ࡱ> uwty |bjbjBrBr   pA ))$P5я : (F Q`PRRRRRR$UrvZ'(ZZv)) S[`[`[`Z)l  P[`ZP[`[`,| PCOW[$,<0яP,ǔ?\ǔX||ǔVW[`XBYVVVvv_VVVяZZZZǔVVVVVVVVV : Full Example Marketing Plan SAMPLE BANK LIMITED Marketing Town, Business Land Marketing Plan for Golden Years Deposit Accounts by Keith Inniss Research, Planning and Product Development Department Submitted in fulfilment of the requirements of the Integrative Project course of the Professional Marketing Program (Institute of Business Land) Academic Supervisor: Dr. K Marketing SAMPLE BANK LTD Marketing Plan for Golden Years Deposit Account Contents  TOC \* MERGEFORMAT Executive Summary  PAGEREF _Toc2445242 \h 2 1. Introduction  PAGEREF _Toc2445243 \h 3 1.1 Background  PAGEREF _Toc2445244 \h 3 1.2 Purpose and Objectives  PAGEREF _Toc2445245 \h 3 2. Analysis of the Environment  PAGEREF _Toc2445246 \h 4 2.1 External Analysis  PAGEREF _Toc2445247 \h 4 2.1.1 Macro-environment  PAGEREF _Toc2445248 \h 5 2.1.1.1 Demographic, Cultural & Social  PAGEREF _Toc2445249 \h 5 2.1.1.2 Political  PAGEREF _Toc2445250 \h 5 2.1.1.3 Economic  PAGEREF _Toc2445251 \h 6 2.1.1.4 Technological  PAGEREF _Toc2445252 \h 7 2.1.2 Market  PAGEREF _Toc2445253 \h 7 2.1.3 Competition  PAGEREF _Toc2445254 \h 8 2.2 Internal Analysis  PAGEREF _Toc2445255 \h 9 2.2.1 Performance  PAGEREF _Toc2445256 \h 9 2.2.2 Management and Staff  PAGEREF _Toc2445257 \h 10 2.2.3 Infrastructure and Delivery  PAGEREF _Toc2445258 \h 10 2.2.4 Customers  PAGEREF _Toc2445259 \h 11 3. SWOT Analysis  PAGEREF _Toc2445260 \h 11 3.1 Opportunities  PAGEREF _Toc2445261 \h 11 3.2 Threats  PAGEREF _Toc2445262 \h 13 3.3 Strengths  PAGEREF _Toc2445263 \h 14 3.4 Weaknesses  PAGEREF _Toc2445264 \h 16 4. Fundamental Marketing Strategies  PAGEREF _Toc2445265 \h 17 4.1 Supply Strategies  PAGEREF _Toc2445266 \h 17 4.2 Demand Strategies  PAGEREF _Toc2445267 \h 17 4.3 Positioning Strategies  PAGEREF _Toc2445268 \h 17 4.4 Competition Strategies  PAGEREF _Toc2445269 \h 18 5. Marketing Mix Strategies  PAGEREF _Toc2445270 \h 18 5.1 Product  PAGEREF _Toc2445271 \h 18 5.2 Price  PAGEREF _Toc2445272 \h 19 5.3 Place  PAGEREF _Toc2445273 \h 19 5.4 Promotion  PAGEREF _Toc2445274 \h 19 5.5 Personnel  PAGEREF _Toc2445275 \h 20 6. Implementation and Control  PAGEREF _Toc2445276 \h 20 6.1 Implementation  PAGEREF _Toc2445277 \h 21 6.2 Control  PAGEREF _Toc2445278 \h 23 7. Financial Forecast  PAGEREF _Toc2445279 \h 24 8. Conclusion  PAGEREF _Toc2445280 \h 24  Executive Summary A review of the comparative figures of the local commercial banks as at fiscal year-end 2000 revealed that the Sample Bank Ltd continues to hold the leading position in the industry with 34% of assets, 38% of loans and 35% of deposits. Its loans-to-deposits ratio at 76% is also at an acceptable level within the Central Banks guidelines of 75% to 85%. Despite its strong position, however, Sample Bank Ltd could not achieve the level of profitability of its competitors. Our return on assets (RAO), for instance, was only 0.65% compared with the average industry return of 0.81%. Our research has shown that the poor result was due mainly to low interest spread earned from the Public Sector, which accounts for 48% of our deposits and 28% of our loans, and receive concessionary interest rates. The Government of the country, shareholder of the Bank, as part of its proposed housing development program for the country, has directed the Bank to approve 100% mortgage financing for public servants amounting to $65 million over the next three years. The Banks five years strategic plan for the period 2001 to 2005 does not include this estimated growth, and the competition for deposits is currently very tight. This situation therefore represents a daunting task for management to secure the required funding for these loans if it is to maintain a level of liquidity within the Central Banks guidelines. On the other hand, however, it has created a golden opportunity for the Bank to increase market share in other areas and to make more money. In light of the circumstances, a plan has been prepared with a view to raising the required deposits, while at the same time strengthening the Banks position in the local industry and achieving increased profitability year after year. A careful look has been taken of both our external and internal environments. The external analysis looked at the macro-environment, the market and the competition, while the internal analysis examined the Banks performance, as well as its management and staff, infrastructure and delivery, and its customers. A SWOT analysis was then performed, enabling us to identify our, strengths, weaknesses, opportunities and threats. This analysis lends to the view that it is imperative that we change our existing strategy and focus on other markets. It is not suggested that we ignore our existing market of catering to the public sector, but rather that we re-focus our energies on the wealthy nationals over 50 years of age, returning home or resident locally, including doctors, lawyers, managers, entrepreneurs and retired persons. I firmly believe that by pursuing this avenue, and by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, we will be able to achieve the stated objectives. 1. Introduction 1.1 Background The Government of the country, shareholder of Sample Bank Ltd, as part of its proposed housing development program for the country, has directed the Bank to approve 100% mortgage financing for public servants. These mortgages will carry a maximum repayment term of 25 years and will attract interest at 7.75% per annum. A study conducted by PKF Consultanus for the Government has shown that the demand for financing under the new mortgage plan will amount to $10 million in the first year, $18 million in the second year and $37 million in the third year. The Banks five years strategic plan for the period 2001 to 2005 does not include this estimated growth, and the competition for deposits is currently very stiff. The Bank could face great difficulty in meeting the Central Banks accepted loans-to-deposits ratio of between 75% and 85% if it fails to secure the required funding. Also, it could miss out on a golden opportunity to increase market share in other areas and to make more money. 1.2 Purpose and Objectives The purpose of this project is to steer the Bank on a course that will enable it to secure the required deposits to fund the new mortgage plan, while at the same time strengthen its position in the local industry and achieve greater levels of profitability year after year. To attain this, the project focused on the following objectives: Retain existing customers. Win new customers. Raise $65 million in deposits over the next three years. Increase market share of deposits from 35% to 45%. Maintain a loans-to-deposit of 80% (see appendix F). Increase profit by 15%, 22% and 35% respectively over the next three years, and ultimately increase ROA from the current 0.56% to 0.95% at the end of year 2004 (see Appendix G). To accomplish these objectives, the project, after analysing the external and internal environments of the Bank, identified the various marketing strategies designed to bring success. It then tabled the implementation and control mechanisms aimed at ensuring that the desired results are achieved. 2. Analysis of the Environment An analysis was carried out on both the external and internal environments of the bank with a view to employing the strategies necessary to achieve our objectives. 2.1 External Analysis The external analysis looked at the macro-environment, the market and the competition in order to identify our opportunities and threats. 2.1.1 Macro-environment 2.1.1.1 Demographic, Cultural & Social The local population which currently stands at approximately 116 thousand is young and is expected to increase by just 800 by the end of the year 2003 The over 50 age group will approximate to 24 thousand by the end of year 2003. The population until recent times was predominantly religious, however with the introduction of American television in our homes there is a big swing to the American culture and hence new lifestyles and tastes. As a result of the advocating of equal rights for women, we have seen that women are now taking on more leading roles in the society. The education system allows for equal opportunities for men and women, and it appears that the women are currently achieving better grades than men. Women currently make up 50 % of the workforce. 2.1.1.2 Political The Country is stable and conducive to investments. The Government is comprised of a young vibrant team with exciting developmental plans for the country. The country is currently black listed by the Financial Actions Task Force (FATF), but the Government has recently passed a new anti money laundering act, which it hopes will result in the removal of the Countrys name from the list. The Caribbean Community (CARICOM) Single Market and Economy is soon to be established across the region. The other seven countries in the ECCB currency union also have stable governments. 2.1.1.3 Economic GDP grows steadily at an average of 5% per annum. Inflation is maintained at between 1.5% and 3% The EC$ is stable and is pegged to the US$ at a rate of 2.7. The economies of the other states in the ECCB currency union are also stable and should not affect the EC$ in the near future. The financial sector is growing. Construction is on the rise. The main export product, banana, is declining. The fishing industry growing (Japanese interest). A new cruise ship berth was built, and plans are underway for the construction of a new international airport. Tourism is growing and the hotel industry is developing. A 10% increase in tourist arrivals was recorded last year. The events of September 11, 2001 (the terrorist attacks on the US) could however turn things around. A securities exchange market (the ECSE) was recent established across the eight member countries of the ECCB currency union to aid in the economic development of the region. 2.1.1.4 Technological Modern telecommunication systems are available, including fibre optic telecommunication and Internet. Modern technology, such as SWIFT, is available to facilitate the international payment system. ATMs are currently in operation at all the local commercial banks. The other four commercial banks provide online service through a network of ATMs in the region. Sample Bank Ltd for the time being provides only local ATM service. Year after year there is greater demand for ATM services by customers as they come to appreciate the convenience more and more. Approximately 20% of the population have access to computers now compared with 10% in 1999. 2.1.2 Market The market consists of the Government, other public sector bodies, corporate entities, insurance companies, professionals, public servants, teachers, and Nationals resident in the UK, Canada and the US. As at June 30, 2001 the total deposits held by the five commercial banks on the island was $990 million. Of this total the public sector contributed $234 million, business firms $129 million and private individuals $435 million. While Sample Bank Ltd holds a high 69% of the public sector deposits, it only has 23 % of the private individuals and 7% of business firms (see Appendix G). Nationals over 50 years of age returning home from abroad to invest bring in some $10 million annually. 2.1.3 Competition There are four other Commercial banks on the island. These are Barclays Bank PLC, Scotia Bank, CIBC, and Caribbean Banking Corporation. Unlike Sample Bank Ltd, which is the only indigenous bank, they are all branches of banks whose head offices are located abroad, and only one has a second branch on the island. There is a possible merger of Barclays Bank and CIBC to take place in 2002. The new entity will be called First Caribbean International Bank. The non-bank financial sector including three credit unions, a savings & loans bank, a building & loans association and a number of insurance companies, all accepting deposits and providing more and more traditional banking services. There is competition from regional and international institutions as a result of globalisation. The establishment of the CARICOM Single Market and Economy. The Eastern Caribbean Securities Exchange (ECSE), which was recently opened by the ECCB across the eight member territories of the ECCB currency union, offers new and exciting opportunities for investors. Some customers prefer to do business with our competitors because Sample Bank Ltd is Government owned and political interference or changes often affect their confidence in the Bank. Sample Bank Ltd may be unable to attract certain customers, particularly the business community, because it is Government owned and there is the perception that their account information is open to the Government and its agencies. Many patriotic Nationals will bank with Sample Bank Ltd because they recognise that the profits of the Bank belong to the people and are used for the countrys development. 2.2 Internal Analysis The internal analysis looked at our performance, our internal configuration and our customers in order to identify our strengths and weaknesses. 2.2.1 Performance Sample Bank Ltd is currently the industry leader in assets, loans and deposits. Comparative Balance Sheets for the fiscal year 2000 show that Sample Bank Ltd holds 34% of assets, 38% of loans and 35% of deposits (see Appendix A). Up until 1999, Sample Bank Ltd held 40% of deposits but it has since lost some of its deposits to its competitors. Despite being the market leader for a number of years however, profitability has not come up to expectations. At the end of the fiscal year 2000 our ROA was only 0.65% compared with the industry average of 0.81%, as can be seen from the Comparative Statements of Income (see Appendix B). The year 2001 has seen a further decline in our net income resulting in a drop in ROA to 0.56% (see Appendix C). Our loans-to deposits at June 2001 stood at 81% (see Appendix D) within the Central Banks guidelines. 2.2.2 Management and Staff Sample Bank Ltd is the only commercial bank on the island with a local Board. Most of the staff are young and have the requisite capabilities, and are re-trainable for newer systems and technology. All members of the staff are locals and have good contact with the community at large. Considering that Sample Bank Ltd has over the years served mainly the public sector and the low and middle income customers, the staff did not receive the necessary exposure and may not be as experienced and equipped as our competitors. Sample Bank Ltd is not as equipped as its international competitors with research departments and the qualified staff to keep their institutions in line with legal, technological, operational and other changes. 2.2.3 Infrastructure and Delivery Sample Bank Ltd is the largest bank on the island with seven local branches, a mortgage finance company, four cash agencies and five ATMs. The Bank is leading the local competition in information technology, and its core banking system has the capacity for further advancements. In some areas, and in particular the Grenadines, we are the only commercial bank and collector of bills for various utility companies. The Bank does not have branches abroad but has a strong network of regional and international correspondent relationships. This is however always the fear that correspondents might sever such relationships. 2.2.4 Customers Sample Bank Ltd has the largest customer base. However, apart from the public sector accounts, which account for large percentages of its assets and liabilities, its customer base consists largely of the low and middle-income groups whose needs include home ownership, household items, transport and education for their children. 3. SWOT Analysis The SWOT Analysis identified the opportunities, threats, strengths and weaknesses of the bank, as follows: 3.1 Opportunities The Bank is very well placed with a good and assured customer base from the level of the government and the public sector business. Many patriotic Nationals will do business with Sample Bank Ltd because they know that the profits of the Bank belong to the people of the country and are used for the countrys development. The availability of modern telecommunication systems and technology will facilitate the improvement and strengthening of the Banks international business and ATM services, and the development of new services, such as telephone banking. The increased access to computers by customers will allow the bank to reach more target groups through electronic communication. The tourism industry is growing - cruise ship berth was built, new international airport coming, hotel industry developing, new foreign investors- which should introduce more capital into the country and should spawn employment opportunities for locals. The political stability and the economic growth across the eight member countries of the ECCB Currency Union, including this country, ensures the stability of the EC$, and this is an encouragement for persons returning home to invest locally. The establishment of the CARICOM Single Market and Economy can present opportunities for us to better utilise any excess liquidity through diversification of our lending portfolio and through investments. The merger of Barclays Bank and CIBC could result in internal conflicts due to cultural differences that may cause customers to move to Sample Bank Ltd. The population that is mostly young comprises a strong workforce capable of advancing the Governments developmental plans to take the countrys forward. 3.2 Threats Some customers prefer to do business with our competitors because Sample Bank Ltd is Government owned and political interference or changes often affect their confidence in the Bank. Sample Bank Ltd may be unable to attract certain customers because it is Government owned and there is the perception that their account information is open to the Government and its agencies. The introduction of American culture and lifestyles into our society could result in greater external spending and so have a negative impact on the local economy. With the establishment of the CARICOM Single Market and Economy the Bank will be faced with competition from regional banks that are better equipped and prepared to meet the changing needs of customers. We also have to compete with banks and other financial institutions in the Organisation of Eastern Caribbean States (OECS) and abroad as a result of globalisation. First Caribbean International Bank (the new entity that will be formed from the merger of Barclays Bank and CIBC) will be a stronger force to recon with, as it will be able to reach a wider cross-section of the market due to the combining of strategic capabilities and competences, human and financial resources, and contacts and delivery networks. The black listing of the country by the FATF could affect the Banks correspondent banking relationships, as the Bank will be under greater scrutiny from the eyes of the outside world. Any severing of such relationship will curtail the banks ability to handle customers international business. The deterioration of the banana industry, one of the countrys major industries, could result in a downturn in the economy. The anticipated decline of the local tourism industry as a result of the recent terrorist attacks on the US could also result in a downturn in the economy. There is increased competition from the non-blank financial sector, the credit unions, the savings & loans bank, the building & loans association and the insurance companies. These institutions are not regulated by Central bank and hence they are not restricted in their operations. They have been paying very high rates on deposits and have also been offering more and more of the services which were traditionally offered by commercial banks. The Eastern Caribbean Securities Exchange (ECSE), which was recently opened by the ECCB across the eight member territories of the ECCB currency union, will present other investment opportunities to customers and could reduce our deposits, as well as our chance to raise additional deposits. 3.3 Strengths Our leading position in the industry, with respect to our market shares of assets, loans and deposits, puts us in a position to influence the level of interest rates. We are the only local commercial bank with a Board of Directors, a Board that can attract good business to the Bank as it consists of successful & respected business people with a good mix of expertise in key industries and with strong social links in the country. Approval of loans is faster with a local Board in place. Most of the staff are young and have the requisite capabilities, and are re-trainable for newer systems and technology. This will therefore make the selection and training of the sales team easy. All the members of the staff are local, and very well known and have good contact with all sectors of the community. They will therefore be in a good position to attract more customers to the Bank. The network of branches and other outlets affords customers service from any point within the state as the computer mainframe is accessible from all branches. The Bank is leading the local competition in information technology, and its core banking system has the capacity for further advancements. Customers may prefer to open accounts at Sample Bank Ltd because statements and account information are produced faster that our competitors who on several occasions have to wait on their regional head offices to forward the information. The monopoly some branches have by being the only bank in the particular area and the only collector of bills for various utility companies is advantageous in increasing customer base. The strong network of regional and international correspondent relationships places the Bank in an advantageous position in the execution of foreign exchange business. It may be an advantage for Sample Bank Ltd to have the largest customer bade as customers may encourage others to use its services. 3.4 Weaknesses The lack of exposure for our staff as a result of our poor customer mix makes it difficult for our staff to be as experienced and equipped as most of our competitors to deliver services efficiently and maintain high standards of service. Our international competitors, the other four commercial banks, are better prepared to stay afloat in the face of strong competition with research departments and qualified staff to keep their institutions in line with legal, technological, operational and other changes. The Bank is totally reliant on its correspondent banking relationships to conduct its foreign exchange business and may find it impossible to survive against its international competitors if its correspondent banks should close such relationships. Although Sample Bank Ltd has the largest customer base, it has over the years had little success in attracting the business community because it is government owned, and may continue to fail in this regard. 4. Fundamental Marketing Strategies 4.1 Supply Strategies Develop a new chequing account called a Golden Years account that will attract a higher rate of interest than the regular savings account and will allow the customer the benefit of other services at reduced price. 4.2 Demand Strategies Target wealthy Nationals over 50 years of age returning home or resident locally, including doctors, lawyers, managers, entrepreneurs and retired persons. Achieve product differentiation and a competitive advantage in the market. 4.3 Positioning Strategies Measuring from a scale of 1 to 6, where 6 is the best point, Sample Bank Ltd is currently perceived to hold the second position of 4 for service offering and also the second position at 4 for service quality (see Figure I). The Banks aim is to also move to the top position for service offering and service quality through its innovative product development and improved service quality (see Figure II). Figure I Figure II Bank Positioning Bank Position After Repositioning    4.4 Competition Strategies Improve service quality by training staff. Promote ATMs and telephone banking services that will provide greater convenience. Offer innovative wealth-management products that will attract the target group. 5. Marketing Mix Strategies 5.1 Product The bank will offer a Golden Years deposit account that will target wealthy nationals over 50 years of age, returning home or resident locally, including doctors, lawyers, managers, entrepreneurs and retired persons. The account will allow for the writing of cheques while at the same time will attract interest at a rate higher than that paid to regular savings. It will also allow the customer to access other banking services at reduced price, as well as personal banking services. 5.2 Price Interest rate will be 1% above the rate paid to regular accounts in the market. Charges for other services will be at half price. 5.3 Place Special counter will be made available to golden years customers for them to do their transactions without having to wait in the regular line. Provide the service through our network of branches throughout the country. Install six additional ATMs at strategic locations throughout the country. Introduce telephone banking to allow customers to transfer funds between accounts, perform account inquiry and pay their utility bills without visiting the bank. Perform personal banking for busy professionals, including doctors, lawyers, managers, etc. 5.4 Promotion E-mail or write to prospective customers informing them of the service. Phone prospective customers or visit them at their residents or place of business to sell the service to them. Advertise the service on our website. Develop an advertising program targeting the selected group. 5.5 Personnel Recruit a sales team from members of the staff who possess the required skills for the task. Provide the members of the team with a formal written program of the project. Provide each member of the team with a job description setting out clearly the job expectations and goals, as well as the required job-related behaviours. Train the sales team for the job. Provide the team with the necessary tools and resources, for instance, cell phones. Provide the team with incentives, such as travelling allowances and rewards for sales volumes. Develop a performance appraisal system that will allow for feedback throughout the year and will determine annual salary increments. 6. Implementation and Control Once approval has been obtained, we will move swiftly to implement the plan. We will also put controls in place to monitor and measure the results of the project to ensure the desired objectives are achieved. 6.1 Implementation Table 1 presents a work program to implement the proposed marketing strategies. Table 1 Implementation Schedule  EMBED Excel.Sheet.8  6.2 Control Table 2 presents a work program to assist Management in keeping the Bank on the course to success. Table 2 Control Chart  EMBED Excel.Sheet.8  7. Financial Forecast The attached projected financial statements (Appendix E and Appendix F) have been prepared to show the effects of the results of the plan. Prior to this plan, the Banks Management had prepared financial projections for the years June 30, 2001 through June 30, 2005 based on the Banks five-year strategic plan. Managements statements have been used as the base from which I commenced to incorporate the effects of the plan. 8. Conclusion We have considered the situation faced by Sample Bank Ltd and the objectives we would like to achieve. We have also taken a critical look at both our external and internal environments, and through a SWOT analysis have identified our strengths, weaknesses, opportunities and threats. The way forward has been determined by identifying our marketing strategies, and by tabling the implementation and control mechanisms aimed at ensuring that the desired results are achieved. Appendix A  Appendix B  Appendix C  Appendix D  Appendix E  Appendix F  Appendix G      PAGE 2 PAGE 2 PAGE 2 <_______________________________________________________________________ Copyright Ymhmarketingplan.com This document was written by Keith Inniss, and is the property of Keith Inniss. It is free for personal use only, and is not to be published on websites or otherwise, or sold without the expressed permission of Keith Inniss. > <> Service offering 6 o CIBC o SBL o CBC o Scotia 6 Service Quality o Barclays 1 Service offering 6 o CIBC o SBL o CBC o Scotia 6 Service Quality o Barclays 1 2Wo p $ % & ' ( ) ǿǿk^M hK5CJaJmHnHsH uhjM5CJmHnHu'jhK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu hK5CJjhK5CJUhKh!Why]h(5CJaJh( h@5 h@5CJh@ h@CJ hnV hnVh@ hnVhnV23QRSTUVW$a$gd@$a$gdnVo p ) Y  8 p   !  !  !  !gdy]gd($a$gd($a$gd@) : ; < T U V W X Y i j k Ӳӡt`tStBt hKCJ\aJmHnHsH uhjMCJ\mHnHu'jhKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hK5CJaJmHnHsH uhjM5CJmHnHu'jyhK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu      3 ڼ{n]NAAhKCJ\mHnHuhKCJ\aJmHnHu hK5CJaJmHnHsH uhjM5CJmHnHu'jhK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu!jhKCJU\mHnHu'jkhKCJU\mHnHu3 4 5 6 7 8 Q R S k l m n o p ڼڠڼ}ڠiڼ}ڠUڼ}'jhKCJU\mHnHu'jOhKCJU\mHnHuhKCJ\aJmHnHu'jhKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu!jhKCJU\mHnHu'j]hKCJU\mHnHu!       1 2 3 K L M N O P ^ _ ` x y z { | } Ⱑ~j~V'jhKCJU\mHnHu'j3hKCJU\mHnHuhKCJ\aJmHnHu'jhKCJU\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu'jAhKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHu! P }  S ,Y4k Mx@t !  !  !        3 4 5 M N O Q R S v w x xd'jhKCJU\mHnHu'jhKCJU\mHnHu'jhKCJU\mHnHuhjMCJ\mHnHu'j%hKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH u!jhKCJU\mHnHu'  &ⰡobQBhKCJ\aJmHnHu hK5CJaJmHnHsH uhjM5CJmHnHu'jhK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu'j hKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHu&'(*+,9:;STUWXYhijڼڠڼڠxڼڠdڼUhK5CJaJmHnHu'jf hKCJU\mHnHu'j hKCJU\mHnHu'jt hKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu!jhKCJU\mHnHu'jhKCJU\mHnHu!./0234KLMefgⰡobQ='j hKCJU\mHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu'jX hKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hK5CJaJmHnHsH uhjM5CJmHnHu'j hK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHugijkµⵡµⵍ~q`qL`'j< hK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu'j hKCJU\mHnHu'jJ hKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH u!jhKCJU\mHnHuhjMCJ\mHnHu -./GHIKLMXYZrstvwxµrµ^rµJ'jhKCJU\mHnHu'j.hKCJU\mHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu'j hKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hK5CJaJmHnHsH u!jhK5CJUmHnHuhjM5CJmHnHu !":;<}p_pK_'jhK5CJUmHnHu!jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu'jhKCJU\mHnHuhjMCJ\mHnHu'j hKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hKCJ\aJmHnHsH u!jhKCJU\mHnHu<>?@TUVnoprstµrµ^rOBBhK5CJmHnHuhK5CJaJmHnHu'jhKCJU\mHnHu hKCJ\aJmHnHsH uhjMCJ\mHnHu'jhKCJU\mHnHu!jhKCJU\mHnHuhKCJ\mHnHuhKCJ\aJmHnHu hK5CJaJmHnHsH u!jhK5CJUmHnHuhjM5CJmHnHu  NY<QRcvK!h!ڼڠڼ|un|j|j|j|j|n|a|j|j|j|ahK5CJ\hy] hK>*CJ hPO>*CJ hKjhKCJU\'jhK5CJUmHnHuhK5CJmHnHuhK5CJaJmHnHu hK5CJaJmHnHsH uhjM5CJmHnHu!jhK5CJUmHnHu'j}hK5CJUmHnHu&  ;<-.UV`a3456789:;<QdQRcdJ!K!h!i!""""&#Y##@$A$k%l%m%n%%%5&6&N&O&$a$ & Fddh!k%n%%6&N&&&& ''(&*(*<*,,,,.I0a011223344'5F5G5J5S555W6f6':6:::;;;;;;2<J<<<<=======H?h????@H@e@hihThhKhmH sH hehK>*B*CJph hK5CJhK>*B*CJph hK5CJ hK>*CJ hKhmH sH hKDO&&&&& '!'((&*'*(*<*=*q**++,,,,,,,,4- & Fd & Fd & Fd$a$d4----!.S../I0a0b00'1222225557{889 & Fd & Fdd & Fd99:;1<2<J<K<<<<<G@H@e@f@@,AArBECFCjCkCC & F d & Fd & Fdd & F d & Fde@f@u@AArBBFCjCkCzCEEEE:GMGGGGRHSHbHkHHHHHIIII~JJKLMMrNsNNNN9OHOXXXr]]____```0`1c@ccccd&d'd)dAdee5eľ hKCJ hKCJ h~CJh~h hnhKhmH sH  hK5CJ hK5 hK>*CJ hK>*B*CJphhhKFCD EEEEE9G:GMGNGGGGGSHIIJ~KrL?MMrNsNN & Fd & Fdd & F dNN9OOPhQ RmSTUUUUrWXXXXXQYZW[\\ & Fd & F d & Fd & Fd & Fd & F dd\8^^_``0`1` a0b(cccccccd&d'd)dAdBdee5egd~ & F d & Fdd & F d5e6eef:f;fgggggggggehfhqhshthuhvhwhxh|h}h~h$a$^ & F dd5eEeNef:fxffg%ggggfhphqhrhxh{h}hhhhqiiiikkkll#lllHnInYnsotoo)r*rJrss2sssssss$j:@ hKCJUV\mH sH jhK5CJUh* h}5CJ hKCJ h*hKhKhmH sH  hK>*CJ jhKUmHnHu hK5h~h hK5CJhyhK3~hhhhhhhhhh!iqiiiiiikkkkl#l$ll & F d & F d & Fdd$a$llJmmHnInYnZnno7otoooo0pppCqq)r*rJrKrss$a$ & Fd & Fdd & F ds2s3ssssssssss5t6t>tLtgthtitjtktltmttt0v1v$da$$da$dssssss6t=t>tLtMtctdtetftmtttt1vAvlv{v x!x"x#x&x'x1x2x3x4x>xHxJxKxLxTxVx`xaxֻ֤֬֨֬֠wshdIj;hdIhdIU hdIhTj$hdIhdIUh*h DhThWh he hK>*CJ jhKU$jLO%@ hKCJUV\mH sH jhKUhK h}5CJ hK5CJjhK5CJUjohK5CJU)1vAvBvx x!x"x#x$x%x&x'x2x4x5x6x7x8x9x:x;xxIxJxLxMx  d^ gdidMxNxOxPxQxRxSxTxUxVxaxcxdxexfxgxhxixjxkxlxmxxxzx{x|x}x~x  d^ gdidaxbxcxexmxwxxxyxzxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxĽ岽ᮣ囗|xrhjhkX[0JU hkX[0JhKhK0JmHnHu hK0JjhK0JUhsjhsUjhPg hPg UhPg jhdIhdIU hdIhijzhdIhdIU hphij@dhphpUhehihT hdIhTjjOhdIhdIU(~xxxxxxxxxxxxxxxxxxxxxxxxxx d^` gdidxxxxxxxxxxxxxxxxyyyy&`#$hy&`#$+D]hgdkX[ y&`#$+DgdkX[ hh]h`h&`#$d d^` gdPg xxxxxyyyyyyyyyyyy zzzzzzzzzzz {,{-{8{<{A{[{^{i{l{{{{{{{{{ݵݵ݀z݀tz݀݀݀݀ h CJ hKCJ hKCJhsh* hkX[hKhPOB*CJOJQJph"""hFaB*CJOJQJph"""hPOj *hPO<U*hK0JmHnHu hK0JjhK0JUhKhhFa0JmHnHujhkX[0JU hkX[0J-yyyzzzzzzzzz {{-{={_{{{{{{{{ ^  & F ! !$a$ $h]ha$gdy]gdPOh]h{{{{{{{{||B|D|E|U|h|i|j|k|l||||||d ^  & F ! !$a${{{|| |||||;|A|E|U|[|c|||hi h CJ hKCJ hKCJhK< 00&P1+:pPO/ =!"#$@ % @ 00P&P1+/ =!"#$% DpyDyK  _Toc2445242yDyK  _Toc2445243yDyK  _Toc2445244yDyK  _Toc2445245yDyK  _Toc2445246yDyK  _Toc2445247yDyK  _Toc2445248yDyK  _Toc2445249yDyK  _Toc2445250yDyK  _Toc2445251yDyK  _Toc2445252yDyK  _Toc2445253yDyK  _Toc2445254yDyK  _Toc2445255yDyK  _Toc2445256yDyK  _Toc2445257yDyK  _Toc2445258yDyK  _Toc2445259yDyK  _Toc2445260yDyK  _Toc2445261yDyK  _Toc2445262yDyK  _Toc2445263yDyK  _Toc2445264yDyK  _Toc2445265yDyK  _Toc2445266yDyK  _Toc2445267yDyK  _Toc2445268yDyK  _Toc2445269yDyK  _Toc2445270yDyK  _Toc2445271yDyK  _Toc2445272yDyK  _Toc2445273yDyK  _Toc2445274yDyK  _Toc2445275yDyK  _Toc2445276yDyK  _Toc2445277yDyK  _Toc2445278yDyK  _Toc2445279yDyK  _Toc2445280f Dd 2#)P  S A? "2 "h*|N  `! "h*|N/;Rhd xsGǧgFެ@P$G^Qr!AvLaD®%CSfw[ډwgY)q Up+Tq%(8Es#GPh9 g{{e9QZMϏOueðt020|fVB  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghiklmnopqrsv{|}~Root Entry F tOx Data j<WordDocumentObjectPoolPCO tO_1089272634  FPCOPCOOle PRINTz)CompObjf  !"#% FMicrosoft Excel WorksheetBiff8Excel.Sheet.89q Oh+'0@H`x  Keith Innissx Keith InnissxMicrosoft Excel@ pu@z~5  >nH {Z   U''  ' T' T-   !DRd Arial- 2 ACTIVITY!  2 DATE / FREQUENCY! !$  ! Arial--"System-'-- T- '2 .Obtain Board approval!     -!2 By mid March 2002 $  # --'-- T--'-- =T- B2 .'Sensitize staff and pursue their buy-in         -2 #By March 31,2002 #  --'-- T--'-- @A--- N2 R./Contract an advertising agency to formulate an         $    2 .advertising plan    ---'-- T 2 l#By March 31,2002 #  --'-- T- '2 .Select the sales team     $-2 #By March 31,2002 #  --'-- T--'-- jT- %2 *.Train the sales team     $-!2 *'By mid April 2002 $   --'-- T--'-- Tn- T2 .3Development an incentive program for the sales team $    $     $-!2 'By mid April 2002 $   --'-- T--'-- v@--- U2 .4Provide the members of the sales team with a formal    $$     $    $ 42 3.written program of the project  $     ---'-- T !2 ,By April 30, 2002   --'-- @z--- Q2 .1Provide each member of the sales team with a job    $$     $     2 . description  ---'-- T !2 ,By April 30, 2002   --'-- @--- X2 .6Provide the sales team with the necessary tools, such      $        2 M.as cell phones  ---'-- T !2 3,By April 30, 2002   --'-- T- U2 .4Construct special counter for golden years customers           $-!2 ,By April 30, 2002   --'-- T--'-- oT- .2 ..Hold an official launching       -2 .p 30-Apr-02--'-- T--'-- Ts- 02 .Install six additional ATMs       #---'-- QsD-- L2 L.2 Sept. 2002, 2 Mar. 2003 and 2     #    2 k June 2003   ---'-- T--'-- ZT- 02 .Introduce telephone banking      -2 I By Sept. 2002  --'-- T--'-- T^- 12 o.E-mail prospective customers$    $-.2 oDaily beginning April 2002      --'-- T--'--  T- =2 .$Advertise the service on our website        -.2 Daily beginning April 2002      --'-- T--'-- kT- =2 '.$Phone or visit prospective customers       $-.2 'Daily beginning April 2002      --'-- T--'-- To- Z2 .7Advertise the service on the local radio and television              ---'-- QoD-- F2 }M*Daily during april 2002, and as necessary          +2 thereafter within budget       ---'-- T--'-- @--- Q2 .1Advertise in the local newspapers which are also            I2 A.,distributed in the USA, Canada and Britton.             ---'-- QD--- 92 !Weekly during april 2002, and as *        :2 A"necessary thereafter within budget       ---'-- T--'-- U-  "- "- !-@@- !@-QQ- !Q-U- !Q-bbU- !Qb-U- !Q-U- !Q-==U- !Q=-U- !Q-U- !Q-jjU- !Qj-U- !Q-vvU- !Qv-U- !Q-U- !Q-U- !Q-ooU- !Qo-U- !Q-ZZU- !QZ-U- !Q-  U- !Q -kkU- !Qk-U- !Q-U- !Q--'- T'ObjInfo WorkbookxSummaryInformation( DocumentSummaryInformation8 A@\p Keith Inniss Ba=h=-&<X@"1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)                + ) , *  8 @ x @  x@ @  8@ @ 8@ @ 8@ @ <@ @ 8@ @ `o Sheet1`i%Obtain Board approvalSelect the sales teamTrain the sales team?Contract an advertising agency to formulate an advertising planHold an official launchingRProvide the members of the sales team with a formal written program of the project<Provide each member of the sales team with a job description4Construct special counter for golden years customersInstall six additional ATMsIntroduce telephone bankingE-mail prospective customers$Advertise the service on our website$Phone or visit prospective customersDProvide the sales team with the necessary tools, such as cell phones7Advertise the service on the local radio and television]Advertise in the local newspapers which are also distributed in the USA, Canada and Britton. ACTIVITYDATE / FREQUENCYBy mid March 2002By March 31,2002By mid April 2002By April 30, 2002 By Sept. 2002Daily beginning April 2002BDaily during april 2002, and as necessary thereafter within budgetCWeekly during april 2002, and as necessary thereafter within budget'Sensitize staff and pursue their buy-in3Development an incentive program for the sales team82 Sept. 2002, 2 Mar. 2003 and 2 June 2003 " }   A@  dMbP?_*+%MHP DeskJet 895C Series Printer; d,,HP DeskJet 895C Series PrinterLPT1 ,,d"d,,??U} I/} $"@J@@h@@@@g@@ @ @ @ @ @@@@@@@                        ~ @@              ,|>@Wd  7 7    .4************4***>@7 !#!#!#!#!#!#!#!#!#"$@xD8 ,,,,,,,,,,,,,,,,,>@Wd 7  ՜.+,0 PXp x NCB (SVG) Ltd.o Sheet1  Worksheets FMicrosoft Excel WorksheetBiff8Excel.Sheet.89q_1076186956 FPCOPCOOle  PRINT CompObj f:$ i K   A''  ' @' @-   !;Z Arial- 2 gActivity  2  Performed by( 2 \Date / Frequency!  Arial--"System-'-- F%--- <2 +#Complete Performance evaluation of $    $     2 + sales staff    ---'-- - !2 tMarketing Manager#  #--2 gAnnually ---'-- @--'-- F%--- C2 *+(Review salaries and other incentives of            2 ^+the sals staff      ---'-- - !2 DtMarketing Manager#  #--2 DgAnnually ---'-- @--'-- F%--- :2 +"Measure financial results against #       2 + projections  ---'-- 9J--- %2 tMarketing Manager / #  # 2 t Accountant  ---'-- =-- (2 gMonthly / Quarterly / #   !   2 gAnnually ---'-- @--'-- F"%----- E2 3+)Carry out survey to determine customers'      $   $ @2 g+&satisfaction with the product and the           2 +service qualiy.    ---'-- "- 2 gtInternal Audit    --2 ggAnnually ---'-- @--'-- F%----- K2 +-Diagnose any gap / shortfall to ifentify the           =2 5+$causes for such gap / shortfall and        32 i+recommend corrective measures$$   $---'-- - 2 5tInternal Audit    --2 5g As necessary ---'-- @--'-- =- (2 +Take corrective action    --!2 tMarketing Manager#  #--2 g As necessary ---'-- @--'-- HZ 2 b --'-- @--'-- A-   "-!X! "- !T!-  "-A- !A-  "-!=!- !!-  "-FAF- !=F-9A9- !=9-A- !=-- !-XX- !X-- !-==- !=--'- @'ObjInfoWorkbookSummaryInformation(DocumentSummaryInformation8 A@\p Keith Inniss Ba=h=--is<X@"1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)                + ) , *  8@ @ x@ @   (@ 8@ 8 8 8 @ 8 8 8@ 8@ x@ @  `7 Sheet1`i;Activity Performed byDate / FrequencyMarketing ManagerAnnually-Measure financial results against projectionsMarketing Manager / AccountantMonthly / Quarterly / Annually^Carry out survey to determine customers' satisfaction with the product and the service qualiy.Internal Audit As necessaryTake corrective actionnDiagnose any gap / shortfall to ifentify the causes for such gap / shortfall and recommend corrective measures.Complete Performance evaluation of sales staff6Review salaries and other incentives of the sals staff  A@  dMbP?_*+%MHP DeskJet 895C Series Printer; d,,HP DeskJet 895C Series PrinterLPT1 ,,d"d,,??U} m} #} } @@@@@G@@                        444444>@ 7 $              !!,|444444>@ 7  Oh+'0@H`x  Keith Innissx Keith InnissxMicrosoft Excel@!z@  ՜.+,0 PXp x NCB (SVG) Ltd.o Sheet1  WorksheetsaCFOLv1-(}] SVSr=/oHz36mq? ߿(ӄ^Kjj5/8g|h5fL g#LVfr4l:^;*n½p>e cW­Q1F2|FS + ;7o^{ <7ʞCٓoM46U+awQ"Sg=:X3ā8gؐ=&OE1dm=@Ef{8"Oc`5 z:(9%ٸG$.2N48.BdQ{zTg)B?GWnNm#تcy <`͘?Ep%Q` ~{^ s&%ӂ`JH^]Hei'JglUKnIڃ &f;@ۣ` E6?5_\t:NkaUga sK-&'AqP$jk⟇8FWPy(]w vD۰n4} F]%7I}hcLMx6o_g{n1Z$/n${S߉-mi>~z7kt{=$} ǽ:;@}<},V ,K݆|M$gA68ZxZΚzU/Ѿ`bxׁ{SIَ*yo1ӖF4ҾYr=ʷ 1*V$)P4_HD.>^WH#rcRɫ=[Z|,[e3eqUnVKe jl }LYe4 XBO;~r}i=G~fI{(9Ìm0A_\f܏ZK;6|7ْyf|m8tCS򝭥̥㾪5{aL^푕(pq6 v:cz,+6($Kt-ras6z1ie}9?;:rg]/}":~%~ŌU\o(vawYf-D?"if<-3i2{%4{%J;BO9!|j5GO̡|Iݔ?ž}֤5i(͘jȘfVQ݈ͣc1`>ԔRjZPmNT[9jS[ZjKv8vjS{ZjO.t$SuNյT]8jSZjS9ϩ+3SjB9URu 8h@686*1 <06DԌC*Jv'vyw=UzHfmM;gI[TST#d5h2jQٝ^3fu|Z +ԔB8UR5js Ωu-P[R[ é-P{R{ E{uT8Qu-UW5Ni5ԦTmNmkms E{uT8QU-UU:ZP-(6ԆBrjWKQt^ yUgDd H!kP  S A? "2Bxc|u|a `!xc|u|aB e|Np3xXMF I-lg@RP[uE?T!~M&YsCo˥=0z_0jO-3v$h"'y}yglZ:n iD kq#J^xI⮦Ci_q\c:|>/QDhu`^t0{?Nї KF#}~D 3ўܭw-Gd˵̩+=AiFk5O \ګOBkNwFE@{~[Do_1gOKͩ=Ztpd=ٟ)q=3Mz1z>[_]nt&5bccR!&,r}}!ZEoA3;ԍ=ӹ[M e{֒|Y[#'ړZ~v(yzɄ&} ~jy_6>Aku(4;ԷmrӴmrFYƽO#cf۞%zk{Y[Guڄ8_ҷtע t-iPX48TZ\;zICy}$s׹2u,\ B*8#7UnKWW\u!Tw }ܥdbِ Kz6-I1kWR:7rԥߓKm:bIӓzm>~;:xٔn}zmߴVo>=<2c;pfn>ue-gt>g}e;⫴"X_X_u7{`8srۥ ;d wf̨ٔ]$鉡Fي~O6OLL &&_aM#:>SvҒ(4׹?k>uw-8:EX%"]*l`y]j +"dCRܚ-_/եu[8FOop SenێGA\ mޅ8?u`MfjVc|Yd4g |J#s $G;P^af$r`=tf9v]JfFITG'<WVΥ-tD=tBnɟB^u3a.%OxPv;4/$77~1+=tOcL 7^cսb7QoX(hYɽQsi({c7D(g|#=C=Y4Z22R{lI28$C/Ė/[?a]æ59,Wr;5e<2TGZ_h(OE au=4ϠDƏh(*%+%+%+%+B%+B%+B%+B%+"%+"%+"%+"%kV2HSF ^Q%JŋYR^^™ySfqcegbɡ.6c\AaM+f,;V+lE4%ZP,":(:C%D+Xb%*'UPe3 T`(ђ黫TOVٙEzJTKT_WPC*Q *@ *PB%*"bO"P\F%jDe+y3IzU}8l DWDd X./#0  # A""dl-$ @="dl-wU0rEWux]mlyHǣ.mJ!J0G?0hjڒL*Ҡ"TV-qd:㨐Z џ(( 1 @J͇0,`RfnˣLby̻3;*VҖmv57w(Jm~tD*^RuJ[~{ڐQd@FHPin~k>Ql8ӴmsQloPj~ِPU%籚!5Oɜ]޿}ZV>%E v}y90]J>ӷ*cq`R7w6g>[KjOU+@xp+1:s+#s_>JoU߽:/RepLqkJUTJEBK_/V\}(N7I%(Y}{z'9|?ND|c;w~q߾<$2Ftor(Q0=QbyHML_nrQ.omS/T~'&6i(yia~uF;o.gmKKi`"w`2y:JkSч(O kBV/Ok.xAS8X4^~  |~Aھܓ sVW ]ע$l[X|=Mk 9X+h3kXFø7~F$]`{?ucf]#zp٩׳ֳ1KϞ|;g3@}.3CϐRz{W|I5ZjXS{=nuHMRd=&hi5E{{0mb{Va|@)Obs:_9=tuM'[p}2/XS/ܥ6i }+XUl1vط?Kv~n,>k ΄9Nb^Hs 6[9k[^VÎȲ0`>ulSf5[-ԇˋ}9a|>>ѧ߇;}`a~lcþ`Q}(iO ̗fhz?WXk KO8X_1FG>u6h젥kx?]zжU2[?.$ɏXOa?an|}oyMcGi,v' ̯ (}HzVp@[O8b6#V3/7v6`<uxcRRcO"q8G, F~V "Kg=da_8:{Y؁Ξpls(uΞpb}mw,: FIstiua=AF[=E'?=Zjs /SLuF^@lm`q4YCmW}IC[z5lz5Զ/X 5R: 9GEHJrqVpN` Wƙ]wؼ?h4↓񳺇73\7Q&_wWSLH6<^,Qkxѷ]ekhy58t. Am Vm6'n;>·ZN# ũsMn ε9zK}>T̍4q|+yy%X;mjzc Rs;\Y_c{g\ũqC.t_~Kl6.X>G}jҽɋC;A!=ϻDG}wɪ\:|{#=KV}nQP}nQsLA?,x,{,nc`-X=n`q;f~;Eюяo s V)_~%Xdpux֡Q_:|C{m3^`ͅI`K5ϴ`q4،Yk!X 3~ 6s6`9`K8l:;ls3i c ϱ\`3?αEˮs ͝h/3.hkmS0_lk{o& /'ݻh wGԷ빟& 8d8U=z%X3T`ZgskSЮ:q>UH8k yѡ ɫ<׽y>6h!ݺ_ԥ%ϧ\й8]wؼ??_?C~Ø@d*spĢ:̧6offW 9"ÇK08/:,Z^6E'Cpúe\skO^F6>ܟ ח5M{X봙WF66:!{}@ۡvvͯ1׿wuv暺aX [k ǸnaGkQ^EQ}AŧǽO*^*no ;-.]k!7$v:d{^up aU{}ް9z +x7$8tuhou~1z{_iC8 \æ7pM)K!{5<:4X3f$Nxl:1*Fv1-հv'ƫ# ũLcvPUucL½1A{%X`!X%1lcguZ%}yqp u::`q&~ֆp]lyQ }\y7,֮>΃`{ճ^D"RNs}hs v'i4!u>!X> 3u/u6`]'ʑ?38ż젟asA̍?>ln*9g{;\g3n^Nb cmap`/bV}ieC0_L (lr'>tN4W63.4mS0\{?.S]£cji彤O.X1=7xk:bE+ƐV)GY=㏱})GE^H` 1!W!lxc,ߞsggp[U㰎I-hF9JQUtYoA]WΓu(6`Ihs޹ז6` XmӇx^u.6`ޭ0YJӇ 6`}6; G5kW#[}~c2]{Cs6+́+K{9ʧ^'uf Cz^P{h%-Գ\>oo/v,S\fe`*Oȧݡ:U 8@4N= Lqqe).32+˿20e`Q*e?'`r}v&\(˳u[J<:2~{M4˨`\V0zWʳB/\h1Eg~+;mEݶ[l&ʙ'._w0:Fv, ^koiӣtSwМR~1t!9bG}=c61Wav-Z&b#ƣkH|cDsx>e:%a1~_͟Xn_PfP3wQ5VfR%gτU?r}{)*ŁvdḒגJp*5Rc:]8^o T\MiC/69qR3m(&"ސ69t?qs2]8t?dp\t(ߏRKˊ+Kk@+丒WZp7 _ȹHʊW:Gdp\S1hKV-kSÎWh#>, -•!IM}\r`9B`$ *(@&" tBMitX4LfaR w 2CZ(LәP2g={^]#H4utFc^ <ۘ 7q.cO5&c֛=/6%W_bv"0G^X{.O4m8j:oX2q|Xs-2V`c2OaV^j.^BSMon{յ"?akqJqұ6u7 d|2۷eXZZ_KVs۶١+XS Ha7i2{s ?(t삭c(Hes|o+Tǁ:/:<oЗsn6v R~gŘ~5x[kZ9>Rj^im|֮J0Ǵ_WF%B΋˴ct@wK MWd=]cuIo\fo,yh7.7jm7.73s [foÕZE[qQk V7.7j~x?2{,ڢ][_Z[zqQ `!NW F;Soڂ况,o\fo7Fix2{cJ0o,QüQ`yqQs.o<@\F`~o|UKD[nNk V-i~]x~5 ~mAE_B`yb88t|.i 6=! y>hm5|P {dWa|5m{h.dgk`3~ 98_`c}r9{m k 9pPq  rK@іq s=Rv X_<|J<)}>BGy7?Hkxˠ坒7X_qO5K_[HzyR~B y.hg/ڂ] /=^c,J;׊1TkO06|0'8RL ;r8Ϝq OMM1TkѰǗsQNpmrֶ{}x-m};ϳj Br`Z[zﯞg_U;z}Uk_)?i;*8 ~hr+ 58߯g=Ռ-O(?DLòNG3] ?aG C;?~5 }waO}-}6w`>MGiGL?hy_~Cmx-`'5qKe{ZK0[{G>-jgZKv|ZZ |Z#qcZKԲZZTmN?H60wP+S㭹ݹ;r~.o{rv#ԱU0/lc𡎵`>~BRCk-BUoc𡎵`!Bu {6!u'r3Z7??:ަePyy#/Otrk%Yy>|Jb]^ߪNnXיκ &zVeMֶS[6oy+jKdODZŦԑ:cmVYnPl#]gCvl6ırƺda9ހ~]ufdžzˊME!6Yndٱ޲bmQozcCe&ۢ,7\H ꭿP]ndٱ޲bmQoMYovld[b,7PoYɶ7&ˍrz+s-TYoeUoVz;[.7ʪ5v`-7ʪ5vP]nd=Ӗ7,g0ڪˍ7;6[Vl- r#͎ lzCl֛-+6dy-fMw12g4p YF;J 8Ш,NhZU+k}_{Y k}Yn9~e]ʶ ׅkĖu !"6\Cr#c+5b+slg FfM-om&Y^˾ 8M|Sdfue-7Mܿjjq7Q^*Su~/}Ǫ1nLq?\Dd (>>0  # A"RrBs0V^/ؑq.O @=&rBs0V^/ؑqpu dyJx]klW~w^"i)JYBMܦ4M6)-p̣nHP8 *UAŠ"!JQ0yH@xYTGf޹sgWeٝ;w|sf9wg JGh6^R@Zx](3|mJ5]O(٨TJ_g^S4m\פV5+P7CԠi\Ʈ3/{CYIXח2 +CFk_Ժ`k.y sau|OK/S_j=^m*y,C{K6rGEt[$N4,`,Ƌ1vvZX4}%1JٶmہҪ>U['M8.:6a:nfu'm"/f곅pIŸ[y<-4y$w2rgt8wL;|ɝH`r0m`B|N|{ˏگ=7[in+YSk-zOa.Vy[iI6քett#Ww^(Yq us?zTi?3|#,e~/r|+mY0'Tۨ{?jw3G~O岬9ж6p)e*l/ ߛ(8ky'MSw[5b[sy (j>n8 ٰGhUC_o|g:>㿝>tW؇| |7YWGmhy~&Xk9߽JZlNrMO1i]ݡjlT1{L=JKǽyike|=8_Ϛ廐)?/[B<α7ԯcFLǻSabkKk^ *1%f}3&!8qMMz-d=?>Λ>Hf]d͆|mal2ty[qvwX+o}[?B.2&/jy+z[,\2~m~8t?j۾ o#㳝ab}s} 0nz&/غ֯Q>EcuүwϢaw5l5̌]lqW >r:CCĿhk_lI4l5^%a:oЩ90Ӈx$ N6>aUwڂ9N4L :5f[g̞3ac 8BUۨq]f ]Cеq?k ]ڌEZ隷,۫u휡kXt͍7+7];g|@f, ^s"79C׀]o}yEе%m׃Xt- oеs6c57oyޠ+ ]ڌEגVX0 dA$n g:}Cl-1HSeNv}`Mw:þ3Y8dK|UOD.C(Sa}o5F7+,ݒ*S=[/x9F*gRe;Xۀ(-68f[}ǁΙ>練7tq)-Zf+|^zws3}-F1l =oJd[zN9g yoP]ڎT `nS27e> =Eh,Ttj =Kwڂ9N4L upa6Ʊfy>P]Xfy=l&l6o.7ev+o8~}f`/m|dlXoP%Y:oo4+tt}]p[XXn%ɷ}s} 0_d}VgckX`kj{jJߵԸ)8s6..'EXLbKqSq&vgAǦXLbs;vp=#:og[b31'5N :6gZ!p^%y>q%Ѹ)8s67h-kClqB}T)>R[lg8h[L5kCl.y;LoQVk}K|U/KX_ ;k<^{{HS{IQ9)NZ |Yпr,} oQ_1G[F袹bsHƳ1x58 |gh"lg_lIj@?YhxRug|ghcM3 ؒ,4}%V'Q hg-Y++9_lI򨡗^ ]=k8ˣ^zy֢7-bKG E/]«< :j%g-zY+'_lyZt%l0?lgUaԘf5uߊt;f+w):ޏ"}%^ vg%StP۝g]3}-[X.q/$u;mS37vYLbskO"@g[31gxa;nDjq̂/$uj;@MbsWtuq64c\-Nt!6{DXtGwܢ/YŖD/uPzi"2t1>18h[CmCln.5~ToQhfdK|%0}7e [},wDhcw LחS~43FLJ"T.1`!'k؟~̘[]985Ӈ8,^0 r,Ķy[mmm;f˹8m~bm3}Vm;f-AN>_WCk2ƇVbm3ŖDmX@LbۆA49k ,`f-Ķpo*?%ѷ-[M['ha{KPsmWۡLf+f|}̄k6\owkC`|l֚ ,bKm:ˀm3}ͭ-:@oQMZtV_lIt퐡kMZtͅ_!C׀]ZK|%ѵC6i5#k ]>tmҢk7-bKk:ˀ]3}ͅý tF5ۤEj$c\͕?oYٓk lYU~w==Rݤ\m*573³h᳖`KGܭ>Y}f1yfb?L?f>><<%6_n$ M_bsGyxxKl.pQ/#7{c>|ɳ^;vG{8a{6ѽ^n?AY;=n|`~O`)=dz<6c[/ygU<>ylF<6}אv!WsS<6}W/?gy [<U%+Uq_HLjy|ǰ2XEy|.!M_bsݏ LK.lېw:2¾{;%|>?&qϏ)/F^l'XVq-*[kv#-ʻvEV-}<@ n)4ۼܻY^/[lخF&}fؤ]ؾ ؤC~lҮWlۃMvD&}tI^!gvT|{Oܮg!ߢb7&z-*6|ClҮg!ߢb7&zۙ`o!~Zn3ؐoQI_bv=M E!6i3ؐoQI_bv= vT|+z5ؤ/ Iؤ/ I6E!6i3ޒ Q/Sn3ؐoQI_bv=M E!6i3ؐoQI_bbĦΛr>'2b~;D^Lr{1|r%?֗]<~]آ /bu~ آ!/b57/wEEli36܄آM$<78)xkΫ1w->1~ZY?G؎9R+ƘOxi,cq&vaSyDd ,g'0  # A"8\aKlWd @=8\aKlW|zzknhax]}u~$rw#0E"eKv5`ƊػV!Z"n%r+u]ՒFZ5UmFT ڕnQ٭RQԘߝsxyɮfwf3̽wc ZZiF1G:ݟi̩ cz'aLqc>1f)y==7הb?άo7dK {f:j;>U-s}?9Zorl YϏZ[v}wQswܼ~/߹smt:bhi}>kȏr>{ XΑ:>;\kpNestʲ~䱎ϰ6kr6_W/IڲH>F]}tSKa~g1lO9v>K>hROڟ}yTZw囡>F-iLPQZ&G?Ze?؏^쳼`[c9Bƿ |{}?7rP]7`|'_0>bWkNY4Fw[ X}`g2o*(8-qqr8ٹ,ıl8lsP]qqlrzw1xS&fl7h[G^Y9mCr收=+6|jbmWS˼h֡m𩜶~cc:WZ2?׿q*3/i%sf$׭A\o5g9ׯήbAc.|_BusjLW5Gȏ7,zyenqlki7DvisfS7 "?ti9.Q1|˰c_jcb~ Y[C M~_r2\~bs؜ʥ_KgiNsgCp$u4sK :6nz Vm .ڮξ8`"89A*Έ\_pac_jWXЁKȫgHf0Gi֍+]cӶJ m[hйոZrYi8mKm΢C4vYi@ۖ<ږ,C= Zhjl,1<@4`ںX` OJc8Zhrcxm,]V;з%%շvY8ѷpm,]V;з%%&MY2} Zrc0/X5vC:n䪸kl7l?'}U1'>4Ls ʉo4~ <wcs=]YnwFvYCpVZHw4~W< Vmnq-]q7RDzyuz 6>cUGI~^us@ߦώ}z ,{qrs_9kǞ;=`[O⪢74E1 @&q]n,rf[qnBYfMq>Z";_!XC0oxζrCWaҺKҺ]l9un]_Z~@봏a{2ȿX>rKun 5`i4ύ'2؁iq % ]nhGpW `i-[Os*V{.[Εr}\^|]p FwDvCPyF0T/;:JqK2\ .h[g,qJuK2qY{6П MWXn ^~ͤsd/~x0,x,1D!X8,̔W1 ~xnzΥ`ip[q+3C$up*`.pj?K3<6rmq+-Cpynyۯ|O9r ݂}hnLJ.i+ߓNxʛjkZ:X!0ܳ6g[KO']y. ;1Be80MOYpUvЎ#`IpmnGgU;}iGIiGw%X-Ƣ`9,Tx4@.XyKnyY C$90M t6.njnM%XtZ`%MڸR7X75`Y$[%oߩkg1;r־ׂm;e\i["0P,X٫u {Pp~%Kjv|2_"{s s yra!AΊl pvE0Qs .Wުi#t{SWېYZ?l{bq/_!=}λ6 `C8iɸ6mx@m%9 d\y C8iYpy}x#q(]b)]nj{%v2w-|x%~ X0W$깛mtmmQ}w8"}sGҾ 4m)oްϔa&ږ,W > 6Ѿ4`ᝨa>I&ژ,{-67;phgO0AC+ITt]ʟXo= x{hNyn_gB1[F6ѝdu6Q5`wS:OćlqD|ˇkƦD c<,;7ڙMa<3.4&|[ǟ+f1e'n-`?r|sov/} GmٗVON؈;LMcq6*suϷ7K}Ürɾl|5+O[K}omoRn/3}}uFvf{STov7Qo:3Mp6ʑlwc\8+ndw};Z7J׷&7^ɾoMnEf}[q;8?l;wwnZٳsΝo9s_;SJLZhyS2jkڴVQNR;uJP׉RKKcj.R=!XEB_Ԇ"\Nۉ'y:#f68Kl=-iЬbRA^6hшUuk-{C8XljZWRwʿ7W934~/T߬x+իG(%_=p퇸|_屎ϰ6kJuUTIۇ~\}⭕ʖeˍZr( {uZ-C}k(kZ~8n03v_pΘ%~X7ӑ@n^ zZ[O*W lC\is\?-FQZy>U|ff3Gym/?<%-yuT*8&օsDOɑ^Iݨ )8E)utlV>NT<EG.~y{e|(c|\Sߥül_㲝"iS-2e,PY.P=T]lU4sqM%lAeʰUgگu6z}8Rxix3<OgcGTC0?g\93>s 򄍍|9(ә j]<9Z]y˗ _^p2sOUΗ-_|yep,:K/eK>1[ ×8,>پg[~aOضjɱ6OD^ |;KCKJr>O~ꕺnE4pʭ(s}7EO0m:];"{ϯ]Fo}.}iAm1[_jbXt N`-N`kà׳̌a5-~  l }^m13/X}dzo n`-n2~1^h1̱b`նq/XB\G.9Z!=zx'4 #z:k[hL\6ѧT]Of+66^,e7Zk݂1wsOXs72`iM^̛sX&sN͛yϷ[b#x0y`c5K:ўvw 5Zbj{wcnUߏZu.cELnN2XA]F!uh.cC$uw9[!Y1 xP5/>l,k.cC0Y~5dC]ƌ+A],.u˘e-e"=H]tpΥu3~u[C0`{EP0c-er.:8Gpߣ=rSΥ -?ns-;vn*]>j9fjg8[[0vbl_zZUrn<:O:-3pZ[#}:sβl}/l~ܛbL <7Go yoNk`2pv Vg%ƮLmΕ`S-y<7;nkXb1?l\|^ph V}Rq<3p>IngF~/] 7Ypݖ*~OD@[=&#ԗE_@U[wǢ_$^osm տ>uw3Y@鬒8,Ǜ1D} Ie--Dr%,~sI\:Yf0~p=gD< 3~9؂]-`q'cζG/C֧[(uz~62sLp=J'q^KP.,X\;Wz#co8;N|/`k Q?YU^l-xTo2ZpHu[!o7*uȑc)5Cm='.x~ZTҿɺ`V;^.̝;#3/q,C(1uW^yyȑ~Zy >!G^h@\#/ֲsA:땚(\Ow e&\Iux:}^sn9{T:,9{ zKbY Iv,Gege t-*',^oP;Cy[OxAC {[O0?x}^w/>o[[f3^Ѯ.[]{s(r.`; Pr9[OxٕLwސNbխ8{[pnڶkRFZJ,%ߓ lɱթ%>eͥxҥKro2'Wjⴭɝ{u"?ras:w^qZRqg1+flٝMM2cټvNZG>"69w@,":kUyybmhSc}^s<\Ez`>̃)|/=ӈD0`~}9ִdZqx-kq 8DZRvZsEi}J 8fk=ϗ .<)Z}h=|*V=|J6CXT=>G?@ABCDEFGHIJKLMNOPQRSTUV98:~L4DZ'9!Xt8yqm"Ǐx+0`˼ZØþ`Yh sAa/pd O&cf0`$ۘu~gy~ ohٳRqc9,*:_:>fu V|8m@DN'w%X9Zoh,?A{尿--Xbr%X)uˬu;댹1Z؜l'}|Yre :>ؘ_g> ([_jsp6U69`c{o;ϳ~k8L~/98Pk~j 1/X1n1D}u[s 4s6UZƬþ`1k;ϳ^kc8(v/~>C28Pk~*a#/X):kf1{t֡(bH<RJ}^l-Ow}u;05`z4u;j;98+>V;YqL+}}֡*]{1}ʩ˧}֡1!4uZ;8}4'Ƭþ`Αi}u GoeZ;8}4]܇þ`1?w^" 7,{II4'@'81:zpI7Zz˾Y/>lk5j/XN ᖵZk5Y` xb=Ckp]at4j>j4`\.cXhNs<'h|bBk56wcFsՍۻ?X9s''fjlnh?cFs V͵;?gM'[3&#ZURכzM wW=Uᗺ~kdu=98+G8vh~pPW/u=8PgzҺ6DHvh/F+Eq24 4k6UG?'#kA7[ aP#^{Z:=G9x~*'+R>|-X|جsUr|x?s,*qO>|-X5|;?9Ov2i;Qkt\`{\3WA- !=Y̴u͍QknY`ܓgy1g'|QOssHSQwcG MQnOzv~MA wMܯo9|=Rz;=x fAO)=} pw%X9z>v'zKBzHr]tp VO)= /+A7>Cϫ=ܗ#.SߓJiFs3:B[u D.߾˅[rG]v]u VVϰk5c a܂USgX5`h  妏iduc.:+G@gX5`>GogD a܂USgX5`ϙy5} ]Ot`ỈeGd-,K`6: N+a=ēRw6lƞ#,:1u#7w|}=ZY )c. ;r ~M]*c52?TrNDd "7:0   # A "9B`ϠQ< @=9B`ϠQ<@o]Ux]{y?˻6ux.te nmlъ~FFi7I9U$+*4$ۨE8XRK C .2jh*Μooνgv^@Z;3735J{h[N[#m.SN507(}֍JըGBR);ݪW??0ާzEںi#qWՌԨ~3mͧko 6\{;m͵WKKF_F2x?3Re+G5Ofᇪ7jRl]&-:l.y؎R9묌tR_M߳sת[חdmj*/;o{]h}!sj jS?92n;݇~Les8t}I6u׫*Sʒi=ݚ9٧lӿ=yexaVsnm.7eY:c=icmgX6[̾}+q/FƩ dej4>gtWX6YR)1 ;M س^lo=O4Fm` cWj>hk@Uˢ[TFms5l]ϱ? lcgig߮O g?3|mOۛgHp93S;Ue-5lU?T/MF>cӦw(+ۖ}>8׿Ewz͍?(NQ~'Zpή8FӞ~!}?T-2z7I?8z@9#|u:4%Q|[CZU6vm?*?Nc ~Re߮u]VڸOyȤo¡21ewCji 11_۱r7t?\޶ 9t3]ynXܼv/n[ɘ]_Kur+v ^&Mpu}o..#B#ĸ#(mȟTPM>~b!:>@=>Vdk|kٷ /} 2/kO5eΆ(UgI:űl\c6X`g@|fu𱯥w?Qx|ƒpe})1}+.?mFB}`-e\}h8]n0W{m-lou눱_o }[`-d91ve:J_v*]cpQV9eqȜJ θ\2Oㆳ?|(g-+#N-[ۣfe]g2sX5 ݌%᫝$䀯|} 1_-Qpg, _qz86(צIsY_ԍzz?|XCcyPkg]gG󆣳cԡxFgG󆣳Ѽ謃=+87up4C} xqVp4o8:h:8OѼ謃Xuj8Z@#aCO=,7喆0/ F|fЌ3/ R?ceRf, / RcX/QN%g^ /~˂ᥔX^ /Lƒ2&9ztƒpm4\:ujQVo1tA$1qȜJ NJly/L_鸕wo1Î矡T gjITc gYsn ,_/R.bGq/Be'Oĕ|h BK M}eQ|å:lVkU>/@ogi4-_P~r_\_ dZkH.OrɓQ#J\`x&3YV)C$R2G9CC=觲xb1` P{q?H6l-#ɶH޻|(䡌.|eZ3l_qm>K>榦huk9:򄾇S](Oi3c>e12ןAbPdI!~nYb\;H{tYG=(UV}kc'c>uv١&XgK24xr0ސ::; NicIo!s*Lo>Vd,:;?~ԪGo^}03pm/vzרcu& oQ_8hڀ5y9ywRHm ~,Ix~/C(n9<{tzst-}D M8 s*=c}%Yo1Q'o1oԧ}:>`])`,}3S dl B&c:fuܙOv:'_wo>rxzXQw428@,= 톣[]낫yYW֍t >gW󆫳ռꬃ\4syU1_8׵sZ9k[Mou3[QF޿|37͛f#z$Tg+v;ZʻD] ۷cv/^W9rc/9j @C7c[=7HڬAjm>9t3VzK#p|KnbW?EYGis$zo`]XhhUw >5 ͘?3yʌY~8g|Xcp8C` ` u3VIp$>R&c8[)xp0r`B'D}A4H ~5<@u>Ƅh﵆Ѕq)Uzc}%ṝ&!<:ח蜍3`<N9l(83߸>w<øm]~xO]걯}5F`[o7p=>Jse[ԿM>\\;tkh 3|-δV/`?picgK.n ǿ`@-:Bk=>xNicIqߌCT ˄1P)1tGbiv,4; ^<<߁M଴1A﬍\lw t2KW;M$䀯|>^|~+t|PBF!$|}:8ywո|zy_}3_|4|>8}ܛ0Oy'I>O&䳝/L>K֚N.;0~`;x]y/o!s*Ly'cn{12/,2tD Z涎7_. 8X|a7_n>o@׳;K|ƚ|ܯ9N C~C7c\π.ƒ WHyzyuv Ar `vzF*Z6ǟa38.Xt}77t`9 nƒpp[`Pͷd'8 淝 anƒ(>YG4F W2Fk?2n뱖qCgԷ{G2:c׌O e @*=1>ƒ;c7? g$g֋5`;x,])`,X8dN%kLeǼQ wd}",sq+h *qU3vs6ޯW=m_B~XḔm|-2lcHl;DZ%6k|6ҶIm[m|m|5 N-H1\!2cYU.*`H?{>f۶K"`Wo {gHtqo&/4~󟚊E7%lk7aö7m]oW7!lنҶi]`K6cT񸚶=Ҷղmfi-{Y鶐kY+ !tWO, Hmh _i>dm8`uQZm\m 꼏"ۮoxՕ#J]67V0ll)ھ̌V1Table SummaryInformation(DocumentSummaryInformation80CompObj$yOh+'0  0 < H T`hpxSample Marketing PlanKeith InnissNormalKLI18Microsoft Office Word@$:@3-@y @bO$_՜.+,0 hp  JNBS9p Sample Marketing Plan Title  F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q^% 02 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p8XV~_HmH nH sH tH <`< NormalCJ_HmH sH tH >@>  Heading 1$@& 5>*CJ>@>  Heading 2$$@&a$CJB@B  Heading 3$@& 5>*B*CJB@B  Heading 4$@& 5>*B*CJ>>  Heading 5$@& 5B*CJ<<  Heading 6$@&>*CJ>>  Heading 7$@& 5>*CJ<<  Heading 8$@&5CJ: :  Heading 9 $@&5>*DA`D Default Paragraph FontViV  Table Normal :V 44 la (k (No List FOF Default TextCJhmH sH u Number Listp & F>T h<.^`CJhmH sH u:>@: Title$a$5CJ \aJ6J@"6 Subtitle 5CJ\2 Bullet 1v & F@>T {Tf^@`CJhmH sH u<B@B< Body Text$a$CJ\@PR@ Body Text 2$a$CJ\4@b4 Header  !.)@q. Page Number4 @4 "0Footer  !.@. TOC 2 ^8@8 TOC 1  ! 5CJ \.@. TOC 3 ^.@. TOC 4 ^BB TOC 5 ^CJaJmH sH uBB TOC 6 ^CJaJmH sH uBB TOC 7 ^CJaJmH sH uBB TOC 8 ^CJaJmH sH uBB TOC 9 !^CJaJmH sH u:!: PO0 Footer Char CJmH sH H2H $PO Balloon Text#CJOJQJ^JaJVAV #POBalloon Text CharCJOJQJ^JaJmH sH PK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] t  t> ;;@@@@@@@C) 3 &g<h!e@5esaxx{|?BCDEGHIJKLMNORV[_beh QO&4-9CN\5e~hls1vMx~xxy{|@AFPQSTUWXYZ\]^`acdfg %';UWj46Rln2LN_y{4NQw '*:TWi/2Lfi.HKYsv! ; > U o r    kkkLlclelt t%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T%T:: #%C!!T!8@ (  \  # #" ? \B  C D#" ? \B  C D#" ? \B  C D#" ? \B  C D#" ? \B  C D#" ?\B   C D#" ?\   #  #" ? \B   C D#" ?\B   C D#" ? \B  C D#" ?\B  C D#" ?\B  C D#" ?\B  C D#" ?B S  ?f`g`h`i`j`k`l`m`n`o`q`x`y`z`txtxttHHt t (b :tHJ"t ttt(( t Hth&hFthtW _Toc1647231 _Toc2445242 _Toc104897 _Toc108266 _Toc108378 _Toc108466 _Toc108594 _Toc109019 _Toc110905 _Toc863200 _Toc1647232 _Toc2445243 _Toc2445244 _Toc2445245 _Toc104900 _Toc108269 _Toc108381 _Toc108469 _Toc108597 _Toc109022 _Toc110908 _Toc863204 _Toc1647235 _Toc2445246 _Toc104901 _Toc108270 _Toc108382 _Toc108470 _Toc108598 _Toc109023 _Toc110909 _Toc863205 _Toc1647236 _Toc2445247 _Toc104902 _Toc108271 _Toc108383 _Toc108471 _Toc108599 _Toc109024 _Toc110910 _Toc863206 _Toc1647237 _Toc2445248 _Toc104903 _Toc108272 _Toc108384 _Toc108472 _Toc108600 _Toc109025 _Toc110911 _Toc863207 _Toc1647238 _Toc2445249 _Toc104904 _Toc108273 _Toc108385 _Toc108473 _Toc108601 _Toc109026 _Toc110912 _Toc863208 _Toc1647239 _Toc2445250 _Toc104905 _Toc108274 _Toc108386 _Toc108474 _Toc108602 _Toc109027 _Toc110913 _Toc863209 _Toc1647240 _Toc2445251 _Toc104906 _Toc108275 _Toc108387 _Toc108475 _Toc108603 _Toc109028 _Toc110914 _Toc863210 _Toc1647241 _Toc2445252 _Toc104907 _Toc108276 _Toc108388 _Toc108476 _Toc108604 _Toc109029 _Toc110915 _Toc863211 _Toc1647242 _Toc2445253 _Toc104908 _Toc108277 _Toc108389 _Toc108477 _Toc108605 _Toc109030 _Toc110916 _Toc863212 _Toc1647243 _Toc2445254 _Toc104909 _Toc108278 _Toc108390 _Toc108478 _Toc108606 _Toc109031 _Toc110917 _Toc863213 _Toc1647244 _Toc2445255 _Toc2445256 _Toc104910 _Toc108279 _Toc108391 _Toc108479 _Toc108607 _Toc109032 _Toc110918 _Toc863214 _Toc1647245 _Toc2445257 _Toc104911 _Toc108280 _Toc108392 _Toc108480 _Toc108608 _Toc109033 _Toc110919 _Toc863215 _Toc1647246 _Toc2445258 _Toc104912 _Toc108281 _Toc108393 _Toc108481 _Toc108609 _Toc109034 _Toc110920 _Toc863216 _Toc1647247 _Toc2445259 _Toc104913 _Toc108282 _Toc108394 _Toc108482 _Toc108610 _Toc109035 _Toc110921 _Toc863217 _Toc1647248 _Toc2445260 _Toc104914 _Toc108283 _Toc108395 _Toc108483 _Toc108611 _Toc109036 _Toc110922 _Toc863218 _Toc1647249 _Toc2445261 _Toc104915 _Toc108284 _Toc108396 _Toc108484 _Toc108612 _Toc109037 _Toc110923 _Toc863219 _Toc1647250 _Toc2445262 _Toc104916 _Toc108285 _Toc108397 _Toc108485 _Toc108613 _Toc109038 _Toc110924 _Toc863220 _Toc1647251 _Toc2445263 _Toc104917 _Toc108286 _Toc108398 _Toc108486 _Toc108614 _Toc109039 _Toc110925 _Toc863221 _Toc1647252 _Toc2445264 _Toc104918 _Toc108287 _Toc108399 _Toc108487 _Toc108615 _Toc109040 _Toc110926 _Toc863222 _Toc1647253 _Toc2445265 _Toc104919 _Toc108288 _Toc108400 _Toc108488 _Toc108616 _Toc109041 _Toc110927 _Toc863223 _Toc1647254 _Toc2445266 _Toc104920 _Toc108289 _Toc108401 _Toc108489 _Toc108617 _Toc109042 _Toc110928 _Toc863224 _Toc1647255 _Toc2445267 _Toc1647256 _Toc2445268 _Toc104921 _Toc108290 _Toc108402 _Toc108490 _Toc108618 _Toc109043 _Toc110929 _Toc863225 _Toc1647257 _Toc2445269 _Toc104922 _Toc108291 _Toc108403 _Toc108491 _Toc108619 _Toc109044 _Toc110930 _Toc863226 _Toc1647258 _Toc2445270 _Toc104923 _Toc108292 _Toc108404 _Toc108492 _Toc108620 _Toc109045 _Toc110931 _Toc863227 _Toc1647259 _Toc2445271 _Toc104924 _Toc108293 _Toc108405 _Toc108493 _Toc108621 _Toc109046 _Toc110932 _Toc863228 _Toc1647260 _Toc2445272 _Toc104925 _Toc108294 _Toc108406 _Toc108494 _Toc108622 _Toc109047 _Toc110933 _Toc863229 _Toc1647261 _Toc2445273 _Toc104926 _Toc108295 _Toc108407 _Toc108495 _Toc108623 _Toc109048 _Toc110934 _Toc863230 _Toc1647262 _Toc2445274 _Toc104927 _Toc108296 _Toc108408 _Toc108496 _Toc108624 _Toc109049 _Toc110935 _Toc863231 _Toc1647263 _Toc2445275 _Toc104928 _Toc108297 _Toc108409 _Toc108497 _Toc108625 _Toc109050 _Toc110936 _Toc863232 _Toc1647264 _Toc2445276 _Toc104929 _Toc108298 _Toc108410 _Toc108498 _Toc108626 _Toc109051 _Toc110937 _Toc863233 _Toc1647265 _Toc2445277 _1076073572 _1076175593 _1076177430 _1076179580 _Toc104930 _Toc108299 _Toc108411 _Toc108499 _Toc108627 _Toc109052 _Toc110938 _Toc863234 _Toc1647266 _Toc2445278 _1076183363 _Toc2445279 _Toc104931 _Toc108300 _Toc108412 _Toc108500 _Toc108628 _Toc109053 _Toc110939 _Toc863235 _Toc1647267 _Toc2445280         <<RKnnnnnnnnnn6666666666("("("("("("("("("("$$$$$$$$$$I(I(I(I(I(I(I(I(I(I(**********----------242424242424242424244H8H8H8H8H8H8H8H8H8H8F;F;F;F;F;F;F;F;F;F;==========:?:?:?:?:?:?:?:?:?:???????????sFsFsFsFsFsFsFsFsFsFPPPPPPPPPPXXXXXXXXXX\\\\\\\\\\)\)\)\)\)\)\)\)\)\)\]]]]]]]]]]^^``````````qaqaqaqaqaqaqaqaqaqaaaaaaaaaaaccccccccccddddddddddIfIfIfIfIfIfIfIfIfIftgtgtgtgtgtgtgtgtgtg*j*j*j*j*j*j*j*j*j*jkkkkkkkkkkkkkkkkkkkkkkkkclml1n1n1n1n1n1n1n1n1n1nt   !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=@>@?@@@ABCDEFGHIJK@LMNOPQRSTUV  AAMQQQQQQQbgMMMMMMMMMM;";";";";";";";";";"$$$$$$$$$$`(`(`(`(`(`(`(`(`(`(**********----------I4I4I4I4I4I4I4I4I4I44P8P8P8P8P8P8P8P8P8d8N;N;N;N;N;N;N;N;N;i;==========L?L?L?L?L?L?L?L?L?L???????????FFFFFFFFFFPPPPPPPPPP/X/X/X/X/X/X/X/X/X/X%\%\%\%\%\%\%\%\%\%\@\@\@\@\@\@\@\@\@\@\4]4]4]4]4]4]4]4]4]4]9^9^``````````aaaaaaaaaaaaaaaaaaaacccccccccc"d"d"d"d"d"d"d"d"d"dXfXfXfXfXfXfXfXfXfXfggggggggggIjIjIjIjIjIjIjIjIjIj1k1k1k1k1k1k1k1k1k1kkkkkkkkkkkkkkkcll@n@n@n@n@n@n@n@n@n@ntNdEN4#Nn NuN$N$N  N ^N"N$N NܟN|$N6 Nt!NNN3=CCL%%u'u'++++<|M|Ms;tt     <AKPP % %w'w'++++<~M~MsAtt B *urn:schemas-microsoft-com:office:smarttagscountry-region=*urn:schemas-microsoft-com:office:smarttags PlaceName=*urn:schemas-microsoft-com:office:smarttags PlaceType9*urn:schemas-microsoft-com:office:smarttagsplace     P\X\ppppppppppppqqq rrrttxS~SP`U`UdZdppppppppprr6s7sYsZsgshssstt!t"tYtZtt3333333333333 (;Xj7Ro2O_|4Rw +:Xi3Lj.LYw ! ? U s    QQH(H(``ccccccccdd7g7gsgsgggkk2k2k3k3kkkkkllll!p&ppppppppppppppqqqqrrrr[s^s tttt QQpppppppppppqrrrrtf :hdQZ3S|eplDoe <v"bV?a4}#b]+ #&'LS9,i:l.3Z5<k=9\VLD'uPOF 3Sbbig( lj)Wk$u2[{@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(  ^ `o(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(hh^h`B*OJQJo(ph ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(hh^h`B*OJQJo(ph ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(@h h^h`OJQJo( ^`OJQJo(o pp^p`OJQJo( @ @ ^@ `OJQJo( ^`OJQJo(o ^`OJQJo( ^`OJQJo( ^`OJQJo(o PP^P`OJQJo(a4}#u2[{v"S|euPO+ #S9, lj5igdQk=9f 3SLDoe .3)Wkq'%%$WFa Pg 3H!Wh DdIjMPOnVkX[@[Yis~he*T(}*Kchyy]epnWipp@xt@UnknownG* Times New Roman5Symbol3. * Arial7.  Verdana5. *aTahoma?= * Courier New;WingdingsA BCambria Math"1 h3j'b&m_$9_$9!n+24dpp3QHX?2!xxSample Marketing Plan Keith InnissKLIX