Arab Academy for Science,

Technology and Maritime Transport

Module: Marketing Management

Final Exam
Program: MBA
Date: 12/12/2022
Under supervision of Dr. Mohamed Khaled

Group: 2CC (General track) –Monday

Presented by:

1. Ramy Nabil Mohamed.

2. Mohamed Magdy El-Sayed.
3. Maha Abdallah.
4. Mina Danial.
5. Remon Nabil Youssef.
Table of content
 Organization overview-----------------------------------------------------------------------------
 organization name
 organization information
 stakeholders
 key customer segment
 Internal and external environments
 PESTEL analysis
 Porter five forces
 Internal resources and capabilities
 SWOT/TOWS analysis
 SMART
 Marketing strategy
 ANSOFF
 Porter
 Segmentation
 Targeting
 Positioning
 Marketing mix
 NPS
Organization name: EVA Group Limited
Organization information:
Type of organization: profit organization
EVA Pharma is now one of the fastest-growing branded generic
pharmaceutical manufacturers in the region, founded in Egypt in 1997.
EVA develops innovative products that meet the healthcare needs of people around the
world. As a result, we now have a global reach, exporting to over 41 countries, including
to the European Union
 CEO: Riad Mounir Armanious (January 2011)
 Size of organization: large company (5,000+ employees)
 Headquarter: Cairo
 Operational profit: 400 million EGP ( S1 2022)
 Owner: Armanios Family
 Affiliates: EVA-Pharma, Limitless naturals, Limitless Care, EVA Animal Health, EVA
Cosmetics
 Type of company: An Egyptian company specialized in the pharmaceutical field,
profitable.
 Vision: Empower the fight for health and well-being as a Human right.
 Mission: A purpose-driven diverse top team that strives to save and improve
millions of lives, by sustainably offering accessible high-value medicines and health
care solutions that address local patients’ needs
History
 1917 Dr. Riad Armanious lays the foundations of EVA Group by establishing an
import and export company, Droguerie Dr. Riad Armanious Import & Distribution of
Pharmaceutical Products.
 1935 Dr. Armanious establishes the second pharmaceutical company in Egypt, Les
Laboratories Delta.
 1997 EVA Pharma is founded in Cairo.
 2014 Eva Biomedical European Development Institute, a research center, is
established in Hungary.
 2017 The Horus pharmaceutical manufacturing facility is established in 6th of
October, Egypt.
 2018 The Mounir Armanious Research Center (MARC), a research and development
facility, is established in Haram, Egypt.
 2019 Elbe Life Science is established in Hamburg, Germany, as an affiliate of EVA
Group.
 2020 Partnership with Gilead Science corporation.
 2021 Remdesvir 1st approved treatment for Covid-19.
 2021 Launching Limitless corporation.
 2022 Launching EVA-Pharma Animal Health.
Size of organization
1.Large – (5,000+ employees)
2.Sales
Total sales in 2022 (YTD 9/22): 3.02 billion EGP
Total sales in 2021: 3.5 billion EGP
Total sales in 2020: 2.5 billion EGP
Expecting closing total 2022 4.2 billion EGP with growth percent over 2021 (20%). Total
growth over 2020 (100%) due to expansion in Covid portfolio by sustainably offering
accessible high-value medicines and health care solutions that address local patients’
needs against Covid-19 pandemic crisis.

Range of products and services

Range of products and services
Products line 1 Products line 2 Products line 3
Pharmaceutical Human Health Pharmaceutical Animal EVA Cosmetics
Health
Bone Diabetes Anti-infective Multivitamins Poultry Ruminants Pets Hair care Baby care
Division Division Division Division
Genuphil Gliptus Moxiflox Limitless man -Alcofan -Diclopain Evatri -Aloe EVA -EVA Clinic
Diacerine Thiotacid Remdesvir & woman -Evactin -Rumitone -Magic Touch Baby
Acticola Milga Avipravir Omega 3 -EVA Hair Clinic -Scalp & Hair
VitC & Zinc
Customer Base
B2B: Franchise, all of business companies
B2C: customers, employee
B2G: Hospital Gov. , universities, Ministries, Army

Competitors analysis
Company name IMS rank YTD 10/21 Value
Novartis pharmaceutical 1st 4.29 billion EGP
EVA Pharma 2nd 3.15 billion EGP
Amoun Pharmaceutical 3rd 2.95 billion EGP

Stakeholders
Internal: Employees (sales, Marketing, HR, Accounting, Board of Directors, Engineering, call center,
technical support, Cleaners)
External: Distributors, customers, owners, franchise, all ministries, employees’ companies, cleaning
companies
Stake holder Level of interest Power Classification
Customer Market High Low Keep informed
Internal Markets High High Key players
Referral Markets High High Key players
Supplier Markets High High Key players
Shareholders High High Key players
Employee Markets High Low Keep informed
Influence Markets Low Low Minimal effort
Government Low High Keep satisfied

Market Segment and Targeting

wide range of portfolio (supplements, multivitamins and different diseases treatments) covers a
wide range of targeted segments
Age:
o Kids: from (2-5)
o Children: from (6-20) years
o Young adults: from (21-35)
o Moms, Dads, and the Elderly.
Board members
PESTEL factor classification Factor Consequences Potential Time frame Type Implications Relative
impact importance

Political Taxation policy E-invoice - Preventing illegal Low Short Opportunity Increasing Low
competitors.
- Lag in revenue recognition.
Government policy Importation - Increase in demand High Long Opportunity Increasing High
restrictions towards the local products.
Wars Russo-Ukraine war - Increasing the fuel price High Undecided Threat Increasing High
worldwide.
- Global supply chain crisis,
thus, shortage in row
materials.
- Decline in foreign exchange
reserves, thus, importation
restrictions.
Stability of political Stable political regime - The Egyptian market High Medium Opportunity Increasing High
regime attracted many investors.
- Growth in economics, thus,
personal income.
Economics Interest rate Repeated interest - Market instability. High Medium Threat Increasing High
rate increase - Raising in investment costs.
- Decreased liquidity, thus,
declining in purchase power.

Inflation Hyper inflation - Decline in purchase power. High Medium Threat Increasing High
- Increasing production
factors costs.
Unemployment rate Decreasing - Increasing salaries. Medium Short Threat Decreasing Low
unemployment rate
Energy available and Shortage in fuel - Increasing fuel prices. Medium Long Threat Increasing Medium
cost supply worldwide
Socio-cultural Lifestyle Lifestyle development - Increasing the demand High Long Opportunity Increasing High
toward cosmetics.
Education Education - increasing the community’s Low Long Opportunity Increasing High
development awareness of avoiding
oriental mixes.
Technology Internet E-marketing - Improved flow of information, High Long Opportunity Increasing High
new products and customer
services, improved availability,
and improved market
transparency. To design and
implement a successful e-
marketing program, a number
of theories, applications, and
technologies must be carefully
analyzed and understood
Communications Communication skills - Communication plays a crucial High Long Opportunity Increasing High
role in finding the most suitable
audience for product marketing.
Employees with a strong
communicative skillset can
determine more accurately the
right group, their preferences,
and consumer habits.
Social media Marketing and - In social media marketing, High Long Opportunity Increasing High
surveying the customer has more
power over the brands.
Customers have a voice that
resonates with the masses.
Social media gives
customers the ability to
publicly share their views
about a product without the
fear of trial. It takes away
the power of influence from
businesses and empowers
customers.
Environmental Availability of non- Sustainability - Customers should be aware of High Long Threat Increasing High
factors renewable goods the non-renewable goods
 Workplace efficiency Workplace - Organizations must maintain a High Long Opportunity Increasing High
environment better environment in order to
enhance employee productivity
as, employee performance and
workplace environment have a
direct and positive relationship,
employee productivity and
physical as well as behavioral
environment are linked through
employee health
Legal factors Health and safety Workplace safety - Health and safety in the High Long Threat Increasing High
workplace are vital, as it
ensures the general welfare
of employees and supports
them when carrying out
specific tasks. There are
legal regulations set in place
to support employees,
employers, and the general
public with implementing
health and safety
procedures at work. But
regardless of regulation, we
are all responsible for
workplace health and safety
and should always raise
concerns and act
responsibly.
Five Forces Analysis (Porter’s Model):
Porter's Five Forces is a model that identifies and analyzes five competitive forces that
shape every industry and helps determine an industry's weaknesses and strengths. Five
Forces analysis is frequently used to identify an industry's structure to determine corporate
strategy.

Porter's model can be applied to any segment of the economy to understand the level of
competition within the industry and enhance a company's long-term profitability.

1. Rivalry or competition among the existing Competitor – Strong Force

 Use of specialized production techniques.

 The production techniques are very close to the competitors’ products in
the same segment.
 The relative size of the competitor.
 The main competitors are close relative size to each others.
 Focus on the competitive advantage of strategies.
 There are highly competitive advantages even the quality or the prices.

2. Threat of new entrants or new entry – Strong Force

 Easy to access the distribution channels and government policy

3. Threat of substitutes or substitution – Strong Force

 High availability of substitutes and its competitive price even it’s not
performing the same function (strong force)

4. Bargaining power of buyers – weak Force

 Buyer has low power in pharmaceutical product

5. Bargaining power of suppliers - high force

 Moderate availability of supply

 Moderate population of suppliers
Internal Resources and capabilities
 Physical resources:
The company's cutting-edge facilities in Egypt are internationally recognized for innovation
and the highest quality standards and have earned the stamp of approval from
international and regional authorities, including the European Medicines Agency, Health
Canada, the Saudi Food and Drug Authority, and regulators from the UAE and the GCC.
 Haram Facility
 Armanious Group Tower in downtown
 Horus for the Pharmaceutical industry
 MARC research center
 EBEDI research

 Financial resources:
  Technological resources:
Facility is designed to manufacture over 500 million doses per year
 Horus Facility: State-of-the-art facility build on 125,000 square meters. Allowed
upscaling of manufacturing capabilities. Produces tablets, capsules, sachet soft
gelatin, plus dedicated area for cephalosporins and carbapenems. Future expansion
for human and animal vaccines
 10th of Ramadan Facility: First dedicated immunosuppressant manufacturing facility
in Egypt.
 Haram Facility: Internationally accredited by EU, Canadian and GCC regulatory
bodies. Enables exporting of different dosage forms such as vials, ampoules,
sachets, tubes, capsules, tablets, syrups, creams, inhalation, BFS and patches.
 The MARC facility is the largest dedicated site for pharmaceutical development and
services in the MENA region. Over 100 experienced scientists operate on site. The
1,400 square-meter site includes five floors and is located inside EVA Pharma’s
EMA-approved manufacturing site at its Haram Facility. Fully compliant with GMP
and GLP guidelines. Fully equipped R&D laboratories and pilot area equipped with
the highest-rated machinery.

 Organizational resources:
 systems-based that helps employees with planning, coordination, and control
systems:
 Oracle system: database for purchasing & sales orders and daily holistic sales
update
 Apex systems: reporting, performance management data
 Matrix: Reporting system for employees and acts as a CRM customers
 LMS: Learning Management System for a learning organizational company

 Human assets:
EVA Pharma's diverse top team is built on business acumen, leadership skills, and medical
and scientific expertise. We use cross-functional teams that bring together different areas
such as sales, marketing, digital marketing, public relations, project management, market
access and account management, and chain and pharmacy teams, with over 1,000 medical
representatives covering all of Egypt's governorates and focusing on EVA Pharma’s
therapeutic areas.
Learning organization focuses on the development of each employee through its Learning
and development training center.
  Brands image and reputational assets
Gilead Sciences has granted EVA Pharma a VL for Remdesivir in 127 countries (including
our home markets) that enables the scaling-up of production, increasing COVID-19
patients' ability to access this life-saving treatment. EVA Pharma’s timely shipments of
Remdesivir reached India during a major wave of coronavirus cases.
Partnership with leading pharmaceutical companies that share values and passion for
putting patients first by making breakthrough treatments and solutions accessible in Egypt
and across Africa.

 Relationships:
EVA Pharma’s timely shipments of Remdesivir reached India during a major wave of
coronavirus cases. When India experienced an unexpected COVID-19 surge this spring, the
rapid increase in cases put pressure on the local pharmaceutical industry to supply the
medicines needed. In April, EVA Pharma signed a contract with the Indian government to
export 300,000 vials of Remdesivir, an approved treatment for coronavirus, to meet the
urgent needs there. Six shipments of Remdesivir were flown to Mumbai between May and
June and were subsequently dispatched to hospitals across India, reaching patients
everywhere from major cities to the remote archipelago of Lakshadweep.
  Organizational culture and incentive systems:
“Our 7 key values are at the center of everything we do” EVA-Pharma Official page
EVA Pharma values:
 Customer’s first
 Passion for success
 Positive impact
 Respect
 Fairness
 Ownership
 Honesty
Promotion and development programs are implemented as well as a reward system for
the organization (Rewards and incentives)
SWOT Analysis:
 Strengths……
- Strong Production lines
- Owned Lab for testing with row data results.
- Cash flow
- Borrowing capacity
- CNC Machines
- High Manufacturing Competence
- Competence in human resources
- Prequalification & Brand name reputation
- Broad Market Coverages

 Weaknesses…….
- Low Marketing Budget
- Need development management style

 OPPORTUNITIES…….
- Preventing illegal competitors.
- Increase in demand towards the local products
- The Egyptian market attracted many investors.
- Growth in economics, thus, personal income.
- Increasing the demand toward cosmetics.
- increasing the community’s awareness of avoiding oriental mixes.

 Threats…….
- Increasing the fuel price worldwide.
- Global supply chain crisis, thus, shortage in row materials.
- Decline in foreign exchange reserves, thus, importation restrictions.
- Market instability.
- Raising in investment costs.
- Decreased liquidity, thus, decline in purchase power
- Decline in purchase power.
- Increasing production factors costs.
- Increasing salaries.
- Increasing fuel prices.
 O1 Preventing illegal competitors. T1 Increasing the fuel price worldwide.
O2 Increase in demand towards T2 Global supply chain crisis, thus,
the local products shortage in row materials.
O3The Egyptian market attracted T3 Decline in foreign exchange reserves,
many investors. thus, importation restrictions.
O4 Growth in economics, thus, T4 Market instability.
TWOS analysis personal income. T5 Raising in investment costs.
O5 Increasing the demand toward T6 Decreased liquidity, thus, decline in
cosmetics. purchase power
O6 increasing the community’s T7 Decline in purchase power.
awareness of avoiding oriental T8 Increasing production factors costs.
mixes. T9 Increasing salaries.

S1 Strong Production lines O2 S6 T1 S8

S2 Owned Lab for testing with row data results. O6 S8 T3 S9
S3 Cash flow
S4 Borrowing capacity
S5 CNC Machines
S6 High Manufacturing Competence
S7 Competence in human resources
S8 Prequalification & Brand name reputation
S9 Broad Market Coverages

W1 Low Marketing Budget

W2 Need development management style
SMART objectives
 O2-S6 & T3-S9 > Under the importation restrictions and the shortage of baby care
products in the market, accordingly, the demand towards the local substitutes , so,
EVAPHARMA will use its high manufacturing competence, the marketing team plans
to increase the local market share of baby care products from 4% to be 7% over
the next 10 months,
 O6-S8 > Under increasing the community’s awareness of avoiding oriental mixes,
so, EAVAPHARMA will use its brand reputation, the marketing team plans to
increase the local market share of cosmetics products from 2.5% to be 4% over the
next 12 months.
 T1-S8 > under increasing the fuel price worldwide the gulf marketing team plans to
increase market share of anti-infective products from 1.5% to be 3% over the next
15 months depending on the gulf factory of anti-infective products, moreover,
increasing the MENA market share of anti-infective from 15% to be 25%.
Ansoff strategies:
Since our objectives target both development and expansion in a new market (Middle east
and Gulf area) in the “cosmetics and pharmaceutical” product line and development in the
current Egyptian market by maintaining and slightly increasing market share, we will set
separate strategies for each objective.
 Increasing Market share and brand awareness internally
Using Ansoff Strategies:
This objective targets an Existing Market for developing an Existing Product. This strategy
will include using the internet to increase market share and compete more effectively via
the Facebook and Instagram (social media) platforms. More online advertisements will be
needed. This will also include exceeding the current shortcomings compared to its main
competitors while maintaining the advertising lead and market awareness.
Using Porter’s Strategies: EVA can target its differentiation relative to its competitors. It is
the best packaged and quality in cosmetics market and has amazing brand awareness. It
can focus on its product differentiation. It cannot target being a cost leader due to the
increase in raw material prices and because it is a market leader that has enough
differentiation to maintain or increase its current price.
 Developing the market internationally
Using Ansoff Strategies:
This objective targets a New Market for developing an Existing Product. New
segmentation and cultural studies will be conducted, possibly by questionnaires to Gulf
people with simple gifts, a suitable segment will be identified and targeted. Possibly the
same segment as the one currently targeted in the local market. Online advertisements to
obtain a market share will be employed with a major aim of increasing brand awareness.

Porter’s Strategies:
Eva could target a Cost Leadership strategy to penetrate the gulf market. It has two
distinct advantages that would allow it to pursue this strategy: First, it already has a
mother company in Egypt that could provide it with the required capital and could take a
proverbial hit to its gulf profits. Eva can sell at cost or slightly above cost to penetrate the
market and increase brand awareness drastically as a cost leader. Second, the price of the
gulf dirham averages 6.5X that of the Egyptian Pound. A profit of around 60% relative to
other competitors would translate to acceptable profits to the Mother Company and
shareholders. So a decrease in selling price and profits under the guise of aggressive
promotions might be difficult to the local, middle east companies Further marketing
objectives after a decent brand awareness and market share could bring the price and
profits back up.
 Marketing Segmentation:
It means determining distinct groups of buyers with different needs, characteristics or
behaviors.

Demographic Variables:
Demographic segmentation is a precise form of audience identification based on data
points like age, gender, marital status, family size, income, education, race, occupation,
nationality, and/or religion.

Segment 1 Segment 2
Age 22– 65 25 - 55
Gender Women, or Men Women
Income 5k EGP + / Month 15k EGP + / Month
Occupation All classes, low standard to highly Makeup artists, Pharmacists,
educated people. Dermatologists

Geographic Variables:
Geographic segmentation involves segmenting your audience based on the region they
live or work in. This can be done in any number of ways: grouping customers by the
country they live in, or smaller geographical divisions, from region to city, and right down
to postal code.

Region MENA
Country Egypt & Saudi Arabia

Psychographic Variables:
Psychographic segmentation is defined as a market segmentation technique where groups
are formed according to psychological traits that influence consumption habits drawn from
people’s lifestyle and preferences.

Segment 1 Segment 2
Personality Survivors or Thinkers Thinkers
Social class C A&B
Life Styles Back to basics Healthy people, traveling,
green living, minimalists
Social class Middle to low Middle to High
Behavioristic Variables:
Behavioral segmentation classifies consumers based on their behaviors surrounding
products or services, such as when they decide to purchase them and how they use them.
By focusing on consumer behavior, behavioral segmentation provides a look into how
consumers interact with businesses, which allows marketers to improve the effectiveness of
their efforts

Segment 1 Segment 2
Benefit Expectations skin fix, Moderate quality with High quality
affordable price
Brand loyalty Low loyalty High loyalty

Market Targeting:
Targeting:
After Segmentation, a valid target needs to be set to focus our objectives correctly. The
nature of the product, Eva pharma, automatically targets all gender segments that who
cares about skin materials and health. This market targets adults (men\women).the
following segments will be automatically excluded from the targeting, with the following
reasons:

 Segments with Upper-Upper and Lower-Upper Social Class.

 This class also has enough capital to get high-end skin products despite the fact
that they are considerably more expensive.
 Segments with the Lower-Lower Social Class.
 This class usually cannot afford the products and prefers to prepare their own skin
products at home

Females aged 18-24

This demographic usually cares about their skin at home and also buy their products from
the stores
Bachelors, above the age of 30

This demographic usually takes time every day to take care of their skin. They also care
about maintaining a healthy lifestyle. Of the remaining segments, Eva already actively
targets the applicable segments from 49 to 132. The expansion strategy would increase
the target to incorporate the younger segments and the lower class to buy eva products
instead of actively preparing them. Segments 25-48 prefer a quick lifestyle and will usually
buy the ready products given the (applicable non-bachelors in the segment 144-228). A
good targeting strategy would not target all those segments, however, and will focus on
the younger segment (25-48) only and let peer pressure and repeated requests from this
segment to the older ones slowly increase the market penetration.

Positioning:
Eva’s current position (especially with the skin products) can be inferred from the
previously discussed data. EVA is the market leader with amazing brand awareness. EVA
needs to maintain this position and continue to employ the Product Use and Application
strategy by associating the eva products to the time saved for its currently targeted
segments and soon to be targeted segments.
Marketing Mix Product

 Type of product: It is offered to B2B and B2C.

 Product concept: core product and unsought product
 125 mL, 200 mL, 250 mL, 0.9 L and 1 L. Packets will be available in red colors
and designs based on the product type.
Price

 We need to take some consideration for pricing like: production cost competitor
price, positioning, and business objectives.
 We will use a value based pricing strategy
Marketing mix
Product: Consumer goods “Convenience goods”
 Core product: offering accessible high-value medicines and health care solutions
that address local patients’ needs
 Actual Product:
 Quality of products: Eva Pharma products have EMA Approval & Gulf Approval
as production standards for Exporting.
 Branding: consistent product quality and performance with a powerful message
to existing and potential customers “Securing Your Health”
 Packaging: New techniques for Sterile areas for injection production.
 Promotion: Package with a corporate identity consistent for all products
 Provision of information code for all products when scanning you get
information on product and batch expiry and for adulteration.
 Convenience: As recommended by the EDA all pharmaceutical products should
have a label of pricing and expiry.
 Augmented product:
 Delivery and credit: Deliver and secure availability of All EVA Pharma products
in all distribution channels, Pharmacies & hospitals
 After-sales service: EVA Pharma provides “Patient support programs PSP” and
Pharmacovigilance.
Price: As per EVA Pharma Vision “Empower the fight for health and well-being as a Human
right “we provide convenient prices with high quality to match all market segments and
patients’ needs, also give an extra discount for distributors and pharmacies and special
offers for hospitals & tenders.
According to the pricing of products we use, market Demand, and competitor party
strategies, all pharmaceutical products get their pricing according to market price and a
brand benchmark.
Place:
 Channels: Distributors & Agencies in Egypt and another 42 countries.
 Coverage: All EVA pharma products all available with good coverage by almost 50K
pharmacies all over Egypt
 Location & Inventory: EVA has 3 main facilities in Egypt to secure good production
and inventory Also we have a large number of storage places to cover all of Egypt’s
region.
 Transportation: Daily Transportation of EVA products from the facilities to the
Storage areas, and from the storage areas to distributors, also from distributors to
Pharmacies and hospitals.
Consumer channels

 Manufacturer-wholesaler-retailer-consumer: From Eva Facilities to Distributors to

Pharmacies to consumers.
 Business-to-business channels
 Manufacturer-industrial distributor-business customer: EVA Facilities to Hospital &
Tenders of Ministry of Health
 Number of marketing intermediaries
 Intensive distribution: many Distributors & Pharmacies in an area for wide market
coverage.

Promotion:
As a promotion MIX:
 Direct Marketing “online”: Social Media campaigns and Digital marketing in different
platforms.” Also, we have a tele sales team for dealing with pharmacies.
 Advertising: tv, radio for Limitless Naturals range”, Emotional advertising
“Testimonial Celebrity videos
 Personal selling: Health Day campaign and on-ground activities
 Sales promotion: Sales team for medical promotion for physicians and pharmacists.
 Public relations: EVA pharma has a PR team responsible for general and
governmental events and press releases. Also, as part of CSR EVA Pharma has an
Armanious foundation for some of the charity events.

People: sales and marketing team who are the customer-facing persons
Process includes all processes involved in creating value for customers by focusing on
customer needs and acting as ONE EVA and selling Patients portfolios for physicians, not
individual products
GANTT & RACI Chart:
Tactics RACI “Responsibility” Time Period
New products Distribution & Chain Team Each month
Marketing Plans Marketing Team twice yearly
Budgeting Plan Finance & SET Quarterly
Training & Development Organizational Development Quarterly
Business Review meetings Sales Teams Monthly
IMS Review Meetings Marketing Team Monthly
Market Intelligence Meeting Business Development Monthly
Domain & new Markets analysis meeting SFE Monthly
CRM Analysis SFE & Sales Quarterly
Shared Function Meeting SET & Function heads bi-weekly
Inventory Management "Rollup Meeting" Facilities Heads Monthly
Market Research SFE & Marketing upon needed

Key metrics
Action kPIs
Awareness campaigns on EVA brand through • Reach 50% of the target audience
Arab influencers on digital platforms • Number of impressions to reach 20M.
(Facebook, Instagram
Special offers and Promo code discount on Number of purchases reach to 200K
cosmetics on Eid Al-Fitr, Eid Al-Adha, transactions per quarter.
Valentine’s Day, Mother’s Day, Summer,
Christmas.
Launching an online catalogue to be • Number of visits per day to reach 10K and
downloaded through the website and mobile downloads to reach 6k.
app. • Number of online purchases to reach 2K
transaction per day.
Sell EVA cosmetics through amazon.com and • Number of purchases to reach 3K transaction
jumia.com per day.