Strategic Marketing – Paragon Ceramics

Summer 2020
Course code: MKT460
Section: 07
Submitted to:
Sherina Idrish (SEH)
Senior Lecturer
Department of Marketing and International Business
School of Business and Economics
North South University

Submitted by: Team A

SL Name ID
15 Md. Kamrujjaman Rafi 1620258030
21 Zinedin Zeedan Chowdhury 1631554630
27 Promi Goswami 1731882030
31 Elma Habiba 1812162630

Date of Submission: 25th September, 2020

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 Letter of Transmittal

25th September, 2020

Sherina Idrish (SEH)
Senior Lecturer
Department of Marketing and International Business
North South University

Subject: Submission of Group report on “Strategic Marketing – Paragon Ceramics”

Dear Ma’am,

With immense gratitude, we are delivering a report on "Strategic Marketing – Paragon

Ceramics." We have presented this report as part of the MKT 460 course requirement. We
considered the project most interesting, valuable and insightful.

We would like to express gratitude and appreciate the opportunity to work on it.

Yours Sincerely,
Promi Goswami, Team Leader
On behalf of “Team A”

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 Contribution List
Name and ID Contribution
Md. Kamrujjaman Rafi
 Introduction of the SBU (1.3)
1620258030 (SL-15)
 PESTEL Analysis (1.4)
 Disruptive Pricing Strategy (C)
 Table Pricing Strategy
 Price changes
 Price vs Perceived Quality
(Bowman’s Clock)
 Physical Evidence (G)
 Dealing Competitions (H)
Zinedin Zeedan Chowdhury
 Porter’s Five Forces Industry Analysis
1631554630 (SL-21)
(1.5)
 Table of SWOT-TWOS Analysis (1.8)
 Product Disruption (B)
 Innovation Adoption Curve
 Chasm Strategies
 Disruptive Distribution Strategies
 Distribution Structure
 Distribution Strategy
 Navigation Model
Promi Goswami
 Current Consumer Profile (1.6)
1731882030 (SL-27)
 Present 4Ps (1.7)
 Growth Strategy (2.2)
 Product Disruption (B)
 Changes in product offering
 Value Proposition set for new
product
 Innovative IMC campaign (E)
 SMART IMC objective Table
(i)
 Media Mix table (ii)
 Interactive Static Content (iii)
 Integrate Digital Marketing
Strategies (v)
 Integrated PR Strategies (vi)
 Mobile app and integrate
SNAP/QR code (vii)
 Website
Elma Habiba
 Introduction to Industry (1.1)
1812162630 (SL-31)
 Introduction to Company (1.2)
 Turnaround Strategies (2.1)
 TG Profile (A)
 New consumer profile: PRIZM

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 format
 New target market strategy
 Product Disruption (B)
 New Positioning Statement
 Array of Brand naming strategy
of new product
 Innovative IMC campaign (E)
 Integrate B2C sales promotional
keys (iv)
 Integrated PR Strategies (vi)
 Relationship Marketing Strategy (F)
 Online Survey

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1. Company and Industry Overview
1.1 Introduction of ceramic industry:
The journey of Bangladeshi ceramic industry has been started during ‘60s. Back then, due to
high demand local manufacturing industry started to set up in the country from 1980. [ CITATION
Abb19 \l 1033 ] Ceramic industry of our country has tremendous future because of its world class
quality and expertise to grab the market share even in foreign countries. The major players of
Bangladeshi ceramic industry are Shinepukur Ceramics which holds 18% of local market share.
Monno Ceramics is in second position by holding 15% market share, Farr Ceramics holds 14%,
Paragon Ceramics holds 12% and lastly Protic Ceramics holds 8% market share locally. On the
other hand, in international market they have different performance. Shinepukur and Farr
Ceramics equally hold 24% of market share by exporting. Paragon holds 18% market share and
took the second position, Monno holds 10% and Artisan holds the lowest market share which is
8%. [ CITATION Joh19 \l 1033 ]

[ CITATION Cer19 \l 1033 ]

1.2 Introduction of the company:

Paragon Ceramics Industries Limited is now one of the famous ceramic industries in Bangladesh.
They have around 1800 highly skilled employees working for them. Most of their machineries
are equipped from Takasago, Japan. Developing long term relationships with all their clients is
very important for them. Some of their clients brief them designs and expect exceptional
services, which they have been provided for a long time. Once their client clears what they
actually want, Paragon takes all the responsibility of manufacturing, quality control and
compliance, packaging and delivery to client’s exact requirements. Paragon Ceramic Industries
Limited is well known at meeting deadlines and delivery dates. [ CITATION Por18 \l 1033 ]

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1.3. Introduction to SBU
Paragon Ceramics initiated commercial operations at the end of 2010. The overall expenditure of
the company is more than US$ 16.00 million. Paragon has a local market share of 12 per cent of
its total share and an export market share of 18 per cent of its total export share. They are the
second-largest company in the tableware industry. In the coming years, considering the current
situation, they will become a market leader. Paragon Ceramics' plant is located in Mirzapur,
Gazipur Region, with the availability of the following infrastructure development: factory shed,
raw material warehouse, finished goods warehouse, packing room, crushing room, lab and
accommodation, generator room, shower, mound, medical center, workshop, stackyard, security
room, etc. Paragon Ceramic is designed with top-of-the-line test and quality control laboratory
equipment, own concentrated gas-based power generation capability and own Deep Tube water
supply. Produces approximately 65,000 units of porcelain tableware each day, which would be
approximately 22.00 million pcs of output annually, merging body formulation, shaping, glazing,
cooking, decal printing, design and packaging. Generally, Paragon Ceramic Industries Ltd.
implements a cost-based pricing approach. After measuring the overall cost of production (direct
& indirect cost of RM, direct & indirect labor costs, and overhead cost of manufacturing) and
applying 10% GP to the price point of the commodity. But this is not the rule of thumb when it
comes to pricing ceramic goods. Paragon also practices a competitive pricing policy. Paragon
follows the strategy of direct distribution to make the ceramic item widely available. Paragon is
selling Ceramic Goods with its own salespeople. The distribution activities of Paragon Ceramic
in Bangladesh are performed by dealers. Small traders are buying ceramic items from big
dealers. Final consumers are purchasing ceramic items from these local stores.

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1.4 Quantitative PESTEL Analysis:

Source Description Variable Implication Certainty Impact

Details
Political Government Policy: The P1: +ve Production 5 5
government has declared volume will increase for
10 per cent cash incentives both domestic and global
on export of ceramic market
items, sources said. It is
also a priority sector in
accordance with the 2018-
21 export policy.
Political Stability: Political P2: +ve It’s a good 4 5
situation is stable. indicator for smooth
business operation.
Corruption: Bangladesh P3: -ve It has a negative 4 4
routinely finds itself impact on business
among the most corrupt ethical practices.
countries in the world.
Transparency
International's 2017
Corruption Perception
Index ranks the country
143rd place out of 180
countries.
Tax Policy: P4.1: -ve Supplementary 5 5
15 percent supplementary duty on import raw
duty on import of raw material will decrease
material production rate
Bangladesh enjoying duty-
free access to the EU P4.2: +ve It will boost
market. our export.
Economic Economic Growth: E1: +ve It’s good 5 5
Bangladesh has now the indicator for foreign
highest GDP growth rate investor
7.9% annual change
(2018) E1.1: +ve Investor will
The industry has been invest more on this
enjoying exponential sector.
growth in exports
consistently, about a 26%
growth in the last 3 years.
Exchange Rate: E2: -ve due to high 5 5
Bangladesh's Exchange exchange rate, our
Rate against USD production cost increases
averaged 84.810
(BDT/USD) in Jul 2020
Interest Rate: E3: -ve Higher interest 5 5
The benchmark interest increases our production

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 rate in Bangladesh was last cost.
recorded at 5.25 percent.
Inflation Rate: Bangladesh E4: -ve Increased 5 5
inflation rate for 2019 was inflation rate has a major
5.59%, a 0.05% increase impact on our valuation
from 2018. Bangladesh
inflation rate for 2018 was
5.54%, a 0.16% decline
from 2017.
Disposable Income: E5: +ve People has more 5 5
Bangladesh increased to money to buy and it will
65339.96 BDT THO in boost our sales.
2018 from 60355.24 BDT
THO in 2017.
Unemployment Rate: E6.1: +ve Bangladesh has 4 5
Bangladesh decreased to comparatively cheap
4.20 percent in 2019 from labour.
4.30 percent in 2018.
The sector employs around
50,000 people, including
40 per cent female,
according to Bangladesh
Ceramic Manufacturers
and Exporters Association
(BCMEA).
Social Population Growth Rate: S1: +ve Big population 4 4
1.1% annual change will increase our market
(2018) size.
Skill level of the S2: -ve We have to hire 4 4
population: The sector is unskilled people and
operated mostly by provide them training.
unskilled people-92.50 per
cent.
Lifestyle Attitudes: 5 5
A boom in the housing
sector and a rising demand
for luxury apartments have
created a huge future for
the ceramics sector in
Bangladesh.
Technology Changing technology, T1: +ve Online shopping 5 5
internet & social practices are more
networking have impacted appreciated.
all the business
Environmental The increase in the price of E1: -ve It will increase 5 5
gas due to the shortage. our production cost.
(LNG) will come into
operation.
Legal Government and concern L1: -ve Too much rules 4 4
departments are now and regulation slow down

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 giving more focus to the production speed.
ensure highly regulated
business environment.
Industries are facing
tighter rules and
regulations.

1.5 Porter’s Six Forces:

Bargaining power of the buyers:

High (+2)
The bargaining power of the customers is relatively high in this industry. Substitutes such as
Shinepukur, Farr, Akij, Standard, Stella, Euro Bangla and Star reduces the switching cost for the
customers to such a level that the customers do not feel pressured to stay loyal to one company.
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Bargaining power of the suppliers:

High (+2)
Mainly for two reasons the suppliers have high power to bargain. First is that there are at least
half a dozen popular brands as well as many relatively unpopular brands the suppliers will have
little problem finding customers for their products. Second, the ceramic companies have to
import almost all of their raw materials from countries such as New Zealand, China and
Germany. On top of there being a shortage of raw materials all over the world, the importers
have to bear the huge cost to bring in the materials without any sort of help from the government.
Rivalry between competitors:

Very High (+3)

Paragon ceramics has quite a few local strong rival competitors. RAK ceramics and Star
ceramics are both in the lead in the local market as they both have 15% of the market share each.
Great wall, Akij and Monno ceramics respectively have 14%, 11% and 8% of the market share
respectively, all of which make up for about 63% of the market. The rest isn’t covered by the
local producers not because they can’t produce, it is because the buyers themselves want to buy
foreign imported goods.
Threat of potential entrants:

Low (-3)
The threat of new entrance is low for the ceramic industry in Bangladesh. Although the industry
is booming there is a distinct lack of interest in the industry because in order even begin
production you need to have a large amount of capital. The situation is made even worse as there
is not only a shortage of materials all over the world, in our country the importers have to pay a
5% - 25% tax depending on which material they are importing as well as the 15% tax on all
produced goods.
Threat of substitute products:

High (+2)
The threat of substitutes in the ceramic industry is quite high. Substitute goods such as one-time
plates, areca leaf plates (in India) are threat to our product. Though these products are easily
destructible but they are eco-friendly. Less in price and usually used in occasions and travelling.
Power of complementary goods:

Low (+1)
In Bangladesh any kind of complementary goods or services is neither provided nor expected.
So, there is very little reason to worry about providing complementary goods or services as the
threat in this case is low.

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1.6. Overview of Current Consumer Profile:
Geographic Demographic Persona
Area: urban Age: 40- 60 Psychographic:
Location: Dhaka. Gender: m/f/both
Income (monthly/family): Attitude/Feelings: Indifferent
More than 30,000 Lifestyle:
Family size: 4-6 person 1. Elite and upper-class business/
Education: Graduate and restaurant chain officials
above 2. Homemakers
Occupation: business,  Outgoing Socializers.
service  Interactive party animals
Class: Upper middle class Personality traits:
and middle class 1. Elite and upper-class business/
restaurant chain officials
2. Homemakers
 Gregarious
 Ambitious
Values:
1. Elite and upper-class business/
restaurant chain officials
2. Homemakers
 Conservatism
 Intellectual Autonomy
Behavioral:
Volume: Medium to heavy users
Benefit: Product quality and durability
Loyalty Types:
1. Elite and upper-class business/
restaurant chain officials
2. Homemakers
 ShiftingS loyalty
 Switchers

Current target Position and Segmentation

Paragon ceramics is currently functioning mostly on wholesale and very specifically in retail
market from their shop situated in Elephant Road, and their corporate office for business deals.
Alongside, they are leading the second position in the export market.
Established in 2008 it has been working its way up in the market in the years that came by.
Building up a database of strong and loyal customers, paragon has been keen on presenting its
customers with authentic new designs and variations in their creations.
Current targeting Strategy
Working with tableware, Paragon has been targeting with the market segmentation strategy
instead of targeting specific group of customers. The reason behind this scheme is that there are a
number of big brand competitors in the market place like Shinepukur ceramics and Monno
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ceramics. While they are more established brand in the market, they usually deal with more
wholesale deals rather than retail ones. Paragon started to deal with both at one hand. Targeting
the mass market, they knew they had better chance of grabbing the market rather than targeting
specific group of people.
Current positioning
Although they call themselves the Tableware Specialist, currently their market position is at a
risk because of the kind of competition that the other companies have brought in the local
market. Instead of organizing and implementing marketing strategies they are still relying on
their brand value and word of mouth marketing to pull the customers to their doorstep. At the
current market structure this can prove disastrous as they have to work on new strategies and
skill in order to make sure that the people know that they provide amazing quality materials
which are one of the best in the market.
The audience context: They have segmented their audience in terms of their needs for good
quality tableware at an affordable rate for all the classes of people starting. They cover their
market for homemakers to restaurant owners to business class people.
The USP: PCIL believes they provide the best quality products to the entire market which is
highlighted in all of their social media campaigns.
The Action Component: Their distribution for the local market is mainly based on wholesale
business to business. So, their products are reaching the general market and sometimes to the
higher and niche market through retail stores and also online e commerce places like Daraz and
Evaly which makes their reach very effective.
The positioning ladder

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 Fame and reputation for years.
Emotional
Benefits

Best quality products

reasonable price range
Functional wholesale to retail distribution
Benefits

Resonable pricing, B2B distribution and pricing

Available at a selected range of designs and color and sizes such as
Features square,coupe and round for the general market
and Not an effective retail store to purchase product directly for customers
Attributes

Overview of Current Marketing Mix

Product
Strategy: full market coverage.
Paragon currently creates all kinds of tableware with innovative design being introduced as often
as they can get their hand on it. Their focus for the local market is mainly into hospitability and
homemaker segments. Their product category is described in the following table.

Plain
Economic

Porcelein Hospitality
Tableware

Delux/Premium Exclusive

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According to the figure provided, Paragon divides their market segment into two groups of the
product categories.
 Economic- This portion holds the local market audience with products which are
affordable and for daily use in home or office or hotels/restaurants. The subcategory of
this sections are:
1. Plain
2. Hospitality
 Deluxe/ Premium- This section is more modern, trendy and grabs the audience’s attention
with the beautiful design. This product category is mainly given for specific/ niche
markets. These products are both for exclusive showroom and export purpose.
1. Exclusive
2. Elegant

Each of these Products categories fall under bodies

1. Universal
2. Alumax
3. Pearl
4. Ivory Slik
Through their several facebook campaigns they promote these products with unique features and
designs mentioned.

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Economic and plain set for household regular use and hotels/restaurants purposes.

Premium and exclusive collection for upper class audience

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Exclusive and Deluxe collections fulfilling the aesthetic value if the consumers
Their exclusive products are each named based on a team and design highlighting the products to
fit different settings like, house parties, regulars, aristocratic/modern events.
Pricing
The current strategy followed by paragon is the cost based one as their main customers are the
wholesale shop owners, who buys their products at a mass amount and at a lower price than that
are offered in retail.

Product Package quantity Price

Economic 20-44pcs 2100-3400
Delux/Premium 20-44pcs 3500-5500
Premium 20-44pcs 5500-7000
.
Place
The paragon uses a direct distribution policy from the specific four places that are currently
available to the consumers of Bangladesh. One of the most weak points of this business strategy
is that they do not have a proper distribution channel throughout the country and the whole
sellers are actually sing this to their advantage to ask for huge prices from the customers
themselves. Their dealer dependency has been one uncontrollable fact for this business industry
for a long period of time.
Showroom and Display Center
Name Address
City Outlet Display Center Palladlum Shopping Complex
Shope # 07, Road # 95,
House # 01, Gulshan-02,
Dhaka-1212.
Head Office Display Center House No. 32, Road No. 1/A, Block-J,
Baridhara,
Dhaka-1212, Bangladesh.
Factory Outlet & Display Center Village Dogori (Nayapara),
Mirzapur Union, Gazipur-1700, Bangladesh.
Jamgora Showroom Fortune Super Market (Passtola), Shop # 08,
Jamgora, Ashulia, Shavar.
Retail Shop 235/1 Mo 35/1 Mohsin Tower (3rd Floor) New
Elephant Road (Jamuna Bank Building)
Bata signal, Dhaka-1205, Bangladesh.

Promotion

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The pricing varies at the wholesaler shops because those shop owners just put a tag as per their
wish and the company does not have a line of control on this pricing method. So, they do not
disclose their actual prices in the website or other social media platforms. Their promotions are
strictly tailored to meet the dealers end budget which they only disclose to them as per their
business policy.
They also use their social media platform like their e commerce site and facebook page to post
images about their new arrival design and variations although no price is ever mentioned.
Their main promotion is the word of mouth process possessed by the wholesalers who actually
understand the market demand more than them as they are the ones selling it to the customers
and penetrating the market.

1.8 Gap Strategies SWOT -TOWS Analysis

Weakness:
Strength:
W1: Market leaders competitve advantage in
S1: Strong brand reputation and equity among market share. e.g Shinepuker, RAK, Star etc.
customers.
W2: Lack of marketing and promotional tools.
S2: Access to high grade resources.
W3: Lack of design and varieties
S3: Favourable access to distribution channel
Oppourtunity:
SWOT
O1: Different unexplored market
O2: Untapped rural market with local retailers Threats:
O3: Unfulfilled customer need to quality T1: Large number of competitors in market.
product T2: Hike in interest rate and economic drop
down due to pandemic.
T3: Price wars with competitors

 SO Strategies:
S1O1: With a strong brand reputation they can easily capture the unexplored market share.
S2O3: Access to high quality resources they can fulfill according to customers need.
S102: With good brand equity easy to deal with local retailers to unexplored rural market.
 WO Strategies:
W3O3: PCIL can provide variety of products with different design to fulfill customers need.
W2O1: They can promote their products in unexplored markets to secure new TG.
 ST Strategies:

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S1T3: PCIL have good brand value and can come up with competitive pricing against their
competitors.
S2T1: With high grade resources they can compete with the market leaders.
 WT Strategies:
W2T2: During the pandemic, marketers are minimizing promotions after the economic fall
down.
W3T1: Due to lack of providing variety of products to their customers, competitors are taking
over more market share.

2. Recommended Strategies for Paragon Ceramics

2.1 Turnaround strategy:
Stages of turnaround strategy Description
Contraction 1. Downsizing the old regular product
productions
2. Sending the old products to sub-urban retail
stores
Consolidation Line extension strategy to increase the
declining market share in local market.
Two brand new product line:
 The Paragon Aesthetics
 The Paragon Elites

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2.2 Growth Strategies:
For Paragon to enhance the brand recognition and awareness, it is important to concentrate into
taking up some strategies at the SBU level. This will ultimately enable Paragon to sustain the
position in the market and also fight their current competitors.

Vertical Forward
Concentration Integration

Concentration - Considering Paragon’s current distribution strategy, it has been noticed that most
of their products are highly controlled via the other shop owners who buy wholesale from them
and this gives them the power to manipulate the pricing. So, with the vertical forward
integration, Paragon will be able to operate from new retail stores and also at the same time will
grab power in their hands over the retailers. This will overall create a lot of brand awareness for
Paragon as the products will reach all parts of the country.

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 Paragon Retail stores across Bangladesh

Strategic decision of products to offer and markets to target

Product development:
For Paragon’s existing market we are focusing on bring another type of ceramics product for the
tableware which is Bone China. This is available at a small quantity to the competitors without
much unique designs. But since our USP will be to bring the most unique designs at the table we
will be launching this new category of product especially for the elite groups of our target
segment. Alongside this, we will be introducing a new product which is barely available at the
market which is Ramekins.

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 Bone China Dinner sets (European Design) Ramekins
New Product Line of Paragon
Since this company is an established one and the quality of products Paragon offers is quite well
taken by the people, it is now time for the people to get the taste of aesthetics and modern luxury
through the new product lines to be launched. This will not require high investment and at the
same time will attract new and old customers to recognize this brand as a must have in their
table.

B2C: Current
Trendy Products
B2B : Other
Retailers
Paragon Ceramics B2C: Paragon
Aesthetics

B2C:Paragon Elites
Paragon’s B2B chain: This process covers a highly diverse product distribution base for
Paragon without giving the brand recognition. But this procures great revenue for the company.
So, distributing Paragon’s least trendy products and products for the restaurant chains will be the
new plan. This ensures that the revenue stream remains intact while new investments are made.
Paragon’s New B2C strategy line: Paragon currently has only a number of retail stores mostly
for showcasing their products which are not very efficient, hence opening new retail stores under
the company’s own name will give the brand the correct recognition and will make the products
reach the different target sectors we are focusing on. Depending on the demand of the products
and the audience preference the retail stores will show the products.

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Changes for the current product offerings:For the current product we are going to
differentiate by creating two different sections as mentioned above. These offerings will be
followed through our market penetration strategies as we will be updating our products with
unique packaging, quantity and distributing them across Bangladesh through our website and
app.

Wall graffiti in
Chottogram- Making
Paragon’s presence
through Murial.

New Product Offerings

Modern,Elegant Designs Raw Materials

Product lines divided in two categories for the consumers

Paragon Elite
Paragon Aesthetics

Value Proposition Set

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 Core Level Augmented level Potential Level

Attributes Feature Standard, trendy Easily available nearby Customization of

designs designs
Quality Long durability Oven to table How to store it well
manual
Benefits Functio Comfortable to use Various price ranges Order via website/app
nal
Emotion Pleasing to the eyes Fulfillment Superiority
al

2. A New customer profile table: PRIZM format

Proposed Target Market Strategy:

Segment 1 Segment 2
Product 1

Product 2
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For target market strategy we would like to suggest Selective Specialization Strategy.
Mid-range income level Segment -1 Product 1: The Paragon
customers Aesthetics
Upper-range income level Segment – 2 Product 2: The Paragon Elites
customers

Positioning Statement:
“Paragon: Experience a new level of dining with elegance”
Audience: [Convince] To lifestyle conscious people who always want to be unique and
sophisticated
UPS: [That] Paragon provides premium and exclusive designed tableware
Contextual Logic: [Because] New products of paragon will be aesthetically pleasing and impact
positively to increase social value of the customers.
Consumer Profile:
Geographic Demographic Persona
Area: Urban, Sub-urban Age: 20-50+ Psychographic:
Location: Mega cities Gender: Male and female
both Attitude/feelings: Positive,
Income: Discretionary Influential
Family size: nuclear, joint Lifestyle: Tv opposing
family moderates, Interactive party
Education: Educated animals, outgoing socializers
Occupation: Student, Personality trait: Ambitious,
corporate executives, competence, sophistications,
Business magnet. Gregarious
Preference: Arong, Satori,
Hatil
Value: Intellectual autonomy,
Hierarchy, Affective
autonomy

Behavioral:
Volume: Light to heavy user
Benefit: Brand image,
durability, unique designs

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 Loyalty: Brand loyalty,
shifting loyalty

Action Components:
1. Product differentiation: Paragon’s new introduced products made with bone china will be
unique in design and elegant looking appearance comparing to the current competitors.
2. Service differentiation: Paragon will be available in mega cities and important areas.
They will start their e-commerce side with online deliveries. Also, their service providers
will be available for customers.
3. People differentiation: For retail shops in specific areas specially for Elite target market
(Gulshan/Banani/Uttora/Dhanmondi), there will be properly trained employees to assist
the customers.
4. Channel differentiation: Paragon will get competitive advantage because the way they
will distribute their products. Their channel expertise and performance will help to
increase the overall market share.

Array of brands:
Sub Branding:
Co-driver:
The brand name “Paragon” and sub brand name “Elite”/ “Aesthetic” both will have major driver
roles. It will create brand awareness among the customers as Paragon was a dying brand.
Customers used to buy their products from retails shops without knowing the name of the brand.
But we would like to propose them to use their master brand and sub-brand’s logo in same size.

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C. Disruptive Pricing Strategies:

Product Quality Price

High Medium Low
High Premium High Value Superb value
(Paragon Ceramics)
Medium Over Charging Average Good Value
Low Rip-Off False Economy Economy

Reverse Cost plus to Value Pricing: There is currently significant demand for elegant
tableware ceramics in Bangladesh. Most customers prefer to use high-quality ceramic tableware
because people become more aware of quality nowadays. Our GDP and disposable income have
risen. There is therefore a great opportunity for Paragon ceramics to take over this market. In
particular, the demand for urban areas is ready. Paragon to launch bone china product line & jute
made table cloths. We will explain this price increase by highlighting the added value of its
products. This product line will be of excellent quality at a medium price. The price increase
would be due to the higher quality of the product. The implementation of the marketing
repositioning strategy is to establish high perceived value among customers and potential future
customers. The key objective of pursuing such a strategy is to convince the consumer that
Paragon is more competitive. As a result, we have made Paragon ceramics a high-value segment,
designing a new strategy.
Value Based Pricing:

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  Product Line Pricing: Paragon is introducing multiple product lines. So, they will
charge different pricing for different brands. Because customers don’t want to pay the
same price for different products.
 Optional Product Pricing & Product from Pricing: Each tableware set comes in
different sizes. They’ll charge accordingly to their product size. It will give people the
option to buy according to their budget.
 Psychological Pricing: After positioning in the right target market we will play with
numbers. We’ll change their existing line price by using psychological pricing. And we’ll
convince our retailer to set our products with competitors' expensive product line. So,
people can perceive paragon is giving more value. It gives us competitive advantages.
 Customer Segment Pricing: We’ll set our pricing differently for a different customer
segment. The bone chine product line is very exclusive to other products.
 Time Pricing: During the wedding season we’ll run a sales promotion. During this
season in a year, their price will go down. It will increase our sales volume.
Price Sensitivity: Since Bangladesh is a price-sensitive market, prices are very much compared
with similar service providers. Also, the majority of the people are middle class. There will also
be a high price sensitivity problem and people will equate our prices with our competitors.
Another fact is that switching costs are very low. People will therefore be more price sensitive.
Emotional- transparent pricing/offer: For Paragon, the consumer comes first and they have
the highest priority. We will also aim to be as transparent as practical in our pricing but there will
be no additional expenses. All expenses, including VAT, are included in the rates listed on our
website.
Apart from all these tactics, we would suggest a minor price cut in our current line. Our price
will not decline for all categories of market segments. Price would only be lowered to current old
and slow items. We take this step to increase our sales revenue.
New Price for the current offerings:
Type of Product Old Price New Price Justification
Paragon Designs – 2100 – 3400 TK 2000 – 3200 TK Because some of the
Economic Collection designs are slow
items. We have to
clear our inventory.
Paragon Designs – 3500 – 5500 TK 3200 – 5200 TK There are too many
Deluxe Collection competitions in this
range. As a player of
a price-sensitive
market, we are
decreasing our price.

Bowman’s Clock

27 | P a g e
 Differentiation: Paragon aesthetics will introduce a high-quality mid-priced product to young,
freak lifestyle people. If we set the price low, we're not going to be able to fulfill the standard.
Consequently, with our cost of production, the very minimal profit margin for this segment will
be implemented.
Focused Differentiation: This brand will introduce only for a niche market. We will be
established the POD. We’ll introduce exclusive and limited-edition tableware for this market.

D. Disruptive Distribution Channel:

Distribution Structure:

Producer Producer

Retailer/ Dealers

Consumer Consumer

28 | P a g e
 Fig: Indirect distribution Fig: Direct Distribution

Distribution of old and regular products:

Paragon ceramics is going to use indirect distribution channel for its regular product line. With
indirect distribution, we can gain competitive advantage. We can have an increased consumer
base. It will increase more time to focus on our products, our customer base and increase the
range of our target customer according to their purchasing power. We are using the retailers to
sell out the old and regular product lines. B2B and retailers usually do not want to reveal the
product prices. They sell products based on personalized pricing. Distribution of new products:
As we are coming up with new product lines and developing new products for Paragon ceramics,
we are going to display on our own display center. We will open our own showroom with
exclusive collection and mid-range products to target different customer segments. To maintain
the exclusivity of our product, we will use direct distribution channel with the help of in-house
distributors from producers to end customers.
Direct distribution is a relationship driven model which can help us to understand the overall
process of consumers. We can build the consumer experience within our control by creating
brand image as well as added benefit of direct interaction and building relationship with
customers.
Distribution Strategy:
Selective Distribution is the most effective distribution strategy for our product because we are
going to set up limited number of outlets according to its geographic location. We are using
selective distribution because customers sometimes have brand preference while purchasing
specific product.
Selective distribution occurs due to limited outlets in specific limited locations, as it might sound
restrictive but it will help us to filter out the best performing outlet. This relent better
performance and will allow Paragon ceramics to focus on resources for better use. Selective
distribution will allow us to cover optimum market share at relatively lower price. Consumers
are likely to be benefitted from better quality and products.
Sustainable Competitive Advantage:

Navigation

29 | P a g e
 Reach Affiliation Richness Range

Reach: Paragon ceramics sees an opportunity to break away from the stranglehold of retailers
and build direct relationship with customers. Our customers can reach us through Google map
from our website or through or app. Through Facebook login, our customers can take query of
our products from the website or apps. Our app will suggest the customers with nearby location
outlets and also can buy products through the app. Through the app customers can use easy and
safe payment system to buy products.

Affiliation: It is a modern way for customers to experience the product without even buying it.
Consumers like watching reviews, posts and relevant ads on social media before buying. It
creates a distinctive positioning in the mind of the customers about Paragon ceramics. Social
media like Facebook, Instagram and Snapchat play immense role in promoting the products by
collaborating with celebrities, influencers. Customer will they are using and experiencing the
product watching them.

30 | P a g e
 Richness: Traditional retailers have detailed information about customers and the internet
enhances their ability to collect and use customer-related information. The company can
maintain a customer information file with anniversary and birthday information, as well as a
record of gifts sent to specific recipients. It can thus alert customers when a birthday or
anniversary is approaching and suggest a gift. Customers always feel special when offered with
discounts, coupons, vouchers in different occasions. Online media helps use to understand
customers using cookies, collecting information. We can use these IMC tools to get our customer
back providing them personalized offers on Paragon ceramics only for them.
Range: To honor our customers’ satisfaction, we will let our customers customize their products.
In bundle products like dinner set, tea set, consumers can select the size of the plates, cups etc
according to their choice. Customers can add extra items like spoon or extra cup, plates if needed
with additional pricing. It creates trust and loyalty for the brand.
E. Develop Integrated marketing Communication for Paragon
Step1: Identifying Target Audience-
Our new target audience will be upper middle to upper class audience based on the preference of their liking
our products will be catered as high quality with the most unique designs, which will target towards their self-
actualization needs.
Step2: The objective for Paragon is to become the market leader by expanding all over the country and
beyond while maintain strong brand awareness and delivering the best quality tableware through 2 new and
exciting product lines and with new product categories.
For our SMART objective we chose the Innovation adoption Model as a customer response to design our IMC
campaign.
Smart IMC Objective Table:

Specifics Advertisin Sales Digital Direct Interactiv PR/ Support

g Promo Marketin Marketin e Publicit Media
g g Marketing y
Awarenes 60% 50% 90% 50% 60% 45% 50%
s 8 months 6month 12month 6months 4 months 4month 6month
s s s s
Interest 40% 40% 80% 40% 40% 40% 45%
3 months 5month 10month 5months 3months 3month 5month
s s s s
Evaluatio 30% 30% 70% 35% 35% 35% 35%
n 2 months 4month 8months 4months 2months 2month 4month
s s s
Trial 20% 20% 60% 25% 20% 30% 25%
1month 3month 6months 3months 1month 2month 3month
s s s
Adoption 15% 20% 50% 20% 20% 20% 20%
1month 1month 4months 2months 1month 1month 2month

31 | P a g e
 s

Budget for the campaign- BDT 40000000

Duration- 1 year
Target market size- Upper middle class and upper class

Media Mix Table

Type Sub types Platforms Channels / Spot ad Placem Timing of Dai Time
of name of the timing ent airing the ly Frame of
Media publication media ad Fre the
vehicle qu campaign
(name enc
of the y
progra
ms)
Perso SMM FB Paragon 30 Name 9-11.30 4 10
nal Ceramics seconds of the am, months
pages 12.30-
2.30 pm,
4-6 pm ,
7-9 pm
Instagram Paragon_Cer 12am
amicsBD 4pm
Snapchat ParagonCera 12am,
mics2020 12pm,5p
m, 8pm
Mobile Direct Paragon 9 am to 9 1 4 months
Marketing texting Ceramics pm
form the
marketers
Other Google, Paragon Google 24/7 6 months
Digital yahoo, Ceramics display
( website, other networ
search websites k
engine, banner
email, etc - News,
media
and
other
Bangla

32 | P a g e
 deshi
website
s
Non- News Daily Star 1 10 days
personal Paper ProthomAlo 1 20 days
Print Dhaka 1 5 days
Tribune
ShomoKaal 1 5 days
Magazine Ice Today 1 day
Canvas 1 1 day
Mirror 1 1 day
Business 1 5 days
Today
Support Billboard Dhaka, 30 1 12
Media wall Muriel (Gulshan, seconds months
Bijoysarani) read
Shylhet,
Rajhshai,
Chittagong,
Khulna
Mobile Texting Grameenph 30 10am 1 12
using the one, Robi, seconds
telecom Banglalink read
companies
Direct Leaflets , Shops, Shops,
Marketing/P brochures Newspapers Newspap
ersonal ers
Selling

Strategies to develop awareness

Our main motive is generate awareness in our audiences’ mind as to how Paragon Ceramics should be at
every table be it a family event or a social gather. Through our experiential marketing tactics we are
trying to develop all the senses through the following campaigns.
Static Interactive Content Marketing

33 | P a g e
 Billboard Featuring Paragon family with the Facebook Ad- Featuring how to maintain
tagline “শেষ কবে পরিবারের সাথে খেয়েছেন ?” – and polish such expensive tableware.
Interactive content
inducing Act, feel, marketing
thinking marketing. -Inducing Logical thinking. To enhance the
stickiness

Magazine- Canvas/ Ice Today. Spin the wheel- interactive content Audience can
Instagram (tool)- Tag yourspin
friends and beand
the wheel a part
win exciting discounts from our
Audience can open through the envelop and view
of a lucky draw and winnewan exciting meal at
outlets. (2 days)
our newly launched designs.(once a month
O’Play for the
with your loved one.(2days) 34 | P a g e
next 3 month)
Integrate B2C sales promotional keys

Contest- Paragon Thali Contest. This contest will Event Sponsorship- Promotional
generate the content with our hashtags and create an week. (4 weeks event. 2 episodes
interaction with the audience. ( 1 week ) Promotional every week)
week

35 | P a g e
 Coupon discount- Cross Ruffs- This will create a buzz among both the audiences/customers of the
respective brands. This coupon will last for a limited time offer. (2 weeks)

Integrate Digital Marketing Strategies

Paragon will have greater presence in the digital world. With the following strategies we intend to create
integrated and interactive campaigns of Paragon.
Display advertisement: (Pop under) as we are focusing to enhance the lifestyle of our audience with our
beautiful designs and super exclusive quality, we intend to show our banner ad in Daily Star lifestyle website
page. This will increase the awareness of our target audience.

Search engine marketing: Through this we intend to promote our website, so whenever people search for
ceramics, the first link that comes is Paragon Ceramics.
Social Media

36 | P a g e
 Paragon Official Snapchat account

Paragon’s official facebook page Official instagram

account

Rich media
 Online Commercials: These ads / short clips will be posted in the forms of facebook video posts,
instagram stories and snapchat stories.

37 | P a g e
 Video on Demand: Short clips of what’s to come, sneak peeks will be posted as instagram, snapchat
stories. As well as these will highlight their public events.
 Webisode- For the web episode,
Paragon will run short episodes featuring Navin Ahmed, the owner of an Italian Bistro and also a
renowned influencer.
 It will be a 3 episode show which will show how
 Navin Ahmed uses Paragon both in her restaurant workplace and also in her own home.
 Showcasing the strong women and how they balance both their lives so well.
 The evident part will be the meal with family.
 This will show family bonding, to evoke emotional appeal in our audience.
 The #paragon_with_strong_women will generate a lot of awareness for the brand
overall.

Webisode- featuring Navin Ahmed

Affiliate marketing- Navin Ahmed acting
#ParagonwithstrongWomen
as the face of our brand. Paragon sending
exclusive collection as a gift to Navin
Ahmed.

38 | P a g e
 Share your #moment_with_paragon and the lucky winner will invite for two at our launching event!

Cause related Corporate Social Responsibility (CSR):

Paragon will start a campaign to fulfill their CSR activities with customer’s involvement. 2% from the
customers payment will go directly to a fund. From this fund, the company will buy groceries for
underprivileged families. The campaign will have a tagline “Happiness from your table to theirs”. As
Paragon’s new products are mainly targeted to elite group of Bangladesh, they will feel delighted to help
underprivileged people with their purchases

SEO PR

39 | P a g e
These will be behind the scenes events posts and stories posted before the launching event. Generating a hype
among the audience. One approach will be online. Another will be offline activation campaign in NSU/IUB.
Asking students to participate in a gaming event to win tickets to the launching event.

Launching event
The launching event will host people who are influencers, lifestyle jouranalists etc. there will be photobooths
and Paint_your_tableware gaming and participating options for more engagemnt. The event will be inaugrated
by the face of our brand Navin Ahmed.

40 | P a g e
Mobile App

41 | P a g e
Kiosk at Unimart and at Bashundhara.

Scan the code to visit our App and be a part of

exciting offers. (3months)

42 | P a g e
Website of Paragon
https://promigoswami.wixsite.com/mysite

F. Relationship Marketing Strategies:

One to one customization (1:1): Paragon’s premium customers will have the opportunities to
select and trial option for buying tableware. They can select their preferable options online and
mention time schedule. Paragon’s sales representative will go through their preferences and
suggest customized options and after proper confirmation they will physically go to customers
house with products. The representatives will also decorate the tableware on customer’s table.
Customers will have 1 hour to decide whether they like the product or not. To avail this service
the customers only need to pay the transportation cost.
Paragon will also look for their loyal customers’ previous buying behavior and inform them via
mail/social media/call when new designs arrive that matches with their preferences.

43 | P a g e
Permission Marketing: With proper consent, Paragon will store customers data (anniversary,
birthday) on their server and give them special discounts for specific days. The new target
market for Paragon is very social personalities and love to arrange social gatherings. They might
avail the discount and purchase new tableware before their home events.

44 | P a g e
G. Physical Evidence: use visuals:

45 | P a g e
H. Dealing Competitions:
Monno Ceramics, Shainepukur Ceramics are our key competitors. We want to target their
weakness & strength to defend ourselves. Here, we are proposing one offensive and one
defensive rivalry strategy for Paragon.
Competition Strategy Description & How Part
As Market Challenger, we’ll use frontal
Offensive attack. By attacking competitor’s strength,
we’ll hide our weaknesses. We’ll introduce
same as every running product line of our
competitors. Besides that, we’ll also use
bypass attack by introducing our new product
lines and new market.
Price War: Paragon will introduce their new
bone china product line with exclusive
designs but their price won’t be more than
Defensive their existing competitors. Adding more
value to their product at a lower price will
give them competitive advantages. More
advertising and promotions to increase
awareness of better products.

References:
1. Economic Collections | Paragon Ceramic Industries Limited. (2020). Retrieved 25 September
2020, from http://www.paragonceramicbd.com/category/economic-collections
2. Paragon Ceramic Industries Limited. (2020). Retrieved 25 September 2020, from
https://www.facebook.com/paragonceramic
3. An overview of Bangladesh's ceramics industry. (2020). Retrieved 25 September 2020, from
https://www.thedailystar.net/supplements/overview-bangladeshs-ceramics-industry-1498489
4. Express, T. (2020). Size of ceramic industry may double by 2023. Retrieved 25 September 2020,
from https://thefinancialexpress.com.bd/trade/size-of-ceramic-industry-may-double-by-2023-
1574137879
5. Ceramics – A rising star in industries. (2020). Retrieved 25 September 2020, from
https://tbsnews.net/economy/industry/ceramics-rising-star-industries

46 | P a g e
Appendix:

47 | P a g e
48 | P a g e
49 | P a g e
50 | P a g e
Peer Evaluation:
Sr Name ID Contribution/ Topics (written/done
Number for the report)
15 Md. Kamrujjaman 1620258030 1.3, 1.4, C, G, H & Visual Content
Rafi Making
21 Zinedin Zeedan 1631554630
Chowdhury
27 Promi Goswami 1731882030
31 Elma Habiba 1812162630 1.1, 1.2, 2.1, A, F & Online Survey

Group Peer Evaluation Form

PEER Evaluation Form

Your Name : Md. Kamrujjaman Rafi

Assignment: MKT 460 Final Report on – Paragon Ceramics

Carefully evaluate the performance of each member of your group, excluding yourself, over the
period of the group project.

5 – Outstanding 4 – Good 3 – Satisfactory 2 – Poor 1 – Unacceptable

Group Group Group Group Group Group Group

Memb Memb Memb Memb Memb Memb Memb
er #1 er #2 er #3 er #4 er #5 er #6 er #7
Name: Name: Name: Name: Name: Name: Name:

Promi

51 | P a g e
 Zinedi Gosw Elma
n ami Habib
Zeedan a
Chowd
hury

1. Did his/her fair share of the work 5 5 5

that was required
2. Cooperated with other group 5 5 5
members

3. Shared responsibilities and did 5 5 5

not try to take charge
inappropriately
4. Completed his/her share of the 5 5 5
work on schedule

5. Always submitted his/her best 5 5 5

effort
6. Communicated thoughts and 5 5 5
feelings effectively

7. Was always well prepared for 5 5 5

meetings and the actual
presentation.
8. Participated in, and contributed 5 5 5
to, all relevant discussions

9. Attended group meetings when 5 5 5

required to do so.
10. I would choose this person, 5 5 5
over all others, to be in the same
group with me in the future.

The average for this person (1 to 5): _____5______ _____5_______ _____5______

___________
(Round average for each group member to two decimal places, e.g. 4.25)

Sr Name ID Contribution/ Topics (written/done

Number for the report)
15 Md. Kamrujjaman 1620258030 1.3, 1.4, C, G, H

52 | P a g e
 Rafi
21 Zinedin Zeedan 1631554630 1.5, 1.8, B, D
Chowdhury
27 Promi Goswami 1731882030 1.6, 1.7, 2.2, B, E, Website
31 Elma Habiba 1812162630 1.1, 1.2, 2.1, A, B, E, F & Online
Survey

Sr Name ID Contribution/ Topics (written/done

Number for the report)
15 Md. Kamrujjaman 1620258030 1.3, 1.4, C, G, H
Rafi
21 Zinedin Zeedan 1631554630 1.5, 1.8, B, D
Chowdhury
27 Promi Goswami 1731882030 1.6, 1.7, 2.2, B, E, Website
31 Elma Habiba 1812162630 1.1, 1.2, 2.1, A, B, E, F & Online
Survey

Group Peer Evaluation Form

PEER Evaluation Form

Your Name: Zinedin Zeedan Chowdhury

Assignment: MKT 460 Final Report on – Paragon Ceramics

Carefully evaluate the performance of each member of your group, excluding yourself, over the
period of the group project.

5 – Outstanding 4 – Good 3 – Satisfactory 2 – Poor 1 – Unacceptable

Group Member #1 Group Member #2 Group Member #3

Name: Name: Name:

Elma Habiba Promi Goswami Md. Kamrujjaman Rafi

1. Did his/her fair share of the work 5 5 5

that was required
2. Cooperated with other group 5 5 5

53 | P a g e
members

3. Shared responsibilities and did 5 5 5

not try to take charge
inappropriately
4. Completed his/her share of the 5 5 5
work on schedule

5. Always submitted his/her best 5 5 5

effort
6. Communicated thoughts and 5 5 5
feelings effectively

7. Was always well prepared for 5 5 5

meetings and the actual
presentation.
8. Participated in, and contributed 5 5 5
to, all relevant discussions

9. Attended group meetings when 5 5 5

required to do so.
10. I would choose this person, 5 5 5
over all others, to be in the same
group with me in the future.

The average for this person (1 to 5): _____5______ _____5_______ _____5______

(Round average for each group member to two decimal places, e.g. 4.25)

PEER Evaluation Form

Your Name: Elma Habiba

Assignment: MKT 460 Final Report on – Paragon Ceramics

Carefully evaluate the performance of each member of your group, excluding yourself, over the
period of the group project.

54 | P a g e
5 – Outstanding 4 – Good 3 – Satisfactory 2 – Poor 1 – Unacceptable

Group Member #1 Group Member #2 Group Member #3

Name: Name: Name:

Zinedin Zeedan Promi Goswami Md. Kamrujjaman Rafi

Chowdhury

1. Did his/her fair share of the work 5 5 5

that was required

2. Cooperated with other group 5 5 5

members
3. Shared responsibilities and did 5 5 5
not try to take charge
inappropriately

4. Completed his/her share of the 5 5 5

work on schedule
5. Always submitted his/her best 5 5 5

effort

6. Communicated thoughts and 5 5 5

feelings effectively
7. Was always well prepared for 5 5 5
meetings and the actual
presentation.
8. Participated in, and contributed 5 5 5
to, all relevant discussions
9. Attended group meetings when 5 5 5
required to do so.

10. I would choose this person, 5 5 5

over all others, to be in the same
group with me in the future.

The average for this person (1 to 5): _____5______ _____5_______ _____5______

(Round average for each group member to two decimal places, e.g. 4.25)

55 | P a g e
 Sr Name ID Contribution/ Topics (written/done
Number for the report)
15 Md. Kamrujjaman 1620258030 1.3, 1.4, C, G, H
Rafi
21 Zinedin Zeedan 1631554630 1.5, 1.8, B, D
Chowdhury
27 Promi Goswami 1731882030 1.6, 1.7, 2.2, B, E, Website
31 Elma Habiba 1812162630 1.1, 1.2, 2.1, A, B, E, F & Online
Survey

Group Peer Evaluation Form

PEER Evaluation Form

Your Name: Zinedin Zeedan Chowdhury

Assignment: MKT 460 Final Report on – Paragon Ceramics

Carefully evaluate the performance of each member of your group, excluding yourself, over the
period of the group project.

5 – Outstanding 4 – Good 3 – Satisfactory 2 – Poor 1 – Unacceptable

Group Member #1 Group Member #2 Group Member #3

Name: Name: Name:

Elma Habiba Promi Goswami Md. Kamrujjaman Rafi

1. Did his/her fair share of the work 5 5 5

that was required

2. Cooperated with other group 5 5 5

members
3. Shared responsibilities and did 5 5 5
not try to take charge
inappropriately

56 | P a g e
4. Completed his/her share of the 5 5 5
work on schedule

5. Always submitted his/her best 5 5 5

effort
6. Communicated thoughts and 5 5 5
feelings effectively

7. Was always well prepared for 5 5 5

meetings and the actual
presentation.
8. Participated in, and contributed 5 5 5
to, all relevant discussions

9. Attended group meetings when 5 5 5

required to do so.
10. I would choose this person, 5 5 5
over all others, to be in the same
group with me in the future.

The average for this person (1 to 5): _____5______ _____5_______ _____5______

(Round average for each group member to two decimal places, e.g. 4.25)

Sr Name ID Contribution/ Topics (written/done

Number for the report)
15 Md. Kamrujjaman 1620258030 1.3, 1.4, C, G, H
Rafi
21 Zinedin Zeedan 1631554630 1.5,1.8,B,D
Chowdhury
27 Promi Goswami 1731882030 1.6,1.7,2.2,B,E, Website
31 Elma Habiba 1812162630 1.1, 1.2, 2.1, A,E, F & Online Survey

Group Peer Evaluation Form

PEER Evaluation Form

Your Name: Promi Goswami

57 | P a g e
Assignment: MKT 460 Final Report on – Paragon Ceramics
5 – Outstanding 4 – Good 3 – Satisfactory 2 – Poor 1 – Unacceptable

Group Group Group

Member Member #2 Member
#1 Name: #3
Name: Name:
Md.
Zinedin Kamrujjaman Elma
Zeedan Rafi Habiba
Chowdhury

1. Did his/her fair share of the 5 5 5

work that was required
2. Cooperated with other 5 5 5
group members

3. Shared responsibilities and 5 5 5

did not try to take charge
inappropriately
4. Completed his/her share of 5 5 5
the work on schedule

5. Always submitted his/her 5 5 5

best

effort
6. Communicated thoughts and 5 5 5
feelings effectively
7. Was always well prepared 5 5 5
for meetings and the actual
presentation.
8. Participated in, and 5 5 5
contributed to, all relevant
discussions

9. Attended group meetings 5 5 5

when required to do so.
10. I would choose this person, 5 5 5
over all others, to be in the
same group with me in the

58 | P a g e
 future.

The average for this person (1 to 5): _____5______ _____5_______ _____5______

___5________

59 | P a g e