Assignment On Marketing plan (preparation of marketing plan and implementation) Course Code: MKT 4207

Submitted To: Riazul Islam Lecturer, Department of Marketing Jagannath University, Dhaka. Submitted By: Pioneer Group 2nd Batch 3rd Year 2nd Semester Department of Marketing Jagannath University, Dhaka. Submission Date: 19/05/2011

PIONEER We Are, Members ID No. Toufique Ahmed Robins 07882864 Md Noor E Shahid 07882865 Sunam Ghosh 07882877 Rawnak Jamal Adnan 07882795 Shahin Mridha 07882788 Abdul Baten 07882817 Mithun Chandra Sen 07882880 MAhbuba Khanam 07882809 Mehedi Hasan 07882814 Abdullah Al Jelane

06631949

1. Executive Summary 1. The Executive Summary section of your marketing plan allows us to introduce o ur company and explain the major points of your plan in a nutshell. A number of people lack the time and interest to read your entire marketing plan; nonetheles s, they need to understand what it is basically about. The Executive Summary is for them. we will need to write it after the other sections have been written, since it's

a summary of their major points. Some of the key points to cover are listed belo w: 1. Introduce your company by briefly describing the nature of your business and the products or services you offer. o If your business is already in operation, state how long you've been in business and how long you've been at your current location. Describe your busine ss activities including sales and customers. Highlight your accomplishments and successes. o If your business is not yet in operation, describe the experience and tr aining you have that qualifies you to operate this type of business. Include sim ilar information for business partners or key managers of the company. 2. State our mission and company objectives. our mission can be relatively abstract. As an example, for a child daycare cente r it might be to provide quality day care for children. Company objectives are more specific, such as to be the child care provider of c hoice within a specified area and to increase enrollment by 25 percent within th e next 12 months. 3. Introduce your management team. Describe the organizational structure of your business. Is it a sole proprietors hip, partnership or corporation? List key management. Include copies of their resumes in the supporting documents section. Disclose management salaries and ownership, management assistance and training n eeds, and supporting professionals (such as a bookkeeper or lawyer). List the board of directors. Close the executive summary with a brief statement of the main marketing object ives and strategies contained in the plan. Example of executive summary of NIKE: Nike Inc. was founded in 1962 by Bill Bowerman and Phil Knight as a partnership under the name, Blue Ribbon Sports. Our modest goal then was to distribute low-c ost, high-quality Japanese athletic shoes to American consumers in an attempt to break Germany's domination of the domestic industry. Today in 2000, Nike Inc. n ot only manufactures and distributes athletic shoes at every marketable price po int to a global market, but over 40% of our sales come from athletic apparel, sp orts equipment, and subsidiary ventures. Nike maintains traditional and non-trad itional distribution channels in more than 100 countries targeting its primary m arket regions: United States, Europe, Asia Pacific, and the Americas (not includ ing the United States). We utilize over 20,000 retailers, Nike factory stores, N ike stores, NikeTowns, Cole Haan stores, and internet-based Web sites to sell ou r sports and leisure products. We dominate sales in the athletic footwear indust ry with a 33% global market share. Nike Inc. has been able to attain this premie r position through "quality production, innovative products, and aggressive mark eting." As a result, for the fiscal year end 1999, Nike's 20,700 employees gener ated almost $8.8 billion in revenue.1

2. Situation Analysis i. Market Segmentation Present a description of the market segmentation as follows: Description Percent of sales What they want How they use product Support requirements How to reach them Price sensitivity

ii. Product Description: The product description is the detailed description of the products and/or services that you intend to market. Anywhere in length f rom a few paragraphs to a few pages, use this as an opportunity to communicate y our ideas regarding exactly what your product is and how your customers will use it.

Product Description of NIKEL: Our primary product focus is athletic footwear designed for specific-sport and/o r leisure use(s). We also sell athletic apparel carrying the same trademarks and brand names as many of our footwear lines. Among our newer product offerings, w e sell a line of performance equipment under the Nike brand name that includes s port balls, timepieces, eyewear, skates, bats, and other equipment designed for sports activities. In addition, we utilize the following wholly-owned subsidiari es to sell additional sports-related merchandise and raw materials: Cole Haan Ho ldings Inc., Nike Team Sports, Inc., Nike IHM, Inc., and Bauer Nike Hockey Inc. Our most popular product categories include the following: Running Basketball Cross-Training Outdoor Activities Tennis Golf Soccer Baseball Football Bicycling Volleyball Wrestling Cheerleading Aquatic Activities Auto Racing Other athletic and recreational uses

iii. Market Analysis: The Market Analysis is drawn from in-house or third par ty Marketing Research and includes: A description of the target market Distribution channels with any applicable laws or regulations The unique positioning of the company and its products versus the competition You need to discuss the history of sales within the market, current market condi tions and future trends of the market environment in relation to your product. I nclude demographic, legal, social, political, economic, and technological consid erations. iv. Competitor Analysis Market Share Include figures of the market share of each competitor, ideally in both value an d quantity terms. Product / Service Characteristics For each competitor analyses the characteristics of the product or service. This includes price, quality, distribution, and service (e.g. after-sales support). If price and quality are the main points of differentiation in your industry you can map them onto a graph, helping to illustrate the current industry situation and any gaps in the market. Strengths

This includes any advantages as a result of the current market position, levels of brand recognition, potential to respond to a threatening new entrant, and any cross-promotional partnerships. Weaknesses This could be anything from weaknesses in the product to poor customer service a nd reputation issues. Remember to distinguish between companies taking advantage of their dominant pos ition through charging higher prices and those companies that are charging highe r prices because their costs determine that they have to. A weakness is only a r eal weakness if the company cannot instantly adjust its strategy.

Competitors of NIKE: 1. Reebok, as the second leading manufacturer of footwear, has domestic revenues of $1.28 billion and a market share of 16%. Similar to Nike, they also utilize a 100% outsourcing strategy and manufacture their products throughout Asia. They have created and implemented their own code of conduct for manufactures to foll ow, but have less infrastructure than Nike across the globe to enforce it. 2. Adidas is currently enjoying the fastest growth of any brand domestically, wi th a market share of 6% and revenues of $500 million. They have been shielded fr om bad publicity by the two Goliaths of the industry, Nike and Reebok, and are re aping the rewards substantially. They have adjusted their manufacturing strategy , from a vertical operation in Germany in the 60s and 70s, to an outsourcing focus today throughout Asia. 3. With a market share of 3% and revenues of $280 million, Converse manufactures their products both domestically and internationally. It is important to note t hat the only product they continue to manufacture in the U.S. today, is the Chuc k Taylor All Star, with plants in Lumberton, NC and Mission, TX. This is a produ ct where the "Made in the USA" label is crucial to its success, and internalizat ion is a source of competitive advantage. 4. New Balance is the one company that has kept a substantial amount of manufact uring in the United States, and has a 3% market share with sales of $260 million . They currently operate five plants in New England, employing over 1400 workers , that produces 50% of their output. With this mixed strategy, of vertical integ ration and outsourcing, they are very unique, with their strategic reasoning bas ed on the advantages gained through higher levels of quality domestically, and t he "Made in the USA" label. They are in a highly specialized, niche business, ru nning shoes, and closeness of factories is more essential to their customer base than the other companies because of special orders. 3.Marketing Objectives and Strategies: Meeting marketing objectives should lead to sales. (If not, you need to set different marketing objectives.) They should: -Be clear -Be measurable, -Have a stated time frame for achievement. Examples of marketing objectives follow: Increase product awareness among the target audience by 30 percent in one year. Inform target audience about features and benefits of our product and its compet itive advantage, leading to a 10 percent increase in sales in one year. Decrease or remove potential customers' resistance to buying our product, leadin

g to a 20 percent increase in sales that are closed in six months or less. If you have multiple objectives, make sure they are consistent and not in confli ct with each other. Also, be sure that the remainder of your marketing plan comp onents - the marketing strategy, budget, action programs, controls and measures - support your marketing objectives. Setting your marketing objectives and finalizing the remaining components of you r marketing plan may serve as a reality check: Do you have the resources necessa ry to accomplish your objectives? The marketing strategy section of your plan outlines your game plan to achieve y our marketing objectives. It is, essentially, the heart of the marketing plan. T he marketing strategy section should include information about: etplace tomers. Product - your product(s)and services Price - what you will charge customers for products and services Promotion - how you will promote or create awareness of your product in the mark Place (distribution) - how you will bring your product(s) together with your cus

These are the "4Ps of marketing": Product Price Promotion Place (distribution) However, brief explanations of what should be included in the marketing strategy section of your marketing plan pertaining to the 4 Ps appear below. Product Description A product can be a physical item, a service, or an idea. Describe in detail your products or services in terms of the features and benefi ts they offer customers. Describe what you need to have or do to provide your product or service (how it' s produced). Pricing List the price of your products and describe your pricing strategy. List price r anges for product lines. For example, if your product is a line of cosmetics, in clude information in this strategy section about your lipsticks "ranging in pric e from $5.00 to $15.00 per item" rather than a detailed product price list. (You should, however, consider including a detailed price list in the Supporting Doc uments section.) Describe any price flexibility or negotiating room, as is common with large purc hases such as houses or cars. Outline any discounts you offer for long-term cust omers, bulk purchases or prompt payment. Also, include the terms of sale, such a s "net due in 30 days," extended payment plans, and whether you accept credit ca rds.

Promotion Plan A promotion plan describes the tools or tactics used to accomplish your marketin g objectives. If your marketing objective is to: Then tools or tactics might be: Create awareness of baby care products among mothers of newborns. Advertis e in baby care or motherhood magazines. Distribute product samples to obstetricians. Offer free baby care seminars to expectant mothers. Increase sales of potato chips to teens. Distribute free samples or disco

unt coupons at high school football games. Sponsor an event attended by teens. In your Action Programs section, you will describe the steps that need to be tak en in detail, when they should be done, who will do them, and so on. Placement (Sales and Distribution) In this section, describe how your products and customers "meet" or come togethe r through sales and distribution. Describe your sales philosophies and methods. Do you employ an aggressive sales method for a large number of quick sales, or a relaxed method where the emphasis is on having customers feel comfortable to come back another time even if they don't buy now? Do you use contract sales people or employees? Explain your appro ach to sales issues. Describe your distribution system. (Where will your product be placed so custome rs have access to it?) A few points about distribution to address in your market ing plan are: Is the exchange of the product made in a store? Through the mail? Through a dire ct sales representative? What are your production and inventory capacities? (How quickly can you make pro ducts and how many can you store?) Are there cyclical fluctuations or seasonal demands for your products? For examp le, if you produce Christmas decorations, how will you manage peak production an d sales periods as well as slow periods? Do you sell to individuals or to re-sellers? Your company may use more than one method. For example, you may sell directly to customers who place large orders b ut also sell to customers who buy small quantities of your product through retai l outlets. Marketing strategy of NIKE: 4p of NIKE 1. Product Nike offers a wide range of shoe, apparel and equipment products, all of which a re currently its top-selling product categories. Nike started selling sports app arel, athletic bags and accessory items in 1979. Their brand Cole Haan carries a line of dress and casual footwear and accessories for men, women and children. They also market head gear under the brand name Sports Specialties, through Nike Team Sports, Inc. They sell small amounts of plastic products to other manufact urers through Nike IHM, Inc. Bauer Nike Hockey Inc. manufactures and distributes ice skates, skate blades, in-roller skates, protective gear, hockey sticks and hockey jerseys and accessories. 2. Price Nikes pricing is designed to be competitive to the other fashion shoe retailers. The pricing is based on the basis of premium segment as target customers. Nike a s a brand commands high premiums. Nikes pricing strategy makes use of vertical in tegration in pricing wherein they own participants at differing channel levels o r take part in more than one channel level operations. This can control costs an d influence product pricing. 3. Place Nike shoes are carried by multi-brand stores and the exclusive Nike stores acros s the globe. Nike sells its product to about 20,000 retail accounts inthe U.S. a nd in almost 200 countries around the world. In the international markets, Nike sells its products through independent distributors, licensees and subsidiaries. Independent distributors need not adapt to local pressures because the 4Ps of m arketing are managed by distributors. 4. Promotion

Promotion is largely dependent on finding accessible store locations. It also av ails of targeted advertising in the newspaper and creating strategic alliances. Nike has a number of famous athletes that serve as brand ambassadors such as the Brazilian Soccer Team (especially Ronaldino, Renaldo, and Roberto Carlos), Lebr on James and Jermane ONeal for basketball, Lance Armstrong for cycling, and Tiger Woods for Golf. Nike also sponsors events such as Hoop It Up and The Golden Wes t Invitational. Nikes brand images, the Nike name and the trademark swoosh, make it one of the most recognizable brands in the world. Nikes brand power isone rea son for its high revenues. Nikes quality products, loyal customer base and its gr eat marketing techniques all contribute to make the shoe empire a huge success.

4. Sales Promotion Advertising Ideas Advertising is impersonal, usually paid communication intended to inform, educat e, persuade, and remind. Advertising is a sophisticated form of communication th at must work with other marketing tools and business elements to be successful. Advertising must be interruptive _ that is, it must make you stop thumbing throu gh the newspaper or thinking about your day long enough to read or hear the ad. Advertising must also be credible, unique, and memorable in order to work. Low and No-Cost Advertising There are many things you can do in the way of advertising, promotion, and publi city that cost little or nothing. And when you become successful enough to be ab le to afford more sophisticated ad techniques, there are ways of measuring to so me extent just how effective these methods are in terms of your business growth. As always, the chief concern is that the advertising do what it is intended to do: cause more people to purchase more from your business. Public Relations Ideas Public relations (PR) efforts, like advertising, can help to build business and product awareness among target buyers and end users, often at a fraction of the cost of advertising. Many small and large businesses consciously utilize PR as a way to obtain free advertising about their products and services. PR can be an effective way to generate valuable word-of-mouth advertising, sometimes due to t he greater credibility and availability of information provided in editorial art icles and interviews with your company personnel. How persuasive is PR? Free media publicity was largely responsible for the brief (1989-90), frenetic ground swell for consumption of oat bran as an anti-cancer food. Melatonin, a naturally produced substance that aids sleep and may be an an ti-aging product, is another PR craze, with newspaper, magazine, and electronic media discussing positive preliminary research results. Health food companies ca sh in on this free publicity, without spending funds for advertising, promotion, or public relations. PR can leverage advertising and promotion programs. PR events can leverage the effects of advertising and promotion programs by tyin g all these marketing elements together. For example, a local on-site PR event f or an automotive service company could include erecting a hospitality tent for c ompany sales personnel to entertain key buyers at a local auto race. The local c hain store buyers and car-owner end users could be exposed to ad messages on bil lboards, from announcers, and on race cars with the company logo. Sales Promotion of NIKE:

Advertising In 1982, Nike aired its first national television ads, created by newly formed a d agency Wieden+Kennedy (W+K), during the broadcast of the New York Marathon. Th is was the beginning of a successful partnership between Nike and W+K that remai ns intact today. The Cannes Advertising Festival has named Nike its Advertiser o f the Year in 1994 and 2003, making it the first and only company to receive tha t honor twice.[41] Sponsorship Nike pays top athletes in many sports to use their products and promote and adve rtise their technology and design. Nike's first professional athlete endorser was Romanian tennis player Ilie Nstase . The first track endorser was distance runner Steve Prefontaine. Prefontaine wa s the prized pupil of the company's co-founder, Bill Bowerman, while he coached at the University of Oregon. Today, the Steve Prefontaine Building is named in h is honor at Nike's corporate headquarters.

5. Budgets as managerial tools The classic quantification of a marketing plan appears in the form of budgets. B ecause these are so rigorously quantified, they are particularly important. They should, thus, represent an unequivocal projection of actions and expected resul ts. What is more, they should be capable of being monitored accurately; and, ind eed, performance against budget is the main (regular) management review process. The purpose of a marketing budget is, thus, to pull together all the revenues an d costs involved in marketing into one comprehensive document. It is a manageria l tool that balances what is needed to be spent against what can be afforded, an d helps make choices about priorities. It is then used in monitoring performance in practice. The marketing budget is usually the most powerful tool by which you think throug h the relationship between desired results and available means. Its starting poi nt should be the marketing strategies and plans, which have already been formula ted in the marketing plan itself; although, in practice, the two will run in par allel and will interact. At the very least, the rigorous, highly quantified, bud gets may cause a rethink of some of the more optimistic elements of the plans. 6. Marketing Control How can a country (region, state, city, municipality, or other polity) judge the efficacy of its attempts to brand or re-brand itself and, consequently, to attr act customers (investors, tourism operators, bankers, traders, and so on)? Marketing is not a controlled process in an insulated lab. It is prone to mishap s, last minute changes, conceptual shifts, political upheavals, the volatility o f markets, and, in short, to the vagaries of human nature and natural disasters. Some marketing efforts are known to have backfired. Others have yielded lukewar m results. Marketing requires constant fine tuning and adjustments to reflect an d respond to the kaleidoscopic environment of our times. But maximum benefits (under the circumstances) are guaranteed if the client (the country, for instance) implements a rigorous Marketing Implementation, Evaluati on, and Control (MIEV) plan. The first task is to set realistic quantitative and qualitative interim and fina l targets for the marketing program - and then to constantly measure its actual performance and compare it to the hoped for outcomes. Even nation branding and p lace marketing require detailed projections of expenditures vs. income (budget a nd pr-forma financial statements) for monitoring purposes. The five modules of MIEV are: 1. Annual plan control This document includes all the government's managerial objectives and (numerical ) goals. It is actually a breakdown of the aforementioned pro-forma financial st

atements into monthly and quarterly figures of "sales" (in terms of foreign dire ct investment, income from tourism, trade figures, etc.) and profitability. It comprises at least five performance gauging tools: I. Sales analysis (comparing sales targets to actual sales and accounting for di screpancies). II. Market-share analysis (comparing the country's "sales" with those of its com petitors). The country should also compare its own sales to the total sales in t he global market and to sales within its "market segment" (neighboring countries , countries which share its political ambience, same-size countries, etc.).

3. Efficiency control The global picture is important. An overview of the marketing and sales efforts and their relative success (or failure) is crucial. But a micro-level analysis i s indispensable. What is the sales force doing, where, and how well? What are th e localized reactions to the advertising, sales promotion, and distribution driv es? Are there appreciable differences between the reactions of various market ni ches and consumer types?

4. Strategic control The complement of efficiency control is strategic control. It weighs the overall and long-term marketing plan in view of the country's basic data: its organizat ion, institutions, strengths, weaknesses, and market opportunities. It is recomm ended to compare the country's self-assessment (marketing-effectiveness rating r eview) with an analysis prepared by an objective third party. The marketing-effectiveness rating review incorporates privileged information su ch as input and feedback from the country's "customers" (investors, tourist oper ators, traders, bankers, etc.), internal reports regarding the adequacy and effi ciency of the country's marketing information, operations, strengths, strategies , and integration (of various marketing, branding, and sales tactics). 5. Marketing audit The marketing audit is, in some respects, the raw material for the strategic con trol. Its role is to periodically make sure that the marketing plan emphasizes t he country's strengths in ways that are compatible with shifting market sentimen ts, current events, fashions, preferences, needs, and priorities of relevant mar ket players. This helps to identify marketing opportunities and new or potential markets

7.SWOT Analysis A scan of the internal and external environment is an important part of the stra tegic planning process. Environmental factors internal to the firm usually can b e classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such an analysis of the s trategic environment is referred to as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firm's re sources and capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection. The following d iagram shows how a SWOT analysis fits into an environmental scan: SWOT Analysis Framework

Environmental Scan / \ Internal Analysis / \ Strengths Weaknesses | SWOT Matrix

External Analysis / \ Opportunities

Threats

Strengths A firm's strengths are its resources and capabilities that can be used as a basi s for developing a competitive advantage. Examples of such strengths include: patents strong brand names good reputation among customers cost advantages from proprietary know-how exclusive access to high grade natural resources favorable access to distribution networks Weaknesses The absence of certain strengths may be viewed as a weakness. For example, each of the following may be considered weaknesses: lack of patent protection a weak brand name poor reputation among customers high cost structure lack of access to the best natural resources lack of access to key distribution channels In some cases, a weakness may be the flip side of a strength. Take the case in w hich a firm has a large amount of manufacturing capacity. While this capacity ma y be considered a strength that competitors do not share, it also may be a consi dered a weakness if the large investment in manufacturing capacity prevents the firm from reacting quickly to changes in the strategic environment. Opportunities The external environmental analysis may reveal certain new opportunities for pro fit and growth. Some examples of such opportunities include: an unfulfilled customer need arrival of new technologies loosening of regulations removal of international trade barriers Threats Changes in the external environmental also may present threats to the firm. Some examples of such threats include: shifts in consumer tastes away from the firm's products emergence of substitute products new regulations increased trade barriers The SWOT Matrix A firm should not necessarily pursue the more lucrative opportunities. Rather, i t may have a better chance at developing a competitive advantage by identifying a fit between the firm's strengths and upcoming opportunities. In some cases, th e firm can overcome a weakness in order to prepare itself to pursue a compelling opportunity. To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed. The SWOT matrix (also known as a TOWS Matrix) is sh own below:

SWOT / TOWS Matrix Strengths Opportunities

Weaknesses

S-O strategies W-O strategies

Threats S-T strategies W-T strategies S-O strategies pursue opportunities that are a good fit to the company's strengt hs. W-O strategies overcome weaknesses to pursue opportunities. S-T strategies identify ways that the firm can use its strengths to reduce its v ulnerability to external threats. W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats. Example of SWOT Analysis Nike: Strengths. Nike is a very competitive organization. Phil Knight (Founder and CEO) is often quoted as saying that 'Business is war without bullets.' Nike has a healthy disl ike of is competitors. At the Atlanta Olympics, Reebok went to the expense of sp onsoring the games. Nike did not. However Nike sponsored the top athletes and ga ined valuable coverage.

Nike has no factories. It does not tie up cash in buildings and manufacturing wo rkers. This makes a very lean organization. Nike is strong at research and devel opment, as is evidenced by its evolving and innovative product range. They then manufacture wherever they can produce high quality product at the lowest possibl e price. If prices rise, and products can be made more cheaply elsewhere (to the same or better specification), Nike will move production. Nike is a global brand. It is the number one sports brand in the World. Its famo us 'Swoosh' is instantly recognizable, and Phil Knight even has it tattooed on h is ankle. Weaknesses. The organization does have a diversified range of sports products. However, the income of the business is still heavily dependent upon its share of the footwear market. This may leave it vulnerable if for any reason its market share erodes. The retail sector is very price sensitive. Nike does have its own retailer in Ni ke Town. However, most of its income is derived from selling into retailers. Ret ailers tend to offer a very similar experience to the consumer. Can you tell one sports retailer from another? So margins tend to get squeezed as retailers try to pass some of the low price competition pressure onto Nike. Opportunities. Product development offers Nike many opportunities. The brand is fiercely defend ed by its owners whom truly believe that Nike is not a fashion brand. However, l ike it or not, consumers that wear Nike product do not always buy it to particip ate in sport. Some would argue that in youth culture especially, Nike is a fashi on brand. This creates its own opportunities, since product could become unfashi onable before it wears out i.e. consumers need to replace shoes. There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong g lobal brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global mark eting events that can be utilised to support the brand such as the World Cup (so

ccer) and The Olympics. Threats. Nike is exposed to the international nature of trade. It buys and sells in diffe rent currencies and so costs and margins are not stable over long periods of tim e. Such an exposure could mean that Nike may be manufacturing and/or selling at a loss. This is an issue that faces all global brands. The market for sports shoes and garments is very competitive. The model develope d by Phil Knight in his Stamford Business School days (high value branded produc t manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alter native brands to take away Nike's market share. As discussed above in weaknesses, the retail sector is becoming price competitiv e. This ultimately means that consumers are shopping around for a better deal. S o if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential e xternal threat to Nike.

8.

Conclusion There are some important things you need to

do in the conclusion: 1.You need to 2. You need to your report (from both parts). 3. You need to e about the topic - and make them at a 4. You need to link it to the rest of your report. highlight the significant elements from draw out the main points you want to mak general level. avoid introducing new material.

9.Appendix