The project is submitted following my approval and satisfies the rules and guidelines defined by JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL for the project.

Mr. Project Guide Dated: ___________

ACKNOWLEDGEMENT

I would whole heartedly extend my gratitude towards my guidance to mrs Ahuti Bhargav, internal mentor JAGANNNTH INTERNATIONAL MANAGEMENT SCHOOL whose valuable guidance assisted me to prepare my project. I would also extend my gratitude to Mr Vivek Mehra, external mentor whose reputed firm made me a part of the office there by giving me a deeper insight about the pedantic work style and an experience with them. Finally, I am grateful to my parents, friends and also those who lend me a helping hand on the way of completion of my project.

Submitted by:Anoop Sharma PGDM IB

Preface
As Kenya seeks to regain its position as an economic giant in Eastern and Southern Africa, the Government has introduced a number of policies aimed at supporting the vision for a dynamic export-led economy. These initiatives include the publication of a National Export Strategy to Consolidate export promotion and development efforts and an increasingly visible presence in international discussions on trade facilitation.

Goal of project
AIM OF STUDY
To launch a biscuit brand in a African country in a time of recession.

COUNTRY
Kenya

TYPE OF BISCUIT BRAND THAT WE WILL LAUNCH IN KENYA

Biscuit with high glucose content and available at a very affordable price keeping in mind the purchasing power of people in Kenya.

Kenya
Kenya, officially the Republic of Kenya, is a sovereign state in East Africa. The capital and largest city is Nairobi. Kenya lies on the equator with the Indian Ocean to the southeast, Tanzania to the south, Uganda to the west, South Sudan to the north-west, Ethiopia to the north and Somalia to the north-east. Kenya covers 581,309 km2 (224,445 sq mi) and has a population of about 43 million in early 2013. The country is named after Mount Kenya, the second highest mountain in Africa. Mount Kenya was originally referred to as "Mt. Kirinyaga" by the indigenous people. "Kirinyaga or Kerenyaga, meaning mountain of whiteness because of its snow capped peak"; The name was subsequently changed to Mt. Kenya due to the inability of the British to pronounce "Kirinyaga" correctly. Kenya has a warm and humid climate along its Indian Ocean coastline, with wildliferich savannah grasslands inland towards the capital. Nairobi has a cool climate that gets colder approaching Mount Kenya, which has three permanently snow-capped peaks. Further inland there is a warm and humid climate around Lake Victoria, and temperate forested and hilly areas in the western region. The northeastern regions along the border with Somalia and Ethiopia are arid and semi-arid areas with near-desert landscapes. Lake Victoria, the world's second largest fresh-water lake and the world's largest tropical lake, is situated to the southwest and is shared with Uganda and Tanzania. Kenya is famous for its safaris and diverse wildlife reserves and national parks such as the East and West Tsavo National Park, the Maasai Mara, Lake Nakuru National Park, and Aberdares National Park. There are several world heritage sites such as Lamu, and world renowned beaches such as Kilifi where international yachting competitions are held each year.

The African Great Lakes region, of which Kenya is a part, has been inhabited by humans since the Lower Paleolithic period. The Bantu expansion reached the area from West-Central Africa by the first millennium AD, and the borders of the modern state comprise the crossroads of the Niger-Congo, Nilo-Saharan and Afro-Asiatic ethno-linguistic areas of the continent, making Kenya a multi-cultural country. European and Arab presence in Mombasa dates to the Early Modern period, but European exploration of the interior began only in the 19th century. The British Empire established the East Africa Protectorate in 1895, known from 1920 as the Kenya Colony. The Republic of Kenya became independent in December 1963. Following a referendum in August 2010 and adoption of a new constitution, Kenya is now divided into 47 semi-autonomous counties, governed by elected governors. The capital, Nairobi, is a regional commercial hub. The economy of Kenya is the largest by GDP in East and Central Africa. Agriculture is a major employer and the country traditionally exports tea and coffee, and more recently fresh flowers to Europe. The service industry is a major economic driver. Kenya is a member of the East African Community. In the 19th century, the German explorer Ludwig Krapf recorded the name as

both Kenia and Kegnia believed by some to be a corruption of the Kamba version. Others say that this wason the contrarya very precise notation of a correct African pronunciation A map drawn by Joseph Thompsons, 1882 a Scottish geologist and Naturalist indicated Mt. Kenya as Mt. Kenia, 18620. Controversy over the actual meaning of the word Kenya notwithstanding, it is clear that the mountain's name became widely accepted Pars pro toto as the name of the country. The word Kenya, originates from the Kikuyu, Embu and Kamba names for Mount Kenya, "Kirinyaga", "Kirinyaa" and "Kiinyaa" Prehistoric volcanic eruptions of Mount Kenya (now extinct) may have resulted in its association with divinity and creation among the indigenous Kikuyu-related ethnic groups who are the native inhabitants of the agricultural land surrounding Mount Kenya.

Georraphy & Temprature

At 580,367 km2 (224,081 sq mi), Kenya is the world's forty-seventh largest country after Madagascar. It lies between latitudes 5N and 5S, and longitudes 34and 42E. From the coast on the Indian Ocean, the low plains rise to central highlands. The highlands are bisected by the Great Rift Valley; a fertile plateau lies in the east. The Kenyan Highlands comprise one of the most successful agricultural production regions in Africa. The highlands are the site of the highest point in Kenya and the second highest peak on the continent: Mount Kenya, which reaches 5,199 m (17,057 ft) and is the site of glaciers. Mount Kilimanjaro (5,895 m/19,341 ft) can be seen from Kenya to the South of the Tanzanian border. Kenya's climate varies from tropical along the coast to temperate inland to arid in the north and northeast parts of the country. The area receives a great deal of sunshine every month, and summer clothes are worn throughout the year. It is usually cool at night and early in the morning inland at higher elevations. The "long rains" season occurs from March/April to May/June. The "short rains" season occurs from October to November/December. The rainfall is sometimes heavy and often falls in the afternoons and evenings. The temperature remains high throughout these months of tropical rain. The hottest period is February and March, leading into the season of the long rains, and the coldest is in July and August.

Kenya has considerable land area devoted to wildlife habitats, including the Masai Mara, where Blue Wildebeest and other bovids participate in a large scale annual migration. Up to 250,000 blue wildebeest perish each year in the long and arduous movement to find forage in the dry season. The "Big Five" animals of Africa can be found in Kenya and in the Masai Mara in particular: the lion, leopard, buffalo, rhinoceros and elephant. A significant population of other wild animals, reptiles and birds can be found in the national parks and game reserves in the country. The annual animal migration especially migration of the wildebeest occurs between June and September with millions of animals taking part. Kenya is the setting for one of the Natural Wonders of the World the great wildebeest migration. 11.5 million of these ungulates migrate a distance of 1,800 miles from the Serengeti in neighbouring Tanzania to the Masai Mara in Kenya, in a constant clockwise fashion, searching for food and water supplies.

Average annual temperatures

City Elevation (m) Max (C) Min (C)

Mombasa Nairobi Eldoret

coastal town capital city

17 1,661 2,085 506 506

30.3 25.2 23.6 34.8 34.8

22.4 13.6 9.5 23.7 25.7

Lodwar dry north plainlands Mandera dry north plainlands

MAP OF KENYA

Population growth in Kenya

Population Total population (x Population aged Population aged aged 1564 1000) 014 (%) 65+ (%) (%) 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 6 077 6 980 8 105 9 505 11 252 13 486 16 268 19 655 23 447 27 426 31 254 35 615 40 513 39.8 42.8 46.4 48.4 49.1 49.6 50.0 50.0 49.0 46.5 44.3 42.7 42.5 48.0 47.5 47.1 47.1 47.2 48.3 50.8 52.9 54.5 54.9 56.3 53.4 49.9 3.9 3.8 3.7 3.6 3.4 3.3 3.0 2.8 2.7 2.7 2.8 2.8 2.7

Selected indicators on Education

Total population (x 1000) Population aged 014 (%) Population aged 1564 (%) Populatio n aged 65+ (%)

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010

6 077 6 980 8 105 9 505 11 252 13 486 16 268 19 655 23 447 27 426 31 254 35 615 40 513

39.8 42.8 46.4 48.4 49.1 49.6 50.0 50.0 49.0 46.5 44.3 42.7 42.5

56.3 53.4 49.9 48.0 47.5 47.1 47.1 47.2 48.3 50.8 52.9 54.5 54.9

3.9 3.8 3.7 3.6 3.4 3.3 3.0 2.8 2.7 2.7 2.8 2.8 2.7

Capital and largest city Official languages[1] Ethnic groups

Nairobi 116S 3648E Swahili English 22% Kikuyu 14% Luhya 13% Luo 12% Kalenjin 11% Kamba 6% Kisii 6% Meru 15% other African 1% non-African Kenyan Semi-presidential republic Mwai Kibaki Uhuru Kenyatta Raila Odinga National Assembly 12 December 1963 12 December 1964

Demonym Government -President -President-elect -Prime Minister Legislature Independence -from the United Kingdom -Republic declared

Area -Total -Water (%) Population -2013 estimate -2009 census -Density GDP (PPP) -Total -Per capita GDP (nominal) -Total -Per capita Gini (2008) HDI (2011) Currency Time zone -Summer (DST) Date format Drives on the Calling code ISO 3166 code Internet TLD

581,309 km2 (47th) 224,080 sq mi 2.3 43,500,000 (31st) 38,610,097[2] 67.2/km2 (140th) 174.1/sq mi 2011 estimate $71.427 billion[3] $1,746[3] 2011 estimate $34.796 billion[3] $850[3] 42.5 medium 48th 0.509[4] low 143rd Kenyan shilling (KES) EAT (UTC+3) not observed (UTC+3) dd/mm/yy (AD) Left +254 KE .ke

ECONOMY OF KENYA
Kenya's economy is market-based, with a few state-owned infrastructure enterprises, and maintains a liberalized external trade system. The country is generally perceived as Eastern and central Africa's hub for Financial, Communication and Transportation services. As at May 2010, economic prospects are positive with 4-5% GDP growth expected, largely because of expansions in tourism, telecommunications, transport, construction and a recovery in agriculture. These improvements are supported by a large pool of English speaking professional workers. There is a high level of computer literacy, especially among the youth. The government, generally perceived as investment friendly, has enacted several regulatory reforms to simplify both foreign and local investment. An increasingly significant portion of Kenya's foreign inflows is from remittances by non-resident Kenyans who work in the US, Middle East, Europe, Asia and Antarctica. Compared to its neighbors, Kenya has a welldeveloped social and physical infrastructure. From 1991 to 1993, Kenya had its worst economic performance since independence. Growth in GDP stagnated, and agricultural production shrank at an annual rate of 3.9%. Inflation reached a record 100% in August 1993, and the government's budget deficit was over 10% of GDP. As a result of these combined problems, bilateral and multilateral donors suspended program aid to Kenya in 1991. In 1993, the Government of Kenya began a major program of economic reform and liberalization. A new minister of finance and a new governor of the central bank undertook a series of economic measures with the assistance of the World Bank and the International Monetary Fund (IMF). As part of this program, the government eliminated price controls and import licensing, removed foreign exchange controls, privatized a range of publicly owned companies, reduced the number of civil servants, and introduced conservative fiscal and monetary policies. From 1994 to 1996, Kenya's real GDP growth rate averaged just over 4% a year.

In 1997, however, the economy entered a period of slowing or stagnant growth, due in part to adverse weather conditions and reduced economic activity prior to general elections in December 1997. In July 1997, the Government of Kenya refused to meet commitments made earlier to the IMF on governance reforms. As a result, the IMF suspended lending for three years, and the World Bank also put a $90 million structural adjustment credit on hold.

After independence, Kenya promoted rapid economic growth through public investment, encouragement of smallholder agricultural production, and incentives for private (often foreign) industrial investment. Gross domestic product (GDP) grew at an annual average of 6.6% from 1963 to 1973. Agricultural production grew by 4.7% annually during the same period, stimulated by redistributing estates, diffusing new crop strains, and opening new areas to cultivation. Between 1974 and 1990, however, Kenya's economic performance declined. Kenya's inward-looking policy of import substitution and rising oil prices made Kenya's manufacturing sector uncompetitive. The government began a massive intrusion in the private sector. Lack of export incentives, tight import controls, and foreign exchange controls made the domestic environment for investment even less attractive.

Top 5 Countries Exporting to Kenya

All values in USD Million Rank Year 2009 Exporters Year 2010 Year 2011 Exporters Imported value

Imported Imported Exporters value value

World 1 2 UAE India

7232.95 1075.85 524.29

World UAE India

8989.26 1328.96 844.55

World UAE India

11127.82 1655.69 1309.55

South Africa

470.89

China

678.74

China

932.20

4 5

China Japan

412.44 408.09

USA Japan

661.61 South Africa 611.20 Japan

678.17 649.33

Rank Country % of total imports

1 UAE 12.36 2 South Africa 9.51 3 Saudi Arabia 8.66 4 United Kingdom 7.45 5 Japan 6.63 6 India 6.21 7 USA 3.95 8 Germany 3.60 9 China 3.51 10 France 3.35 Total 65.23

Top 5 Countries Importing from Kenya

All values in USD Million Year 2009 Rank Importers Exported value Importers Exported value Year 20010 Year 2011 Export Importers ed value

1 2 3 4 5

World Uganda UK USA Netherlands Tanzania

3501.66 386.96 380.41 291.28 277.22 253.76

World Uganda UK Tanzania Netherlands USA

4080.80 498.85 427.75 331.73 325.67 285.76

World Uganda UK Tanzania

5000.95 614.71 550.59 424.87

Netherlands 380.13 USA 299.61

Major Import Goods

Value
1 Crude petroleum 2 Petroleum products 3 Industrial machinery 4 Road motor vehicles 5 Iron and steel 6 Plastics in primary and non-primary forms 7 Medicinal and pharmaceutical products 8 Chemical fertilizers 9 Animal/vegetable fats and oils 10 Unmilled wheat

(Kshs Million)
45,954 43,056 43,516 24,361 21,265

% of total imports
12.62 11.82 11.95 6.69 5.84

15,420

4.23

11,607 11,079

3.19 3.04

8,063 6,754

2.21 1.85

Total

231,075

63.44

KENYA POPULATION AGE GROUP

Balance of Payments The current account deteriorated to a deficit of KSh 296.0 billion in 2011 from a deficit of
187.7 billion in 2010. This deterioration is mainly due to the widening trade deficit. 35 The capital and financial account recorded a surplus of KSh 289.6 billion in 2011 compared to a surplus of KSh 186.0 billion recorded in 2010 This is mainly due to increase in net foreign direct investment and capital inflows.

Domestic Economy
The Nominal GDP grew from KSh 2.5 trillion (US $32, 187.6 million) in 2010 to KSh 3.0 trillion in 2011 (US $ 34,059.0 million) 48 The economy (Real GDP) expanded by 4.4 per cent in 2011 compared to a revised growth of 5.8 per cent in 2010

Gdp of kenya

Trade agreements Nations

1. Argentina 2. Bangladesh 3. Bulgaria 4. China 5. Comoros 6. Congo (DRC) 7. Djibouti 8. Egypt 9. Hungary 10. India 11. Iraq 12. Lesotho 13. Liberia 14. Netherlands

15. Nigeria 16. Pakistan 17. Poland 18. Romania 19. Russia 20. Rwanda 21. Somalia 22. South Korea 23. Swaziland 24. Tanzania 25. Thailand 26. Zambia 27. Zimbabwe

Agreements Under Negotiations 1. Belarus 2. Czech Republic 3. Ethiopia 4. Eritrea 5. Iran 6. Kazakhstan 7. Mauritius 8. Mozambique 9. South Africa

Selected indicators on Education

Indicator No. of Primary schools No. of Secondary schools Total enrollment in Primary Total enrollment in Secondary Gross enrollment rate for boys Gross enrollment rate for girls No. of Primary school teachers No. of Sec. school teachers Pupil/teacher ratio (Primary) Student/teacher ratio (Sec) Enrollment in university

2010 27,489 7,268 9.38m 1.65m 109.8% 109.9% 173,388 53,047 54:1 31:1 177,618

2011 28,567 7,297 9.86m 1.77m 114.8% 115.1% 174,267 56,735 57:1 31:1 198,260

% change 3.9% 0.4% 5.1% 7.3% 5.0% 5.2% 0.5% 7.0%

11.6%

Poverty IN KENYA

RECESSION
In economics, a recession is a business cycle contraction, a general slowdown in economic activity. Macroeconomic indicators such as GDP, employment, investment spending, capacity utilization, household income, business profits, and inflation fall, while bankruptcies and the unemployment rate rise. Recessions generally occur when there is a widespread drop in spending (an adverse demand shock). This may be triggered by various events, such as a financial crisis, an external trade shock, an adverse supply shock or the bursting of an economic bubble. Governments usually respond to recessions by adopting expansionary macroeconomic policies, such as increasing money supply, increasing government spending and decreasing taxation. In a 1975 New York Times article, economic statistician Julius Shiskin suggested several rules of thumb for defining a recession, one of which was "two down consecutive quarters of GDP" In time, the other rules of thumb were forgotten. Some economists prefer a definition of a 1.5% rise in unemployment within 12 months. In the United States, the Business Cycle Dating Committee of the National Bureau of Economic Research (NBER) is generally seen as the authority for dating US recessions. The NBER defines an economic recession as: "a significant decline in economic activity spread across the economy, lasting more than a few months, normally visible in real GDP, real income, employment, industrial production, and wholesale-retail sales. Almost universally, academics, economists, policy makers, and businesses defer to the determination by the NBER for the precise dating of a recession's onset and end. In the United Kingdom, recessions are generally defined as two successive quarters of negative growth

An evaluation model of new product launches strategy

1. Introduction
Launching new products to market quickly is a prerequisite for acquiring a competitive advantage. Today, even some product development managers face intense pressure to bring world-class products to market in record time. Many factors contribute to this pressure, including acceleration in the rate of technological development, improved mass communication, more intense competition due to the maturing of markets and globalization, fragmentation of the marketplace due to changing demographics, shorter product life cycles, and the escalating cost of R&D (Ali et al., 1995). This accelerated rate of product obsolescence increases the need to develop new products quickly enough to ensure timely introduction during the product life cycle (Coredero, 1991). To be successful, perhaps even to survive, a company must master product strategy and skillfully navigate through proper development, and application and management of a product strategy that separates enduring success from failure (Mcgrath, 2000) Conventional new product strategies often do not provide a sufficiently flexible perspective for analyzing the determinants of success in a highly competitive environment (Calantone and di Benedetto, 1990). Although, much empirical work has shown the importance of strategy for success (Cooper, 1980), authors sometimes show their own results as limited by certain environmental forces in subsequent studies (cf., Cooper, 1990). A number of issues recur as consistent correlates of new product success. One of the common factors identified is the impact of the new products launch strategy on success (Hultink et al. 1997). Droge and Calantone (1996) examined the relationships among environment, strategy, structure and performance in the context of new product development. Muffatto (1999) introduced a platform strategy in product development.

Ali et al. (1995) investigated the relative impact of product innovation and entry strategy on cycle time and initial market performance for small firms. Barczak (1995) proposed that a firms choices of new product strategy, structure and process are interrelated, as are the effects of these choices on NPD performance.

Hultink and Robben (1999) and Hultink et al. (1997,1998) constituted a launch strategy and examined how such decisions impact new product performance. Although previous research has investigated the concept and contents of new product performance and product launch strategy, there is still no consensus on decisions related to how a launch strategy is selected and formulated. Moreover, while other success differentiators have been researched extensively, studies that derive the details of the anatomy of a launch strategy, and the formulation and selection of a strategy are few in number.

2. Product strategy
Competitive advantage is derived from increases in customer-delivered value that typically involves product strategy, especially launch strategy. Past research on the market timing or entry decision issue suggests that the entry strategy affects the entrants performance in the marketplace (Ali et al., 1995). Calantone and Montoya- Weiss (1993) noted that product launch is often the most expensive, risky and least well-managed part of the overall product development process. A launch plan is described in terms similar to a marketing plan: identify target markets, establish marketing mix roles, forecast financial outcomes and control the project (Hultink1997). Gatignon etal. (1990) suggested that entry strategy encompasses the marketing mix variables, in particular the positioning of the new brand in relation to currently competing brands and the marketing activities undertaken to support the entry.

Unfortunately, while these prescriptions provide the steps one should go through in putting together a launch plan, they provide no explicit advice as to what decisions go into launching a new product and whether or which of these decisions may be interdependent (Hultink et al., 1997). In this regard, Hultink et al. (1997) presented a rigorous identification of the launch strategy components by reviewing the previous launch strategy literature and interviewing managers responsible for making launch decisions. These strategic launch decisions govern what to launch, where to launch, when to launch, and why to launch. The product launch decisions laid out above are based on a mix of strategic and tactical decisions that must be mutually reinforcing to produce new product development success.

3. Evaluation model for selecting the best product launch strategy

This study applied the PATTERN (Planning Assistance Through Technical Evaluation of Relevance Number) method and concept (NASA PATTERN, 1965, 1996: Tzeng, 1977; Tzeng and Shiau, 1987) to build a hierarchical strategy system for evaluating a product launch strategy. These procedures stem from three steps: (1) scenario writing, (2) building a relevance tree, and (3) evaluation.

Scenario writing is based on catching the habitual domain. past understanding of problems, experience, knowledge and information derived from brainstorming techniques to identify the factors affecting the success and performance of new product development discussed in previous sections. Three aspects have been identified: strategic concern, marketing concern, and organization concern. Accordingly, the relevance trees, based upon the literature reviews and interviews with managers, are used to construct hierarchy strategies for attaining product development success and promoting the overall performance stated in the scenario writings. The elements (nodes) are defined and identified in hierarchy strategies, the combination of which institutes an evaluation mechanism for selecting a product launch strategy.

1 Three Cs Candy, Cosmetics, and Contraceptives 2 Luxury Retail: 3 Repossessions: 4 Educations: 5 Discount retail: 6 Information technologies: 7 Non- cyclical Businesses: 8 Health care: 9 The Government: 10 Vices:

Five strategies used for entering into Kenya markets.

1. Matching Product Capabilities to Market Needs

A winning product launch starts with matching the capabilities of your product (or service) to the needs of your target market. This is often domain of a product manager. However, even if you dont have a product manager position in the organization someone needs to fill the role of a product manager. If you are delivering a new product or service into the market you would be well served by getting out and talking to the potential buyers that your product addresses. Chances are you learn something new and possibly so enlightening that it could be the turning point in your business.

2. Clear Positioning and Messaging

Positioning is the set of things you do to place your product clearly in the minds of your buyers. If youre positioning is not clear, your buyers will be confused and your potenti al partners will be confused. Effective positioning is a communication process that makes the benefits and capabilities of your product so crystal clear to your buyers (and partners) that they get it without tremendous effort on your part. They see, they understand, they buy. Its developed from a clear understanding of market needs and how your products capabilities match those needs, rather than features. It also forms the foundation for all communication to your target market in the new product launch strategy.

Messaging is the language you develop to communicate the value of your product. It includes message pillars the simple phrases that reinforce the value your product delivers to your customers.

3. Setting Clear Launch Goals

You wont have a chance at a winning product launch if you dont establish clear goals. The goals frame the purpose of your product launch and help guide you in evaluating launch tactics. Once youve established the goals of your launch you need to consider how they will be measured. Do you have the tools and procedures in place to capture the measurement? If your objective is to get 100,000 downloads in the first 30 days after the launch event, will you have the mechanism in place to capture the download count? If not, now is the time to establish the tools and procedures in place or to re-evaluate your launch goals.

4. The Power of Leverage

Knowing the power of leverage will maximize your launch results. Leverage is defined as the use of a small investment to gain a very high return. Using this definition helps guide launch planners in evaluating the launch tactics that can most effectively achieve the launch goals and objectives. Even a small company with a limited budget can get great results through the power of leverage. Consider for a moment the employees, friends, family, customers, partners, investors, press, and associations that you can reach out to - the people that can influence the success of your product launch. One person talking to two will talk to four; will talk to eight and eight to sixteen. Give them something to talk about. Winning launches happen because the launching company has assembled an armada to help with the launch. The armada is bigger than the launching company and enables the word to get out quickly and allows for greater leverage at an incredible marketing bargain.

5. Priming the Pump

One of the biggest secrets to a winning launch is priming the pump. Priming the pump collectively defines the activities that are conducted to build excitement and create demand for your product before it is generally available to buyers. You can prime the pump no matter how large or small your company or the size of your budget. Start with: Involving customer support these guys are on the front lines. Take advantage of it. Sales team the sooner the better. Brief them early and give them the information they need to prime the pump in their territories. Channel partners include them early so they can educate their customers Executives they can be your biggest evangelists Industry Analysts brief them, get their feedback and keep them up-to-date on developments

6. Time the Launch Event to Maximize Sales

Timing is everything and sometimes timing a launch can mean all the difference in the world. This can be especially true if you launch your products on a global scale. My lesson was learned when attempting the launch of a software product in Europe in July (hint: a July and August launch in Europe is usually a waste of time and resources everyones on holiday). If your product isnt ready at the time of your Launch Event, it can take a lot of courage to pull the plug. If you dont pull the plug you risk a situation that could be much worse. Early customers may say your product stinks and post nasty messages in blogs and forums. Your competitors will be all over it. Conversely, waiting too long and your market segment may lose interest.

HOW TO GO IN KENYA MARKET

In our study about Kenya we get to know that is licensing is most easiest way to enter in the Kenya market. Here government will also provide some quota when we go to Kenya market

Licensing
Below is a detailed summary of the bureaucratic information show the procedures, time and cost involved in launching a commercial or industrial firm with up to 50 employees and start-up capital of 10 times the economy's per-capita gross national income. 1. State registration of legal entity, statistical, and tax registration with the Center for Public Registration. 2. Stamp the memorandum and articles and a statement of the nominal capital Pay stamp duty at bank 3. Declaration of compliance (Form 208) is signed before a Commissioner of Oaths /notary public 4. File deed and details with the Registrar of Companies at the Attorney General's Chambers in Nairobi 5. Register with the Tax Department for a PIN, VAT and PAYE online 6. Apply for a business permit 7. Register with the National Social Security Fund (NSSF) 8. Register with the National Hospital Insurance Fund (NHIF) 9. Make a company seal after a certificate of incorporation has been issued
1

Some other ways to enter in Kenya

Joint venture
It is not a good idea to do business in Kenya through a joint venture because of the reason given below. Recent high-profile collapses of a number of joint ventures (JVs) should prompt corporations to wonder how it could all have gone wrong. Corporate lawyers might worry privately whether their advice on JV structures and exit provisions has been up to the mark. Marriage can, of course, be a wonderful union, surviving the many challenges that emerge over time. If both parties are committed to a lasting relationship, a prenuptial agreement might be seen as an invidious distraction.

Merger
In the industrial era the primary assets responsible for creating wealth in the organization were tangible (e.g., raw materials, machinery, capital, etc.). In the new intellectual era intangible assets are a new primary driver of wealth (e.g., knowledge, individuals, good will, brand, etc.). Unfortunately, intangibles are not what most M&A managers are looking at as they consider these deals. While they create extremely detailed analyses of the hard fact, they miss the soft fact that really drives the deal. The world of business has changed from an industrial to an intellectual basis, and while those managing M&A's are still busy studying all the old parameters, they are missing all the new important ones.

How to attract the new customers

1) By understand how search engines work. Find keywords that people are searching for but not many sites have. Work them into your pages.

2) By understand how people take in information on the internet concise, bullet pointed information is easily taken in and remembered. good writing and pictures say quality factual information that does what it says on the tin delivers attention in a way that sales puffery does not above all don't waste your prospects' time with slow loading graphics, clever videos, poor site navigation and LINKS THAT DON'T WORK ANYMORE

3) By Drive traffic to your site by judicious use of Google Ad-Words or Overture. This need not be expensive - and in fact it's cheap market research. As well as telling you which phrases are pulling from your ads, the ones that don't convert still tell you what phrases people are searching for - so that you can work these into signatures and content of blogs. You can change the text of the offer at will and qualify the prospect by making the offer specific and being clear that you are selling rather than giving things away. Do make sure, however, that you have a strong landing page with a clear and easy to execute call to action - otherwise all the good work will be wasted.

4) Blog! It means that if you write an article in a place that's picked up by the search engines, you will boost the attention that's given to your site. Good places to go are sites with high rankings themselves. Places like Ecademy or Silicon.Com. If you have good content, ask questions so that other people respond and work your keywords into the text, you will be surprised at the effect that this will have on the placing for you, your company and your products in a relatively short space of time.

5) By give something away free. Write up 10 tips that people who might want to use your service would like to know and have it available as a download on your site. Use the pay per click route to drive people to it

6) By Use of PR - an under-rated tool by small business. If you identify key journalists in your local or trade press and provide them with well-written, easy to sub-edit copy, the chances are good that they'll use it. If they've written it, then it must be true and if there's a link to your site and the site works - more enquiries.

7) Through Network - go and meet people - ask for referrals. Give referrals - connect people. Tell them who you would like to meet and ask them who they want to meet. And have literature with you - it doesn't have to be amazing but it does need to be clear, to the point, have an offer and a call to action and a link to your website.

BIBLIOGRAPHY

WEBSITES
www.google.com www.scribd.com www.slideshare.com

www.kenya.gov www.hofsteade.com PDF FILES BY Kenya government Product launcher