.project planning and management.

series

ACKNOWLEDGEMENT

The Project Planning and Management Series consists of a set

of manuals and associated

modules presenting practical approaches, tools and techniques

for project planning and

management. (See list on back cover). A product of the Government

of Jamaica/USAID
National Planning Project (1976-1980), the series was developed
by the Project Develop.
ment Resource Team (PDRT) of PAMCO for use in "action-training"
workshops and

reflects extensive experience in training and

project development.
All present PDRT
members are contributing authors and have worked together
in writing, revising and
publishing the series. Special credits are due to Dr. Merlyn
Kettering for design and
development of the series; Dr. Bruce Brooks for writing final
versions of many modules;
Mrs. Marjorie Humphreys for assuming primary editing and production
responsibility and
for organizing draft papers into more useful materials; Mr. Lascelles
Dixon, head of PDRT
since 1979, for designing the cover and improving many of
the illustrations; and Mrs.
Christine Hinds and Miss Linette Johnson for typing the drafts
and final manuscripts.

Any comments on the series and its usefulness are welcome.

Marcel Knighl
Managing Dir(
PAMCO
March, 1980

Contributing Authors:
Merlyn Kettering
Bruce Brooks
Conrad Smikle 'Published by:
Lascelles Dixon The Project Analysis & Monitoring Co. Ltd. (PAMCO)
Michael Farr Inter-Continental Hotel, 4th Floor
Marjorie Humphreys Kingston, Jamaica, W.l.
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MODULE 15

MARKET STRATEGY ANALYSIS

Meft4yn KetteAing
A. PREREQUISITES:

RdeJ6zenae: MODULE, 14 - Demand Analysis

8. zDISCUSSION:

.1 Demand Anatyq6ia and Ma.'de~t sttaztegy Anaty4iL6

The purpose of a
market study is twofold:

to estimate the volume of goods or services to be provided by

the project (or capacity established through the project) and relative

prices for the outputs; and

2. to devise a market strategy to ensure that the outputs are

utilized.

The first purpose isdiscussed inMODULE 14

- DEMAND ANALYSIS.
module, the focus isprimarily upon the second purpose, Inthis

a
marketing stra
tegy.

Market Analysis is related to project preparation and appraisal

cerned with the study of the need for a project's iscon

output. Ifan adequate

market does not exist, a project

cannot be justified and more time and

money should not be spent indeveloping a project.

The degree
and precision wvith which the project is studied varies with of accuracy

development of the project, so

that inthe initial stages the stage of

mulation, it isnecessary to have rather general estimates of project for

based upon some clear assumptions which can be examined of demand

inthe advanced studies of project preparation.

inmore detail

The object of a market demand study is.

to estimate
or services provided by a new productive unit which the
the
volume of goods
acquire or consume . Demand isgenerally related to price, community would
isthe key to estimation of supply and demand, as most instancesas pricing
demand

normally varies with price.

The market may be defined as the area inwhich exchange

vices takes place. The limits of markets are determined of goods or ser
not so much by

an actual geographical location or distance as by the mobility

of the

products and the availability of means of payment and distribution

information on potential wants and supplies.
Inthe modern and of

era of

1 See last page for footnote.

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mobilization and communication, market limits are set more by political

and monetary barriers than by physical attributes such as transportation

or distance.

The purpose of a market strategy study isto ensure that the project out
puts are effectively moved within the market from the point of production

to the point of utility or consumption. The market strategy views the

market as a concept

incorporating places, communications
where people who have produced certain things seek people and transactions

those same things. A market strategy for a project ensureswhothat

desire

mand for the project's outputs iseffectively translated into use the de
or con
sumption of those outputs.

The demand study for a project will examine the total demand for certain

specified goods and/or services, and then focus upon the demand from

that total volume which would be met by the project.

also look at the supply. There are always two sides Demand
to a
Analysis must

market
demand and supply. Market analysis involves a
study of the total -market

inthe sense of total demand and total supply. It then focuses

demand and supply for the specific output of the project, i.e., upon
its
the

in the total supply-demand complex.

There may be, for place

filled demand that the project can fill; or incontrast,example, an un

there may be

a nearly complete supply and the project must devise

which can effectively compete with present suppliers. a
market
The
strategy

marketing

strategy isthe way inwhich the project intends to find its place in

the total market.

Unfortunately, most project analysis of markets islimited to demand

analysis and neglects a

study of the market and the development of a

marketing strategy. Itissimply assumed that ifa market exists, any

worthy project will be able to develop a marketing programme adequate

to take advantage of market opportunities. This isunfortunate as it

has been the faltering point of many worthy projects (and can be es
pecially seen among many small enterprise or community projects). Once

ithas been determined that an adequate market exists, a project marketing

strategy isdeveloped to take advantage effectively of that market.

B.2 akPeting Stw.tegy:

An A6pect o6 AU Ptoject6
Development projects are designed to develop new capacities for the

delivery of goods and services. These goods and/or services must be

consumed or used ifthe project isto be successful, i.e., continue

to produce the goods or services because there are continuous demands

for their outputs, at reasonable costs. All development

create "production units". These production units are notprojects

limited

to simply industrial or agricultural production, but productivity in

all sectors. "Production units" also include schools,

and other structures which are not always "marketable" hospitals, roads

inthe common

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sense of selling and buying at a specific place and price. The importance

of studying markets for a project

applies not only to projects whose out
puts consist of products sold in ordinary commercial markets, but equally

to projects whose output may be absorbed in employment (e.g., training

teachers, doctors, engineers, plumbers) or which may take the form of
of

services where there are not direct payments (e.g., the use of roads,
hos
pitals, administrative units), or which take the form of subsidized ser
vices or goods (e.g., education and training, water services, and so
on).

The same kind of need or demand analysis and marketing strategy is rele
vant to all projects, regardless of the nature of their outputs and

whether they will be sold in the ordinary commercial markets.

8.3 An Oveview oJ Demand Ana.tyzLs

Demand Analysis provides the background for developing a marketing stra

tegy as it gives a complete

picture of the market situation which the

project's outputs must enter.

The demand analysis must make a distinc
tion between the total volume of transactions in determined goods or

services (and at particular prices) and the demand which would exist
the productive output of the particular project. Though total volume
for

must exist and is very relevant to the growth projections of productive

capacities, the ultimate objective must be to determine the volume of

goods or services from the new productive capacities of

and whether the project can fit itself into the demand andthesupply
project -
picture

at present.

It is not enough to point vaguely to the general "needs" of the popula

tion to be served.
The project studies must determine "effective demands"

i.e., the demands which involve persons or groups willing

pay for the outputs. Every project output must be paid forandby able to

someone,

even if it is not sold on the commercial market.

The direct beneficiaries

or users may not pay for certain outputs in government development pro
jects as in the ordinary commercial sense.
The costs of a hospital or

school may be paid out of government budgets. But budgets are limited,

and the costs of operations and maintenance must be effectively incor

porated into those budgets if the project is to be successful.
example the costs of maintaining a road or staffing a new clinic For

must be

paid out of an operating budget of a Ministry. The subsidies necessary

to keep certain agencies and industries alive must come from government

revenues.
It must be established that this can be effectively done, i.e.,

that there is an "effective demand" just as there is an effective demand

on commercial projects, or the project should not be undertaken.

The kind of market demand analysis required will vary according to the

type of project under consideration. For the purpose of this outline

the main focus will be on the analysis of the markets for goods and

services sold in product markets.

If the focus is on enterprises which

are expected to be self-supporting, the following considerations must

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be incorporated. 2

There are two main levels of market analysis. The first isconcerned

with the mvtket 6o& the product. This takes into account total sales

of a product coming from all producers inthe industry. The second

level of analysis concerns the market So, indivZduaZ pudude . The

major considerations applicab'e to these two levels of analysis are

quite different.

There are three major aspects to appraising the size of the market for

a specific commodity or product. These are:

a. The p,%eenytsize o6 the maAet. This can be measured

either by estimating (i)total consumption by users or (ii)

total production by suppliers. The choice of method will

depend on what statistics are available ina particular

industry. Ideally it isadvisable to build up estimates of

both sides of the market as a check on each other.

b. The appaAent rate o6 gtowth o6 the mwAket. Since there

are often a few years between the conception of a project and

the time itreaches production, and since new enterprises fre

quently net additions to the supply already being offered to

the market, itis important to know whether the market is

growing (and at what rate), isrelatively stationary, or may

even be declining. Historical figures are the most important

source of information on market growth.

A major problem of

judgment concerns the extension of past trends into the future.

A useful general law to bear inmind isthat the growth of

markets of many products isoften much higher, inpercentage

terms, during the early years inthe life of a particular

product than it isafter a

product "becomes established".

However, there are many exceptions to this statement, which

isoffered only as a warning; itis certainly not a universal

rule.

c. CkJtiLaZ Factors. Itis important to analyze the factors

which seem to determine the rate of growth for the market of

a product. Listed below are six factors which are often impor
tant inexplaining market growth. Very often more than one

factor will be present; sometimes one factor may partially or

completely cancel out another.

Some factors operate over

fairly short periods (and may occur quite suddenly) while

others operate only gradually over a period of many years. The

six key factors are:

2 Seefootnote on last page.

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i.. wtk ihn .ncom, This isusually measured by referen(

to national income. Taken by itself, national income isusuall

too general a measure to help inprojecting the demand for most

products. Much more useful guides are given by disaggregating

national income by sectors-of-origin (agriculture, transport,

power, light, industry, etc.) or objects-of-expenditure (con

sumption e):penditures on specific products, public and private

investment indifferent industries and sectors). Inestimating

the growth of national income bear inmind that itgrows inmag

nitude for two main reasons, i.e., growth inpopulation and

growth inper capita incomes. For essential consumer goods,

growth inpopulation may be more significant than growth inper

capita incomes; for less essential goods the reverse may be true

Changes in "per capita income" isan average concept: national

income divided by population. For many projects itmay be more

important to know something about the distribution of income,

for example a breakdown between urban and rural incomes and

the numbers of people indifferent income classes. Many coun

tries have statistics on income distribution as a result of

conducting con4umeA su/eys to prepare cost-of-living statistics

These statistics can be used to derive figures of income-elasti

city (the percentage growth inconsumption of an item divided

by the percentage increase inincome).

ii. Reduc.ti.on in pticie. It is possible, of course, to measu

"the market" interms of numbers of units sold or interms of
their total value. These two concepts are related by unit price
they find expression inthe simple equation R = pq (total revenu,

equals price times the number of units sold). Everyone knows

that people tend to purchase mor-e units of a product at lower

prices than at higher prices. But different products differ

greatly intheir sensitivity to price changes. The concept

of "price elasticity" isthe chief measure to this sensitivity.

Itisprobably more difficult to make accurate estimates of

price elasticity than itisfor income elasticity. However, an

estimate of this factor isimportant inestimating the potential

size of any market.

iii. Substitu.tion pos6ibiL~ti . Products are often hurt by

the loss of existing markets to other products which fill the

same need better or more cheaply. This arises from two main

sources, technological change (which may allow some new and

better product to displace an existing product even though the

new product may be no cheaper; itmay even be more expensive),

and changes inthe relative price of the product inits main

markets. Wherever a particular product has close substitutes

(e.g., cotton and rayon, cigarettes and cigars, trucks and

railways) what isimportant isnot the absolute price of the

pruduct, but its price inrelation to the prices of substitute

goods. Market analysis must always be on the look-out for

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substitution possibilities. Itistrue, of course, that substi

tution can often help a product as well as threaten it- i.e.,
itmay be possible to develop new uses for a particular product-.,

or to offer itto the market at lower prices as a result of

finding cheaper ways of producing it,thereby taking over mar

kets formerly held by competing products or materials.

iv. Changee in tute6. "Changes in tastes" may be defined as

the desire of buyers to increase or decrease purchase for rea

sons not primarily related to changes intheir income or the

price of the product. This factor may be importdnt for certain

consumer goods. Tastes may sometimes be influenced by producers

(e.g., through advertising), but they are often irrational and

can be subject to unpredictable changes. Itistherefore im

portant to appraise how likely itisthat the size of a particu
lar market may be influenced favourably or unfavourably by

changes intaste.

v. The'&ate o6 invanent. The market for capital goods is,

by definition, dependent on the rate of capital formation ina

particular country. It isusually possible to disaggregate in

vestment into its major sectors or branches and itisof course

important to do this. The market for cement isobviously much

more dependent on the rate of investment indams and large urban

buildings than itison investment inagricultural machinery.

vi. Govenment budget aZocatonz. Inmany countries effective

demand for many products isheavily influenced by the size of

the Government's own investment and consumption activities. This

factor ismuch more important inanalyzing the size of domestic

markets than it isfor analyzing markets involving international

trade. The preceding factors represent underlying forces that

explain why markets grow. Sometimes itisjust as useful to

have some measure of whether or not they are likely to grow,

and how much - regardless of what the explanation may be.

For this purpose itisuseful to collect statistics on physical

consumption per capita (per annum) inother countries, particu

larly other countries at similar levels of per capita income.

Examples of such statistics are: meters of textile consumption

per capita; kilos of sugar consumption per capita; kilos of

cement consumption per capita; kilowatt hours of electricity

per capita; etc. These figures need to be used cautiously, by

people who understand something of how particular goods are

used (i.e., the typical structure of demand for a product).

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5.4 The Scope o6 Maketin StnategZ.6 3

The conception of what is meant by marketing has expanded considerably

recent decades. Marketing is not only the exchange of an item in

or a ser
vice for a price. Marketing is more than:

-- shopping for a certain commodity or service;

-- selling your produce (e.g., as a farmer sells

vegetables);
-- encouraging foreign outlets for local commodities;

-- advertising or salesmanship;

.. or

any of a variety of other specialised transactions

which occur within the total flow of goods from the

point of production to the point of consumption.

Marketing includes all those business activities involved in

the flow of

goods and services from the point of production to the point

of consump
tion.

Most goods and services marketed in the present context have certain

intermedia-y agents or institutions which are involved in the

movement of

the product or project outputs from the point of production

to the point

of consumption. In fact, the outputs may even change form in

that move
ment. A marketing strategy looks at all the points in that
flow from

production to consumption, even if the project is not

directly responsi
ble, to understand the nature of the total market, its role
within the

market and to ensure that the market is working t4 the advantage

of the

project.

B.5 Output and wfaket4

The characteristics of the outputs of a project have a large

impact on

the nature of the project marketing strategy, and the nature

of the market

itself.
To illustrate, in agricultural marketing, certain
farm products

tend to be bulky and their weight and volume are high in comparison
their value when compared to certain manufactured goods. Therefore to

demand on storage and transport within the marketing strategy the

is greater

and more specialised. The products can

lose much value during
tion. Vegetables and fruits may become rapidly overripe or transporta
decay if not

consumed or kept in cold storage. Cattle may lose weight if

taken long

distances before slaughtering, and meat may spoil

if not refrigerated
after slaughtering.
The movement of milk from producer to consumer soon

is

3 See footnote #3 on back page.

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another simple example of the importance of knowing the whole flow of mar
ket processes. Easy spoilage requires efficient marketing processes, if

the market isto be effectively tapped. Some products are seasonal,

so

that there isnot an even flow of outputs through the year and the mar
keting strategy, and the system, must be able to cope with a demand for

consumption which isconstant while the production isseasonal.

This is

also true of infrastructure in certain instances where productivity is

limited by climatic factors during certain seasons, e.g., construction may

be restricted during a rainy season. Inother instances, the demand may

be seasonal (holidays) while production isconstant. So itis important

to know initially the characteristics of the project outputs and their

relative impacts on the nature of the marketing strategy which must be

developed.

B.6 MaeAktin Functionz

Marketing strategies are determined to a great extent by requirements,

characteristics and conditions as noted above. However, it ispossible

to identify three main functions ina marketing process--assembly of the

outputs or products, preparation for consumption, and distribution to

consumers. It istrue that not all the functions are relevant to all out
puts. Certain infrastructural items are static and cannot be assembled.

Some outputs are ready for consumption and require no preparation, such

as furniture; and in some cases distribution is not a concern as the con

sumers come to the central points for consumption, e.g., in a restaurant.

None-the-less, each of these functions should be examined in relation to

a marketing strategy.

Abzembly involves the concentration of products or services at a number

of convenient points so there can be more economical use of transport

or processing facilities. This may be especially true of certain forest

and agricultural products which are produced on scattered farms, but it

isalso true in the case of exporting items, or of moving items from small

enterprises to a major metropolitan centre. Assembly also includes the

element of storage until there issufficient quantity for transportation

to the points of consumption or some intermediary points. So assembly is

critical inan industrial enterprise, such as food processing plant, where

consideration must be given to a

storage for assembly until sufficient

quantities are brought together for movement to the next stage inthe

flow from producer to consumer.

Preparation of a project's output may be part of the responsibility of

the project, or itmay be transferred to another entity. Inthe case of

agricultural products, most farm products undergo substantial changes

before they are ready for the final purchaser--processing and packaging.

Some preparation isnecessary for the conservation of quality of a pro

duct (freezing or drying), some to meet consumer demands (slaughtering),

and some for attractiveness (packaging). There ispreparation of all

types of project outputs, whether goods or services. Services must often

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PRODUCTION

ASSEMBLY
PREPARTO

DISTRIBUTION

CONSUMPTION /

FIGURE 1. MARKETTNG FUNCTIONS AND MARKETING FLOWS

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be "packaged" with other services to make a whole set of complemnentary

products which interest and attract the consumer (as in the tourist in
dustry). Preparation may also be the responsibility of the consumer (as

inthe cooking of fresh vegetables by the housewife or the orientation of

a new employee by an employer). Whatever the output, it isseldcm ready

for immediate consumption or utility without some preparation. Insome

instances, the project may incorporate in its processes an approach to

preparation which can be part of its marketing strategy. This isas true

for students, or medical services as it isfor agricultural and industrial

products.

Viztrtibwton isthe movement of the project outputs from the point of

production to the point of consumption. However, incertain special cases,

itmay involve the reverse, i.e., movement of consumers to the point of

consumption. This can be illustrated inthe case of a resort

or restau
rant or a new road. However, even inthe latter instance, the diztribu
tion o6 nfortmaion is an important part of the market
that there isa linking of the product or output to the strategy to ensure

consumer. It is

the task of distribution to match available outputs to the consumer

demand by direct interaction--supplies of goods and services flowing to

the consumers or consumers flowing to the goods or services. Distribution

must adapt the flows to demand through experience and market intercommuni
cations so that the flow of supply is constant with the flow of demand.

As shown in FIGURE 1, the flows from the point of consumption may be

direct to the point of consumption as when the farmer sells directly to

a neighbour, or may pass through any combination or all of the three

basic market functions described above.

B.7 Mw.ket q Sevcez

Incarrying out a marketing strategy, a number of subsidiary services are

often necessary. These marketing services facilitate the movement of the

outputs from production to consumption and basically fall into two major

categories:

--physical handling services used inchanging the form of

the product or inmoving itor the consumers from one

place to another; and

--transfers of ownership of the output on its movement from

production to cnnsumDtion.

These marketing services are surveyed below, and each project should be

aware of which are relevant to its particular output and market and which

will be under its control or under the control of other agents.

T.,uzanpoxt~ is the movement o f outputs or consumers between places and

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isoie of the most important marketing services. Itaffects every phase

of murketing and isessential to the total operation

tegy because itaccounts often for a very substantial ofpart
a marketing stra
of total mar
keting costs. Proper transport isrequired whether the output
bles, furniture, teachers, or medical services.
Transportation isvegeta
isone of

the key factors inan effzctive marketing strategy and must be monitored

to ensure quality of product being maintained.

Stouzge isanother obvious service ina marketing strategy because of

seasonality insupply or demand or because of the

fied quantity of goods (or service supplies) beforeneed to collect a speci
movement to a

subse
quent stage inthe marketing process. Storage duration may vary from

days to years, and always involves consideration of facility demands

upon the nature and characteristics of the products to be stored.
based

this isobviously relevant to commercial projects and outputs, itis Though

also

relevant to service projects where clients may be "stored" or kept inqueue

for the service or inthe instance of training when the trainees must
kept within touch until they are placed for utilization. Storage may
be

occur at several different stages inthe marketing

marketing strategy, and facilities and reserves at sequence
the major
of a project

points should

be analysed and determined within the marketing strategy ifthere

an effective use of the available demand for the project outputs ofisto be

goods

or services.

Grading and Standadization are basic to the marketing strategy

type of project for any

output. Grading means the

different lots with similar characteristics sorting of the outputs into

of quality. For some products

this may be size, shape, or other features of commerical value or pre

ference and for others they may be quality of a different nature based

upon levels of achievement, such as areas of training specialization

class leves. Standardization involves the establishment and

of uniform or

minimum levels of quality specifications as a basis for grading

requires that specifications be identified inprecise and universaland

e.g., intesting students, or judging agricultural products.

terms,

Packaging involves the containing of the outputs indistinct groupings

for the convenience of the marketers or the consumers, e.g.,

for trans
portation or handling or for consumption. Packaging has become a con
venient marketing concept for containerising certain agricultural
for facilitating display of industrial goods or for the conveniencegoods,

of

consumers attractiveness.

lnfortnaon pkoc,6s.ing all aspects of the flow of information

to the supply with regard

of outputs and the demand of consumers. Itincludes adver

tising as a most obvious component, but also includes surveys
the basis for educational or health project outputs or road andwhich form

other

infrastructural projects.
The objective of information processing
bring producers and consumers together over the product (along with isto

intermediary processors all

or agents necessary to complete the transaction

inthe expanded market concept).

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Itincludes contacting possible users or consumers as well as suppliers

and also the negotiation of the terms of the exchange incommercial and

non-commercial projects.

Financing isa critical aspect of the marketing system because the outputs

cannot move without financial support. At the various stages of movement

through a marketing system, money must be supplied to facilitate the basic

market functions and other market services. Often itis the financing

requirements of marketing which make a project turn its products over to

intermediary agents at lower prices to facilitate the financial returns

and to avoid the risks of marketing. RLk-beating deals primarily with

the financial aspects of marketing, but is also associated with other

aspects, such as ownership and quality maintenance.

A large number of madkeZ agent.6 may be involved with the total market
ing strategy for a project's outputs. The project planners need to be

aware of all these agents and their commitments to a project. When a

project is in operation, it isnecessary for project managers to be con

stantly monitoring the behaviours within the total market to determine

the behaviours of all agents involved inthe flow of project outputs

between production and consumption. This may include direct buyers,

higglers, wholesale distributors, government agencies, packers and pro

cessors, commission agents, brokers, bankers, retailers, and so on. Mar
keting strategies require a survey of all possible agents involved inte

marketing spectrum of activities and a clear definition of the roles ano

responsibilities of these inrelation to project outputs to ensure that

a demand which has been identified in the Demand Study can be translated

into an effective demand of an ongoing transfer of project outputs for

consumption and utilization.

C. PURPOSE:

The purpose of a mdrket strategy is to ensure that the process of getting

the project outputs to the beneficiaries or consumers isoperational. All

points or roles in the market process will not be the responsibility of

the project, as a general rule. But it isessential that the project

manager ensure that the functions and roles are performed so that the pro
ject outputs are utilized as planned and have the intended impact for

achieving the overall project object;ves. The market strategy outlines

the entire marketing process, the responsibilities for the various roles

and functions, and the activities falling under the project which will

influence the smooth operation of the marketing of project outputs.

D. USES:
The outlining of the various functions, services and agents involved in

the marketing strategy for a project's outputs, isan aid to ensuring

more successful projects. The inability to move outputs effectively into

their intended uses or consumption is a major problem which is related to

the nature of the output as well as the marketing strategy. Though a

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sound marketing strategy cannot resolve certain basic problems inmarketing

outputs, itis too often overlooked during the planning

becomes a problem as projects go into operation. Many ofstages
the
and thus

major problems

encountered inmarketing can be anticipated with a

good marketing strategy

and analysis to complement the Demand Study of a project.

E. DEFINITIONS:

F. LIMITATIONS:

G. ASSUMPTIONS:

H. OUTPUT:

The output isa Market

Strategy for the project which clearly identifies

the project outputs, the consumers or beneficiaries, and the processes

for bringing the outputs and the beneficiaries together. The marketing

strategy will identify the make.t 6unctions necessary for the project

output (e.g., assembly, preparation, distribution), ma~ket.ng

6eAvice.6
required for effective marketing (e.g., transport, storage, packaging,
standardization financing, information processing, advertising, etc.),

and pmons or groups f4ponsibte for the performance of the functions

and services, whether they fall within the project or are outside agents.

FOOTNOTES:
1. See a very complete discussion of Demand Analysis, with case studies

inU.N. Manua2 On Econornmc. Vevetopment ProjecZ6, New York, United

Nations, 1958 Chapter 11.

2. This section isan excerpt from a paper by Baldwin, G.B. "Outline

Market Analysi3 for Project Appraisals", January, 1968, pp. 2-5.

3. For a more complete discussion using these concepts, as applicable

to agricultural products, See Abbott, J.C., "What Marketing Means",

Chapter 11 of Marketing PtobZems and Improvement Programmeu. FAQ
Marketing Guide No. 1. Rome, Italy, FAO, 1958.

Early PDRT worbing papm re evant to .t/iz topic inctude "Market Analy6i6",,

M. Ketteting, 1977

DO NOT DUPLICATE WITHOUT PERMISSION

 -Projeci PlanninA'and Management Series.

MANUAL
I Planning for Project Implementation

MANUAL P Project Planning

MANUAL.- M
Project Management

MANUAL-
PF Poneer Farm Implementation Planning

MODULES

1. Defining Project Objectives (Objective

Tree

2. The Logical Framework

3. Work Breakdown Structure

4. Activity Description Sheets

5. Project Organization

6. Linear Responsibility Charts

7. Project Scheduling - Bar

8. Bar Charting for Project Charts

Control/Scheduling

9. Project Scheduling - Network Analysis

10. Milestones Description Charts

II. Resource Planning & Budgeting

12. The Role of PAMCO

13. Project Technology Analysis

14. Demand Analysis

15. Market Strategy Analysis

16. Project Area Analysis

17. Project Costs & Benefits

18. Project Profile

19. Financial Analysis

20. Cash Flow Analysis

21. Discounting

22. Net Present Worth Analysis

23. Cost-Benefit Analysis

24. Benefit-Cost Ratio Analysi.

25. Internal Rate of Return

26. Social Analysis of a Project

27.
Economic Analysis of Projects
(including Border Pricing)'

28. Financial Statements & Ratios

29.
Project Selection & Ratios Analysis

30. Brainstorming

31. Decision-making System for Projects

32.
Project Institutional Environmental
Analysis

33. Ecological Analysis for Projects

34. Introduction to Contracts, Jamaican

Contract

Documents & Tendering Procedures

35.
Selection & Use of Consultants

36.
Project Documents for Planning
& Implementatii

37. Report Writing for Projects

38. Project Files

39.
Formats for Pre-Feasibility &
Feasibility Studies

40. Motivation of Employees and Personnel

41.
Design of a Project Management Evaluation

42.
Evaluating & Forecasting ProjectControl System

Progress & Performance

43. Project Termination

44. Introduction
to Lending Agencies

45.
Organizing and Conducting Conference
46.
Withdrawal of and Accounting Meetings

for Loan Funds in the

Financing of Projects