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Main Menu Hockey Tour One Chance Pitch Family Grocers Dubai Robin Hood
Presentation to Bob to persuade him to let his wife join the Hockey Tour One Chance Pitch Sale & Marketing Presentation to Jim Albright for non-salary benefits Family Grocers Distribution plan for Family Grocers Division of Standard Products Ltd Dubai Promotion plan for the Dubai Tourist Board Robin Hood Plan to get Robin a normal life Ferarra Restructuring plan arising from demands of multiple retailers Solko Recovery plan for Solko Soft Drinks Mericana Recovery plan for Mericana Rio Football Club Causal Chains Review of Causal Chains

Surbiton Women’s Hockey Club
Presentation to Bob Scott

Last year hockey – this year holiday
Sue has decided after nine years touring with us that she is taking a break this year for a family sailing holiday with you, the kids & your parents in the Isle of Wight At the same time, we will be going on our annual hockey tour to The Hague.

Special anniversary tour with gold medal award
This is the 10th anniversary of the 1st women’s hockey 7’s tournament, returning to the original venue – the Hague The EWHSF want to recognise Sue’s contribution to the sport Only original team member Has played in every event Gold medal planned for her Clearly, both the organisers & Sue herself would be upset if she could not attend

The question we must ask ourselves is:
PQ How can we reschedule events so that: Sue plays a full role in your family holiday Whilst getting the recognition she deserves So that you can enjoy a full family holiday?

A Start holiday as planned
We have a solution that will ensure that you have a full holiday with Sue & the kids, at lower cost and in more luxury, whilst Sue is able to receive the medal. This will require a minor revision to you planned schedule A Start holiday as planned On the Friday evening (night of the presentation dinner), we will fly you & your family (at our expense) to Holland. You will then be chauffeured to the Royal Nederlander Hotel, staying in your own suite. The family will be able to attend the presentation dinner & share in Sue’s award We will then fly you back to the Isle of Wight the following morning to continue your holiday.

Presentation to Jim Albright Aim: To Stay Market Leader
One Chance Pitch Sales & Marketing Presentation to Jim Albright Aim: To Stay Market Leader

Fantastic Results Last Year
Sales last year totalled $804m Profits $90m, 9% up on budget Market Share 53% up 8% on last year Inflation was at 6%

Aggressive Budget for This Year
Sales Budget of $905 – up 15% on last year Profits up 20% to $108m Market Share static at 53%

Best Sales Team in Country
Based on a S&M team of 38 people Aggressive, ambitious highly motivated team Recruit the best: Graduates, MBA’s, pick of the best from variety of backgrounds Typically rewarded mid-Upper-Quartile plus: Annual profit bonus Contributory pension, 3weeks leave pa; 4 weeks after 10 years

Cherry stealing our people & know how
CherryPhone acquired HappyPhone late last year with declared aim to “double their market share” As market leaders we are the main target They are stealing our key staff offering salaries 20-30% greater than ours 9 staff lost already 6 more under offer We are losing key information Key contacts Know-how, pricing and plans Impossible to recruit when major competitor is offering so much more

First Quarter Results down 10%
C First Quarter Results down 10% Cherry;s activities have impacted our results: 1st Qtr Sales and profits are down 10% on last year Year-end Forecast will be down a similar amount unless we take rapid action We must act now to reverse this situation

Salary increases not an Option
We will maintain the Main Board’s policy of not increasing salaries above inflation We have examined alternative non-salary options These have been reviewed with HR, MD and key staff We need your sign-off to proceed

PQ How can we remunerate our key staff without increasing salaries above inflation to Retain those currently under offer Recruit replacements for those already lost So that we can get back on budget by the year end and maintain our position of Market Leader?

We can achieve Sales of $905m and Profits of $108 by year-end if we
Introduce short-term, self-financing bonuses Commit to longer-term loyalty programmes

Standard Products Limited Family Grocers Division(FGD)
Distribution plan Presentation to the Executive Board

Today’s Agenda S Market review.
FGD’s market position & contribution to SPL. The changes required in distribution and the options. Strategies and Recommendations for approval.

Aiming for profitable no.1
S SPL’s corporate mission is to be the leading confectionery supplier in every market in which it operates, and to increase shareholder value annually by at least 5% more than Market Indices.

Stretching budget S Annual volume of 6.5m cases, up 5% on previous year; Net Profit of $40m, up $5m vs previous year; Market Share 26%, up 1 point vs previous year.

Large, Fragmented Market
S Family grocers account for 25% of the country’s confectionery market - $500m by value; 24.8m cases by volume. 31,250 family grocer shops, nationwide: 25,500 concentrated in 20 major cities; 90% (28,125) independently owned and family run; more than 60% are owned by Indians. Serviced by approximately 10 different major suppliers via: direct delivery, wholesalers, merchandising services and cash & carry warehouses.

Star performer in SPL Group
Last year sales of $125m (6.2m cases) - up 8% vs. the previous year, compared to a flat performance by the rest of SPL. FGD are market leader with 25% SOM vs SPL’s 18% national average; 10% points greater than our main competitor.

Availability Key to Success
FGD has 25,000 customers: 80% of all family grocers in the country; 84% of the independent customers. FGD delivers direct to 22,000 outlets, 80% located in the 20 largest cities. Causal Chain

Board demands distribution savings for re-investment
C The SPL Main Board has decided to cease all direct distribution to save $20m over 3 years (to be re-invested in brand building). Estimated savings of $15m in FGD could be nullified by the potential loss of the family grocers business which has been built around: our availability nationwide; servicing 88% of our customers through direct delivery.

Walkers to mount negative PR campaign
Our main competitor Walkers, with only 15% of this sector, has confirmed their policy of direct delivery by renewing their main fleet contracts. They will almost certainly mount a campaign accusing us of deserting the family grocers.

We must steal share C Pressure from multiples is forecast to keep growth below 2% (ACN Economic Forecast). We cannot hit our stretching objectives via organic growth

Combination solution required
There is no single alternative system that offers the same coverage; Patel, the leading wholesalers, reaches only 60% of family grocers shops; Cash & Carry outlets (e.g., Smiths) demand promotional allowances with no assurances or guarantees; The various merchandising services vary enormously in coverage and quality. The most reliable is Rhonda’s.

PQ How can we combine the strengths of the alternative distribution options to: Maintain nationwide coverage; Deliver $15m savings from FGD by the end of the plan; Reassure our customers that FGD is not deserting them in the face of the potential threat from Walkers; to ensure we meet budget, secure market share growth and increase shareholder value annually by at least 5% more than market indices?

A Nationwide distribution deals with, A loyalty-building promotion.
FGD can secure a 26% market share and meet the budget of 6.5m cases and $40m net profit, provided we retain 80% coverage. This will require an investment of some of the distribution savings across three crucial areas: A Nationwide distribution deals with, Patel InterCity Wholesalers; Smiths Cash & Carry chain; Rhonda’s Mobile Merchandising Group. A loyalty-building promotion. Investment in new display cabinets.

STRATEGY 1: Nationwide distribution deals with Patel, Smiths and Rhonda’s.
RE Patel – we will sign a three-year rolling contract with two components: A minimum annual volume agreement; Joint funding of in-store promotion activity. HOW 3 years is our plan period and FGD needs Patel to commit to our plans. Patel has committed to volume sales, dropping all competitive brands, as follows: Cases Year 0 Year 1 Year 2 Year 3 000’s 250 3,900 4,200 4,800 Joint-funding will ensure that Patel implements our programmes to increase SOM. WHY

RE HOW WHY FGD will commit to annual volume incentives for Patel:
STRATEGY 1: Nationwide distribution deals with Patel. 1.1 Annual volume agreement RE FGD will commit to annual volume incentives for Patel: 2.5% over-riding discount on sales over $70m – the cost will be offset by a lower discount on sales below $70m. $500K sales force incentives. HOW Patel will accept a lower margin (7.5% vs 10%) for volume and an over-riding discount on sales over $70m to increase SOM. Patel has a 50 strong telesales team supporting 100 salespeople nationwide calling on 16,000 businesses monthly. They will hire 25 new salespeople exclusively for family grocers. WHY

RE HOW WHY FGD commits to jointly promote retailer loyalty:
STRATEGY 1: Nationwide distribution deals with Patel. 1.2 Joint funding of in-store promotion activity. RE FGD commits to jointly promote retailer loyalty: $400K over two years in new display cabinets (see Strategy 3). $100K per annum advertising in Patel’s PIW Monthly journal, promoting the new in-store initiatives. HOW Joint ownership of display cabinets will double the total spend to $800K, encourage placement of displays by Patel and secure 100% coverage in 2 years (see Strategy 3); PIW Monthly is circulated to all Indian owned family grocers, and Patel has agreed to a 30% discount on their standard rates. $100K will secure 52 weeks back-page copy. WHY

STRATEGY 2 Support distribution deals by investing in a high profile loyalty promotion backed by PR and advertising. RE Air miles promotion based on individual purchases gaining in value over frequency of order and value: orders = 1 mile per $100. orders = 2 miles per $100. orders = 4 miles per $100. Total cost £3.2m over 3 years. HOW Walkers will mount a negative campaign, claiming we have deserted the family grocer. Retaining customer loyalty will be the key to success in the first year of our switch to third party deliveries. Air miles are popular with Indian shopkeepers – many of whom have large families. The promotion will encourage frequency of purchase. WHY

STRATEGY 2 Support distribution deals by investing in a high profile loyalty promotion backed by PR and advertising. RE Launch a PR programme costing $300K: hire Madhur Jaffrey the famous Indian actress and writer on Indian cooking to support the promotion with personal appearances. HOW Retaining customers is five times cheaper than regaining them: We must show our commitment to family groups. Madhur Jaffrey’s wide appeal will demonstrate that our programmes are exclusive, not bland and impersonal. WHY

RE HOW WHY Support promotion through advertising in:
STRATEGY 2 Support distribution deals by investing in a high profile loyalty promotion backed by PR and advertising. RE Support promotion through advertising in: Patel’s own journal, PIW Monthly, included in back-page copy (for costs see Strategy 1); The Grocer and Marketing Week, for launch period (first 3 months) costing $75K. HOW Our PR campaign must be advertised: PIW Monthly is published in three Indian languages. The Grocer and Marketing Week is UK’s largest circulation trade magazine. WHY

STRATEGY 3 Retain and improve in-store presence by investing £800K in new display cabinets for stocking exclusivity. RE Commission Watsons to manufacture 12,500 new upright, gravity-fed display units costing $800K in year 1 (net $400K with $400K from Patel). HOW Most family grocers have room for only one display unit. We must be first. Watsons, at $64 vs $87 per unit, is the most competitive supplier. 12,500 units will give 50% coverage in the first year; Watsons offer a 15% reduction on 12,500 WHY

STRATEGY 3 Retain and improve in-store presence by investing $800K in new display cabinets for stocking exclusivity. RE Offer units (through our two distribution agents) free to our customers in return for 200 cases per annum commitment; Exclusivity of display for our products. Offer custom-built displays for Patel and Smiths. HOW Display units offer a proven +20% uplift in sales - $25.0m on a full year’s sales; $6.25m in the first year. 200 cases equates to 9 months average sales. This will secure loyalty. Display material is key to loyalty: Customised units will give incentive for Patel and Smiths to place and display. WHY

Marketing activity Year 1 Cost & Responsibility
Summary Marketing activity ($000) Sales incentives 500 Sales Patel advertising 100 Trade Marketing Air Miles programme 3,200 Trade Marketing PR 300 Consumer Marketing Display units 800 Sales & TM Advertising 75 TM Contingency 150 GM Total £5,125 HOW

Plan Summary - Volume build benefit
RE WHY 000 Cases Year 0 Year 1 Year 2 Year 3 Direct 5, Patel ,900 4,200 4,800 Smiths 100 1,600 1,750 2,000 Rhonda’s 50 1,000 1,050 1,200 Totals 6,200 6,500 7,000 8,000

Plan Summary - 3 year forecast results
WHY $000’ s Year 0 Year 1 Year 2 Year 3 Sales 125, , , ,700 Direct Costs (45,000) (50,000) (56,000) (64,000) A&P (2,500) (5,125) (5,000) (5,500) Distribution (30,000) - - - Overheads (12,500) (31,875) (34,500) (37,000) Net Profits 35,000 40,000 45,100 55,200

Presentation to the Dubai Tourist Board
DUBAI FUN IN THE SUN! Presentation to the Dubai Tourist Board

AGENDA Dubai today Challenges of Tourism
Proposals and Recommendations for approval

BUILDING A TOURIST INDUSTRY
The Dubai tourist board has the aim of establishing Dubai as a major European tourist winter destination. They are budgeting for 150,000 winter visitors per annum from Europe, generating $500m revenue in invisible earnings Easily accessible Dubai is less than six hours flight from most of Europe's major capital cities Emirates – the flagship airline – serves all the major capitals of Europe with regular daily flights

SUPERB INFRASTRUCTURE
$50bn in the last 10 years has been invested on infrastructure – roads, airport, harbours and state of the art telecommunications In 1999, the world’s tallest and most luxurious hotel - seventy-six stories – was completed The new airport terminal, opened in March 2000 is state of the art, hassle-free and superbly equipped

NATURAL BEAUTY & GRACIOUS HOSPITALITY
Dubai has 12 hours per day of Winter sunshine, & beautiful, unspoiled beaches and gracious Arab hosts Superb snorkeling, Deep-sea fishing & magnificent desert scapes Gracious Arab hospitality Bazaars Medieval Arab towns Desert Oases

LIBERAL SAFE, AND SOPHISTICATED ENVIRONMENT
The alcohol laws have long been liberalised so that they are now comparable with most Western countries Western dress is accepted and crime is minimal – visitors can wander unmolested and unhindered in most areas Dubai has staged some elite major international events such as golf competitions & horse racing

EVERY TASTE ACCOMMODATED
Government co-operation with international leisure corporations has resulted in the development of every kind of leisure and entertainment facility: Excellent English, Italian, French, German, Chinese and Indian restaurants abound Hotels, Nightclubs and shows to suit all pockets Fabulous shopping malls with duty free bargains Marinas, racecourses, and magnificent green golf courses

COMPETITION STEALING VISITORS
Last year, the total number of winter tourists from Europe was 90,000, up 5% on the prior year but 40% below the target of 150,000. This compares unfavorably with Tunisia & Morocco who both reported hotel occupancy up 17%, with European winter visitors at a record high of over 500,000 between them

BACKERS NERVOUS 2 major International hotel groups with substantial investments in Dubai are questioning the long term viability of Dubai’s tourist industry. There is a concern that they may decide to scale down their investments, or worse still, may withdraw from Dubai completely.

ELITIST AND NARROW FOCUS
International events: the Dubai Desert Classic golf tournament, and the Dubai Cup horse race, although very successful, are seen as narrow, male dominated & pursuits of the rich elite. Moreover, they do nothing to illustrate the liberal laws, or help to showcase the other major attractions.

MESSAGE NOT RECEIVED Recent surveys* reveal that most Europeans:
Are unaware of Dubai's liberal alcohol laws Do not know about the relaxed dress code See it as a luxury resort for wealthy Arabs only Continue to identify Dubai with the fundamentalism of Saudi Arabia or Iran, & fear Middle Eastern terrorism. *EuroSurveys: Dubai Holiday Survey Causal Chain

GROWING INTERNATIONAL EVENTS CALENDAR
Fashion houses such as Zara, Versace, Gap, Gucci and Yves St Laurent are all interested in exotic venues to show & display their new fashions Wine growers in Australia, S America and S Africa have expressed interest in a winter wine festival

How can the Dubai Tourist Board develop the appropriate marketing programs and associated awareness campaign to: Overcome Competition from Tunisia & Morocco Nervousness of backers The perception that existing events are only for the “rich and famous” Low awareness of the alcohol and dress laws, and safe environment Exploiting The growing International events calendar And achieve our budgeted visitors & revenues thus building a viable Winter tourist industry?

Dubai can become a major winter holiday destination for Europeans, achieving 150,000 visitors & $500m revenue annually by staging events that differentiate Dubai (from its neighbours) as a liberal and hospitable country: Setting up a Desert Safari & Bedouin Nights theme attraction Sponsoring a (pre-Christmas) Southern Hemisphere wine festival Hosting a January Summer Fashion week Pan-European Advertising & Promotions

Strategy 1 Setting up a Desert Safari & Bedouin Nights theme attraction
How Setting up a Desert Safari & Bedouin Nights theme attraction (Cost $22.5m - $5m annual cost). WHY We will be able to showcase all the different coastal, mountain and desert landscapes Day & night time attraction Wide appeal (not elitist) Demonstrates liberal laws & fun Estimated additional 40k visitors each winter

Strategy 1 Setting up a Desert Safari & Bedouin Nights theme attraction
How Appoint P-Y Gerbeau as GM to Manage design and construction & recruit management team (cost $1.5m) Establish Desert Safari operation using both Camel & 4 wheel drive caravans (cost $1m, lead time 2 months) Why He has experience in 2 major European attractions (Disney Europe & the Dome), is well respected & immediately available Showcases culture & heritage. Offers authentic travel or comfort options. Minimal set up costs & lead time.

Cost $20m, timescale 12 months. (see full project plan in Appendix 1)
Strategy 1 Setting up a Desert Safari & Bedouin Nights theme attraction How Bedouin Night attraction to include Valentino Zone (Oasis site with 5-star tented accommodation) Belly dancing zone (offering traditional Arab & western cabaret options) Hotels, Restaurant & bars to cater for 800 guests. Cost $20m, timescale 12 months. (see full project plan in Appendix 1) Why Valentino zone targeted at honeymooners, valentines day & other romantic occasions, not just male pursuits. 80% of western females have had fantasies about Valentino & see him as the ultimate romantic male. Belly dancing zone has wide entertainment appeal & emphasizes fun, demonstrating the relaxed laws.

Strategy 2 Sponsoring an annual December (pre-Christmas) Southern Hemisphere wine festival. Total cost: $1.36m How Sponsoring an annual December (pre-Christmas) Southern Hemisphere wine festival. Total cost: $1.36m Why Australian, Chilean, Argentinean and South African Wine growers will have their latest summer offerings available. All produce top-quality wines The Southern Hemisphere countries will want to sell to Europeans for the Christmas season There is currently no venue for these growers Wine will attract an up-market European interest (incremental 20k visitors) and demonstrate Dubai’s liberal alcohol laws It will get free coverage in the leading TV food and drink programs and Sunday Specials (estimated TV viewing 14m; circulation 24m, readership 12m)

Appoint a Wine Week Director (cost $150K)
Strategy 2 (cont.) Sponsoring an annual December (pre-Christmas) Southern Hemisphere wine festival. Total cost: $1.36m How Appoint a Wine Week Director (cost $150K) Invite the top three leading wine critics from each of France, Germany, Italy and UK to form a panel of judges (cost $210k) Invite top six growers from each country to present their best wines Why To ensure that the event is well-managed. To ensure that the wine festival has credibility. They will have a ready forum for writing about the festival You want a variety of quality wines represented

Stage rounds in different Dubai Hotels (cost $400K)
Strategy 2 (cont.) Sponsoring an annual December (pre-Christmas) Southern Hemisphere wine festival. Total cost: $1.36m How Offer a Gold, Silver and Bronze medals for wines in each class: Red, White, Rose, Sparkling, Fortified, Dessert, Best Value (cost $500K) Stage rounds in different Dubai Hotels (cost $400K) Stage the final in the best hotel (cost $100K) Why To ensure that as many growers as possible leave with a prize. TV coverage 14m. Sunday Specials coverage 26m To secure wide coverage of the attractions offered in Dubai To showcase the best hotel in the country

Strategy 3 Hosting an annual January Summer Fashion week. Total Cost $1.1m
How Hosting an annual January Summer Fashion week. Total Cost $1.1m Why Targets female visitors with attractions predominantly for them (incremental 25k visitors) Fashion houses such as Zara, Versace, Gap, Gucci and Yves St Laurent would all welcome a new venue (currently limited to Paris, Milan, London and New York) to display their new male and female fashions The event will give Dubai an opportunity to show-case the wonderful hotels and demonstrate their relaxed dress codes It will secure massive photo-coverage of in-door and out-door locations

Recruit a fashion week director & team (cost $500K)
Strategy 3(cont.) Hosting an annual January Summer Fashion week. Total Cost $1.1m How Recruit a fashion week director & team (cost $500K) Appoint a panel of leading fashion writers from the main fashion magazines: Vogue, Harpers & Queen, Cosmopolitan, Elle, Woman (cost $250K) Secure a famous model to host the event (cost $100K) Why To ensure the event is well-managed To ensure that their magazines give full coverage of the event. To agree rules of decorum To ensure a glamorous event, attracting TV and magazine coverage

Magazine circulation estimated at 26m (18m readership)
Strategy 3 (cont.) Hosting an annual January Summer Fashion week. Total Cost $1.1m How Offer prizes for the top three fashions in the categories, each for women and men: Evening wear Day wear Swim wear Casual wear Sports wear Cost $250K Why To encourage photo-opportunities in appropriate settings in Dubai (Famous hotels, Shopping, Beaches, Marinas and Golf courses) Magazine circulation estimated at 26m (18m readership) TV coverage – news bulletins, fashion programs. Estimated reach 113m

Strategy 4 Pan-European Advertising & Promotions(Cost $200K)
How Promotional packages will be offered to leading tour companies to coincide with the events (Cost $200K) Leading commentators and opinion leaders will be offered special rates Generic Quarterly Pan-European advertising in all colour supplements (cost $800k) Why To generate interest and excitement about the forthcoming events To encourage them to promote the events Our events must be advertised. Quarterly communication will maintain awareness

INVESTMENT FOR THE FUTURE
Set up costs Desert Safari & Bedouin Nights Annual Running costs: Desert Safari & Bedouin Nights 5.0 Wine Festival 1.3 Fashion week 1.1 Pan-European promotion 1.0 Total annual costs 8.4

PR COVERAGE MEANS VISITORS
Extra Visitors (‘000) PR Coverage (m) Safari & Bedouin nights 40 22 Wine festival 20 16 Fashion week 25 31 Totals 85 69

We predict the target of 150,000 visitors will be easily exceeded
Fun in the Sun With all the key concerns of potential European visitors addressed, namely Safety Relaxed alcohol laws Relaxed dress codes We predict the target of 150,000 visitors will be easily exceeded

Ferrara Footwear Distribution Review

Agenda Market position Business configuration
New distribution imperative Options available Strategies To grow profits and sales by 10% annually

Fastest growing shoe company
Ferrara’s business is concentrated in North and Central Italy, which accounts for 72% of the total Italian domestic shoe market It has grown its share of the market from 9% to 15% over three years Last year the company achieved $52m profit before tax on $326m Sales The plan is to increase this by at least 10% annually over the next 3 years

Quality products from a loyal, productive workforce
The company enjoys higher than average productivity due to less time lost per annum in industrial action (2% v 11% national ave) The workforce is highly skilled due to low staff turnover with average tenure of 12 years The company has always prided itself on its excellent workforce producing our quality range of male and female fashion, leisure and sports footwear

Organised for direct distribution
Lorries/Trucks & Drivers 100 Sales 50 Marketing 15 Manufacturing, Admin, Accounts & Distribution 2,000 TOTAL Headcount 2,165 The total annual payroll is $33m

Multiples provide 55% of profit
A highly profitable export business relying on distributors contributes 5% to Sales generating 10% of Profits 5,000 Independent retailers account for 25% of Sales and 35% of Profits Four main retail chains with 2,500 outlets account for 70% of Sales and 55% of Profits

Distribution change threatens current success
Due to economies of scale, the four chain retailers wish to move to centralised warehousing and distribution, within 3 months they are requesting a 15% reduction in cost price They will only source from suppliers conforming to the new system Contributing 55% of our profits, we cannot afford to refuse them Causal Chain

Change will cause surplus resources
DISTRIBUTION Current System Proposed System Multiple 2,500 4 Independents 5,000 Total Outlets 7,500 5,004 Under this system, 70% of Ferrara’s turnover will go to 4 distribution points, rather than 2,500. We will have 350 excess people, 25 trucks & drivers and 4000sqm warehouse space.

Redundancy a last resort
With a heavily unionised workforce and long tenure (12 years), redundancy costs will be huge (estimated at $5m). Redundancies also open the company up to the threat of industrial action amongst employees, impacting productivity and distribution . . .

Independent distributors must be protected
5,000 independent retailers will be concerned about increased competitiveness of Multiples They are more vulnerable to industrial action than the 4 Multiples It is essential that we retain their goodwill & current service levels.

Market areas for growth can be explored
We have only 15% of our main market (North and Central Italy) We have a 1% SOM in South Italy with a market valued at $1Bn. Exports to EU and USA via distributors are highly profitable. We should consider a more proactive policy 70% of our main customers have expressed positive interest in our experimental “Ferarra for Kids” range

Ferarra’s Pivotal Question
How can we re-deploy our surplus distribution resources to satisfy the demands of the multiples, maintain service levels to the independents develop opportunities for new products and new markets without impacting employee relations and maintaining sales and market share growth?

We can grow profits to at least $62m next year and satisfy the four multiples by
Developing South Italy Building on our export success Growing our main market with new product lines Underpinning product and market diversification by retraining and relocating surplus staff

Mericana Football Club
S Mericana Football Club The team of the third millennium

Today’s Agenda Club aims Review of club history Challenges faced
Options for progress Strategic recommendations for your approval

S Aiming for the top Our mission is to be Brazils most profitable & successful club both on and off the field

Prestigious History 3 League Championships Won FA cup twice
S. American Cup winners in 1990 Best supported club in Brazil 45k per game V's 38k league average

Community focus gives us pool of new talent
Support RDA ‘Sport in Community’ programme Good source of youth talent Respected as focal point in high unemployment area

Value pricing fills 51k capacity stadium
10k $15 (Vs $20 at other clubs) 41K $10 (Vs $15) 20 Home games per season

Balanced cash flow $10m per season from ticket sales
$20m from sale of youth talent to European leagues Paid off loans & funded minor ground improvements No overdraft or external investment Causal Chain

C Poor team performance Bottom half of league with no trophies for 8 years Players too old due to policy of selling youth to fund cash flow Buoyant transfer market fuelled by European salary explosion

Declining Supporters = Declining Revenue
Last years crowd of 45k was down from 50k in previous years Next years season ticket sales down 25% Projecting 30% loss of revenue ($3m) if we do not improve on field performance.

Fans demand $30m investment in new talent
C Fans demand $30m investment in new talent We need a minimum of 6 top quality players Average cost per player = $5m This equates to 3 years ticket sales revenue

We must have all seating stadium within 2 years
C We must have all seating stadium within 2 years Law change after stadia disasters 80% of our ground is terracing Conversion of standing to seats will cost $18.5m

RDA insist on 51k capacity = $25m investment
Fears of vote loosing if capacity reduced Want MRFC to remain focal point We will need more land & brand new facility - estimate $25m cost

Raising ticket prices is not an option
Area of high unemployment We have a long history of supporting our community, not ripping them off Alternate sources of finance are required

Other clubs have taken a commercial route
Sponsorships are readily available at both local & international levels Merchandising of kit and other items can be very lucrative Satellite & cable TV companies are buying up rights (Av. Deals = $15m p.a.) Food concessions are low risk/high yield Many European clubs have gone public

There is talent available in the market
C There is talent available in the market Rivaldo is a local boy who would return to Brazil for love not money Most of the Man. UTD squad prefer the sun to an English winter Many German players are shell shocked following England’s stunning 5-1 victory & are seeking somewhere to recuperate

PQ The question we must ask ourselves is: How can we generate an additional $55m without increasing ticket prices in order to: Improve team performance Comply with the law change Satisfy the RDA requirements for 51k capacity Exploiting the commercial opportunities available & our strong heritage so that we achieve our aim of being Brazils most successful club both on & off the field?

Commission Botchit & Scarper to build new stadium
MRFC can be top of the league within 2 years in a brand new 51k capacity stadium if we implement the following strategies: Raise funds via: Sponsorship, TV rights, merchandising, Concessions & floatation Commission Botchit & Scarper to build new stadium Buy 6 top players from available pool of talent Set up youth development programme

Putting the fizz in to Poland Presentation to Rodski Holdings Board
Solko Soft Drinks Putting the fizz in to Poland Presentation to Rodski Holdings Board

Today’s Agenda S Solko aims Review of company strengths
Challenges faced Options for progress Strategic recommendations for your approval

Corporate Aims S Our mission is to rejuvenate Solko to become a major player in the Polish Soft Drinks Market

Great tasting drinks with high awareness
3 core brands = 98% of volume (Cola, Orange & Lemonade) + 14 natural flavours, all in regular variants Most preferred taste (52% v 38% JoltCo) Highest prompted awareness (57%)

Consistent growth in volume, turnover & profits
Average growth 15% per annum Last year 34m cases, $95.8m sales, $17.2m profit, 6.7% Share of market.

Strong in most profitable channels
Specialise in 1Ltr glass returnable bottles as result of $3m production investment in 1996 Complimented by 33cl cans 65% of volume & 75% of profits from bars & kiosks Causal Chain

Market shift nullified glass strategy
C We opted for glass at the same time JoltCo launched plastic in 1, 1.5 & 2Ltr sizes. Market changed overnight (plastic now outsells glass 3:1) RHP board lost all confidence in Solko

No confidence = no investment in growth areas
Diet is 34% of market (from 8% in ’95) – we are only in regular Vending grown 15 fold & is double margin ($6 per case) but we are only testing Supermarket sales have doubled whilst bars & kiosks (our traditional strengths) are virtually static

We are losing market share & internal credibility
70% growth in last 4 years – we’ve not kept pace Share down from 9.5% in ‘96 to 6.7% 4 GM’s in 3 years, best sales staff have left, remainder de-motivated

Growth opportunities abound
C Soft drink market to grow at 25% pa for next 5 years Poland’s consumption less than half US & below W. European levels JoltCo alienated the trade by refusing packaging demands for large sizes (3 & 4ltr)

Major capital expenditure not an option
We must find low cost options to enter the growth areas Plasbotski contract bottlers could package large plastic varieties under licence Vendco operate a managed service for their 300k machines nationwide

PQ How can we develop a low risk entry in to the growth areas of the soft drink market in order to: Restore board confidence Improve staff morale Reverse market share decline And achieve our mission of rejuvenating Solko to become a major player in the Polish Soft Drinks Market?

A Develop diet variants of our top 3 flavours
Solko can become market leader in Poland within 5 years, with annual profits of $100m, if we implement the following: A Develop diet variants of our top 3 flavours Produce plastic packaging via licence agreement with Plasbotski Use Vendco to distribute to Vending sector Restructure & re-motivate the sales-force

Presentation to Robin Hood
Charter Consultants MCIIVC

Agenda We will be covering the following matters:
A review of political situation and your progress to date; The main problems that you now face; Our recommendation; A detailed action plan for your aproval; All dedicated to achieving your main aim of a normal life in a just society for you and your Merrie Men.

Unjustly outlawed in Richards absence
Good King Richard captured one year ago, and there is no early prospect for his release. Consequently, Prince John, cruel insecure, greedy, and untrustworthy, is the Regent. The Sheriff of Nottingham, oppressive, corrupt and unjust is Prince John’s representative, and it was your defiance of the Sheriff’s injustice that caused him to declare you outlaw, three years ago.

3 YEARS CONTINUOUS GROWTH
Your protest has won you many loyal followers and renown as a daring, strong leader. Your policy “rob rich to give to poor” ensures the loyalty the poor. As a result, you have best intelligence network in the country with 130 spies giving reliable information about all travellers and especially the Sheriff and his men. Your food stocks for the winter are secure.

LARGEST OUTLAW EMPLOYER IN ENGLAND
Your reputation has enabled you to develop the band from nothing to over 1,000 followers. You have four excellent lieutenants, and have developed a good functional organisation, with 250 active fighters, backed by 750 supporters. Your able support services produce excellent weapons, mead and beer, with a potential income of 16,800 Marks a year. Causal Chain

Victim of your own success
Too rapid recruitment has lead to lack of control: Discipline problems; Unreliable types, spies and thieves; Not only do these discipline problems distract you and your key lieutenants, but they endanger the lives of all, and are detracting from your main activities of foiling the Sheriff and aiding the poor.

VULNERABLE TO ATTACK C Concentrated in one area, your camp is too easy to find and defend. The large numbers make your band cumbersome. Together, these factors make you very vulnerable to surprise attack. The Sheriff grows stronger than you, day-by-day. Moreover, your intelligence reliably informs you that the Sheriff is known to be planning a Spring attack. Killing him is not a serious option as this would cause Prince John to simply replace him and or to launch massive reprisals. There is no prospect of a pardon from either the Sheriff or Prince John without totally compromising your principles - something we are sure you will never do - and in any case, neither can be trusted to honour any agreement.

Summer food shortages C Your large band is has over-hunted the local forest and as a result your men have to travel further for food. Your numbers require large supplies of provisions, and these require scarce wagons for transport. The only people that have such resources are the prince regent, the high sheriffs & some mighty barons.

Facing negative cash flow in 1 year
Rich people (your main source of income) avoiding forest causing declining revenues - a deficit of 2000 Marks is forecast for 1194

Richard holds the key to your pardon
The Barons, recognising your loyalty to King Richard have, made an approach: They used Maid Marion, whom they trust, as a go-between; They are asking for your help in raising 30,000 Marks towards the ransom for the release of Big Dick in Austria. This will take 2 years to raise; Secrecy is essential, as they risk their entire families if Prince John discovers them.

TIME IS THE MAIN ENEMY C The prospect of cash, food and logistic problems, with the band large and unwieldy, beset by discipline problems, means that unless you do something radical before spring you are almost certain to be attacked and possibly defeated. But there are some hopeful signs and opportunities that we think you can build upon: Big Dick out of Nick Supplies exhausted Ransom Collected Big Dick in Nick This presentation Sheriff’s attack Run out of cash 1192 1193 1194 1195 Spring Summer Autumn Winter Spring Summer Autumn Winter Spring Summer Autumn Winter Spring Summer Autumn Winter

THERE ARE OPPORTUNITIES FOR TRADE
C Your Band produces some excellent products which, if you had the capability to distribute them, would greatly alleviate your cash flow problems: Forest Beer and Honey Mead with ready markets in Sheffield, York and Leeds; Quality weapons that Baron Fortmain is desirous of buying;

PIVOTAL QUESTION PQ The question you must ask yourself, Robin, is,
How can you restructure your band of Merrie Men so as to Remove the band’s vulnerability/disorder Avoid attack by the Sheriff; Restore your incomes to provide for the poor and contribute to the ransom; Ensure food and other supplies for the band at the same time as you, develop markets for your products; Secretly exploit the opportunity of the Barons’ recognition of your loyalty to King Richard; so that you can achieve a normal life in a fair society?

ANSWER A You can achieve your ambitions of a normal life with Maid Marion in a castle, with horses, serfs, ten kids, and the occasional crusade against the French by pursuing the following strategies: Reorganising the band into five groups. Increasing your revenues. Making a deal with the Barons.

Reorganise the band into five groups
HOW Assign 50 men to yourself and each of your key lieutenants. WHY You have four trusted lieutenants who have all-around abilities. The groups will be more mobile, thereby easily escaping the Sheriff. The entire band cannot be trapped. To survive you must avoid an outright confrontation with the Sheriff.

HOW Send four groups to the four corners of the forest. WHY You will stop over-hunting parts of the forest. Each group will be able to seek out travellers avoiding the direct routes through the forest. Income will increase 70% to eliminate your operating deficit. You will be able to maintain your help for the poor ensuring their support.

HOW Retain 50 of the most trusted people under your direct command. WHY You must be protected. You need to maintain confidential communications with your lieutenants. Use Much Miller’s network as couriers between the bands. Communications are the key to control.

Increase your revenues
HOW Acquire the six wagons requested by Friar Tuck via trade with barons. WHY You need to get your products to market. Do a deal to supply Baron Fortemain with weapons at a discount.. He has expressed strong interest in arming his men with your weapons. When the other Barons see Fortemain getting too strong they will want to arm their men to the same standard. Each sale will bring in revenues. We estimated an annual profit of 12 ,000 Marks.

HOW Barter the first two shipments of arms to the Barons in exchange for wagons. WHY The Barons are the only available source for wagons and will want your weapons. Research shows that one load of arms exchanges for three wagons.

HOW Reposition the forest beer as “Outlaw Micro-Brew Ale” and sell it and the Honey Mead in the towns. WHY Micro-Brew is a real 12 Century buzz word. We forecast a demand for real ale. “Outlaw” gives it a wide appeal to the rebellious youth. Honey mead is the ideal accompaniment to venison.

HOW Deliver the Outlaw Micro-Brew and Honey Mead to the main towns around Sherwood Forest using the wagons. WHY You have a ready market and the products will raise 18,000 Marks a year. In two years you can deliver 30,000 Marks to the Barons.

Making a deal with the Barons
RE HOW Use Maid Marion as a go-between. WHY The Barons obviously trust her, as do you, and secrecy is imperative. Marion will think you are wonderful. Use the funds raised from selling weapons and booze as your contribution to the fund. You must make a positive contribution to show commitment.

Making a deal with the Barons
RE HOW Demand a written covenant, declaring the loyalty and innocence of you and your band your contribution of 30,000 Marks to the Free Richard fund. WHY You must have guarantees that will ensure you get a pardon when Richard returns: enforcing it on Richard’s release will restore you and your followers to a normal life.

HOW IT ALL WORKS RE The Merrie Men are secure and well-supplied for two years. The poor will continue to think you are wonderful. The Barons will think you are wonderful. The King will think you are wonderful and will have to pardon you. Marion will know you are wonderful. You will be able to: Buy a fancy castle or two; Own shares in a couple of viable businesses with a well-trained workforce; Afford to marry Marion; Have lots of kids, and have time to slip away for the occasional foray abroad.

Causal Chains What does this problem cause? What if we do nothing?
What are the consequences? So, what options do we have? Causal Chains What causes this problem? Can we fix these?

Insight into Issues

Causal Chains Why do them?
To understand all the issues and the consequences of each one; to see how they relate (if at all) to one another; to identify any common issues; to explore options; to derive the main action for the Pivotal Question. In the last resort, you are seeking to solve the current problems.

Causal Chains Take a current (pressing) problem or crisis point that needs fixing - any problem will do! Do the same with any other current problems. There is little to be gained by fixing the current problems if they are just the symptoms of a deeper, root problem; conversely, there is no point trying to fix an underlying issue if the current problems are likely to be fatal (because of, say, time constraints, or other factors, e.g., money) before underlying issues can be dealt with.

Business Realities If you cannot If you cannot If you cannot
explain the consequences you do not understand the issue If you cannot live with the consequences of an issue you must identify and fix the cause If you cannot fix the cause you must find an alternative way to avoid the consequences If you cannot fully expose the consequences your answer will be incomplete and thereby flawed

Instead of Use Avoid jumping to conclusions. Go step by step.
Avoid emotive or judgemental words: Instead of Use Band too big Size of band Redundant staff Surplus staff Prices too high Product pricing

AIM: Maintain FGD’s Market Leadership
Budget at risk No re-investment in brands Brand Building Savings not realised Lower costs Lose 80% Availability Negative PR threat Stop Direct Distribution Board decision Rising costs Wage Inflation Fuel Costs Spiral Back

AIM: to establish Dubai as a major European tourist winter destination
Investors deterred No Growth Do nothing Visitors (90K) down 40% vs. target (150K) Dubai associated with “Muslim fundamentalism” & “ME terrorism” Visitors prefer Tunis & Morocco Events seen as narrow elitist Europeans unaware of liberal laws & dress codes Events do not illustrate liberalism Back

Mission: to be Brazils most profitable & successful football club both on and off the field
Fans demand (5) new players Cost $30m Lower revenues and profits Cost circa $30m RDA veto: want 51k Not winning – sinking in the leagues Lower season ticket sales Build new 51,000 seater stadium Do nothing Closed down Revamp to 36K seats (cost $18m) Lower turnout of supporters 50K – 45K Lower season ticket sales All-seater stadium in 2 years Poor team performance Change in Law Sale of young players Back

Robin Hood Causal Chains

AIM: Normal Life in a Just Society for RH and his MM
You are looking for any [common] issues that you can deal with; trying to understand the consequences of each problem; and exploring possible options (including, e.g., “do nothing” so that you can close off non-starters) or solutions. Start with a current problem food shortage

A normal life in a fair & just society
AIM: Normal Life in a Just Society for RH and his MM food shortage What directly causes the food shortage?

food shortage over-hunting What directly causes Over-hunting?

food shortage over-hunting lack of mobility What directly causes The lack of mobility?

What does the food shortage directly cause? food shortage over-hunting lack of mobility size of camp

AIM: Normal Life in a Just Society for RH and his MM What does the food shortage cause if you do nothing? do nothing food shortage over-hunting lack of mobility size of camp

AIM: Normal Life in a Just Society for RH and his MM collapse What options are there? do nothing food shortage over-hunting lack of mobility size of camp

AIM: Normal Life in a Just Society for RH and his MM ? collapse What other options are there? do nothing food shortage over-hunting lack of mobility size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse What other options are there? do nothing food shortage over-hunting lack of mobility size of camp

? A normal life in a fair & just society
AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage over-hunting lack of mobility size of camp

disband collapse do nothing sub-divide ? food shortage money shortage What directly causes the money shortage? over-hunting lack of mobility size of camp

disband collapse do nothing sub-divide ? food shortage money shortage over-hunting rich detouring lack of mobility size of camp

disband collapse do nothing sub-divide ? food shortage money shortage over-hunting rich detouring giving to poor lack of mobility increased expense size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage money shortage over-hunting rich detouring giving to poor lack of mobility increased expense size of camp size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage money shortage lack of discipline over-hunting rich detouring giving to poor ? lack of mobility increased expense size of camp size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage money shortage lack of discipline over-hunting indiscriminate recruitment rich detouring giving to poor lack of mobility rapid growth increased expense size of camp size of camp size of camp

? AIM: Normal Life in a Just Society for RH and his MM disband
collapse do nothing sub-divide ? food shortage money shortage lack of discipline sheriff's attack over-hunting rich detouring giving to poor indiscriminate recruitment ? lack of mobility rapid growth increased expense size of camp size of camp size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage money shortage lack of discipline sheriff's attack over-hunting indiscriminate recruitment rich detouring giving to poor getting stronger lack of mobility rapid growth increased expense ? size of camp size of camp size of camp

AIM: Normal Life in a Just Society for RH and his MM disband collapse do nothing sub-divide ? food shortage money shortage lack of discipline sheriff's attack over-hunting rich detouring giving to poor indiscriminate recruitment getting stronger lack of mobility rapid growth can launch surprise attack increased expense size of camp size of camp size of camp ?

collapse do nothing sub-divide ? food shortage money shortage lack of discipline sheriff's attack over-hunting indiscriminate recruitment rich detouring giving to poor getting stronger lack of mobility rapid growth can launch surprise attack increased expense size of camp size of camp size of camp camp easy to find ?

collapse do nothing sub-divide ? food shortage money shortage lack of discipline sheriff's attack over-hunting rich detouring giving to poor indiscriminate recruitment getting stronger lack of mobility rapid growth can launch surprise attack increased expense size of camp size of camp size of camp camp easy to find size of camp lack of mobility

collapse do nothing sub-divide ? ? ? food shortage money shortage lack of discipline sheriff's attack over-hunting indiscriminate recruitment rich detouring giving to poor getting stronger lack of mobility rapid growth can launch surprise attack increased expense size of camp size of camp size of camp camp easy to find size of camp lack of mobility

You can start further back, but the logic can lead you down long unproductive dead-ends, or cause you to overlook current problems and the chain can get very unwieldy. Nevertheless, it does work: here is the Robin Hood Causal Chain starting with the underlying issue of being made an outlaw Back

? made outlaw ?

AIM: Normal Life in a Just Society for RH and his MM ? made outlaw corrupt sheriff ?

? You can start with any of these, but the action “made outlaw” is the one that affects Robin made outlaw corrupt sheriff greedy PJ

? made outlaw corrupt sheriff greedy PJ ?

? made outlaw corrupt sheriff greedy PJ KR in prison

? needed support made outlaw corrupt sheriff greedy PJ KR in prison

? rapid growth needed support made outlaw corrupt sheriff greedy PJ KR in prison

? large camp You now have to start digging to find the problems that the large camp causes – not as easy as working back from the current problems rapid growth needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment ? large camp rapid growth needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp ? rapid growth needed support made outlaw corrupt sheriff greedy PJ KR in prison

AIM: Normal Life in a Just Society for RH and his MM indiscriminate recruitment thieves & spies large camp lack of mobility ? rapid growth needed support made outlaw corrupt sheriff greedy PJ KR in prison

AIM: Normal Life in a Just Society for RH and his MM indiscriminate recruitment thieves & spies large camp rich detour lack of mobility rapid growth ? needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp ? rich detour lack of mobility rapid growth money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth money shortage ? needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth over- hunting money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth over- hunting money shortage ? needed support made outlaw corrupt sheriff greedy PJ KR in prison

indiscriminate recruitment thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth over- hunting Food shortage money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

AIM: Normal Life in a Just Society for RH and his MM indiscriminate recruitment ? thieves & spies large camp lack of mobility rich detour lack of mobility rapid growth over- hunting Food shortage money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

AIM: Normal Life in a Just Society for RH and his MM indiscriminate recruitment easy to find thieves & spies large camp lack of mobility ? rich detour lack of mobility rapid growth over- hunting Food shortage money shortage needed support made outlaw corrupt sheriff greedy PJ KR in prison

AIM: Normal Life in a Just Society for RH and his MM indiscriminate recruitment easy to find thieves & spies large camp lack of mobility Sheriff's attack rich detour lack of mobility rapid growth over- hunting Food shortage money shortage needed support made outlaw corrupt sheriff Back greedy PJ KR in prison

ferrara footwear The starting point here is the demand by the 4 multiples for the distribution to be consolidated

Pre-set objectives: Increase Ferrara profits by 10% year on year
Service to independents suffers Revenue & profits down Domestic market Southern Italy Export New products Strike Costs up Redundancy circa 300, cost $1.5m Re-deploy? Do nothing Redundancy? Lose multiples Surplus staff & resources Rabbit: this cannot zoom in out of nowhere – you would have to set it up in opportunities Do nothing Central distribution 2,500 down to 4 Economies of scale Back

Our mission is to rejuvenate Solko to become a major player in the Polish Soft Drinks Market
Niche player in declining market sector Low Morale Declining Market share Solko’s big problem is that they have lost the confidence of their parent company & therefore have not had the investment to compete in the growth areas of the Polish soft drink Market. This case is a good example of a complication not being a change, i.e. their problems stem from a bad decision several years ago, which has resulted in under-investment. They therefore must seek to regain board confidence to obtain investment in the growth sectors via low risk strategies. Do nothing High staff turnover Missing profit opportunities Not in growth areas (diet, Plastic, Supermarkets) No Investment Low confidence from board Misread market trends Competition opened plastic market Back

PROGRESS Plans are devised in order to make progress. Progress can only be achieved by doing something – taking action, making changes. In any organisation all actions must relate to (or be constrained by) one, or a combination, of the following: People: Customers, markets, employees, competition, government, opinion-makers Assets (tangible or intangible): Plant, machinery, hardware, products, raw materials, software, know-how, patents, copyrights, goodwill Cash Cash, money bank balances, borrowings, loans, equity Time The time available or the time needed to undertake any action

MAIN ACTION The main action will be a word from one (or more) of the the four categories that reflects any common issues that underlie the current problems or crisis points People hiring, firing, retiring, reorganising (variants: re-engineering, redeploying, managing, de-layering) Assets buying, selling, increasing, reducing (variants: replacing, modernising, revamping, de-bottlenecking) Money Raising, investing, increasing, reducing (variants: equity, loans, capitalising, focusing, refocusing) Time Opportunities and threats always have a time element (variants: now, timely, urgently)

MODEL ANSWERS & TEMPLATES

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