CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF THE STUDY FINDINGS

4.0 Introduction
This chapter presents empirical findings in reference to the research questions in chapter
one. The findings below were obtained from both the primary data source using the
questionnaire tool. This chapter brings into light the discoveries from the research
questions majorly the primary data and presented in both tables and graphs.

4.1 Data analysis

4.1.1 Demographic features
The demographic features were given presenting the sex, education levels and sex of
respondents.

4.1.2 Response rate

A combined number of 80 questionnaires were presented to the various departments
of Xxxxxxxxxx and after the whole successful exercise, they were collected and data
gathered.

4.1.3 Respondents’ Sex

Table 1: Respondent’s sex

Sex Frequency Percentage

Male 50 62.5%
Female 30 37.5%
Total 80 100%

Source: Primary Data 2020

As observed on the above table, 62.5% of the respondents were male and 37.5%
were female employees. The ratio of the male to ladies is lower and this simply
because Xxxxxxxxxx employees more workers and also has more male customers
who buy their products as compared to the female workers.
4.1.4 Respondents’ Age
Table 2: Respondent’s Age

Category Frequency Percentage

20-29 25 31.3%
30-39 35 43.7%
40-49 15 18.8%
50-Above 5 6.3%
Total 80 100%

Source: Primary Data 2020

Using the questionnaire, the respondent’s age was sought. Many of the respondents
belonged to the age group of 30-39 which was 43.7% followed by 20-29 years which
was 31.3%, 18.8% respondents were 40-49 years and the remaining 6.3% were ages
of 50 and above. This means that majority of respondents (employees and
customer’s) of Xxxxxxxxxx were of young age.

4.1.5 The Level of Education

Table 3: Respondent’s level of education

Education level
Frequency Percentage
100

80

47.5
38
25
20
12 15
7 8.8
3 3.8

Certificate Diploma Degree Masters Others Total

Source: Primary Data 2020

 As observed in table 4 above, many of the respondents were Degree holders with
47.5% followed by certificate holders with and diploma holders with 25 % each
followed by Certificate with 15%, 8.8% with other qualifications and lastly Master’s
degree with 3.8% .This means that majority of employees and customers of
Xxxxxxxxxx have a basic level of education which is an important element in
predicting the sales performance of a product.

4.2 Research findings to Objective One

The respondents’ feedback on the access different forms of marketing strategies have
here been summarized and presented in tables illustrating their respective frequencies
valid percentages
4.2.1 Product adaptation and product strength as determinants of sales
Table 4: Respondents opinion on whether Xxxxxxxxxx considers Product
adaptation and product strength as determinants of sales

Personal Strategy Frequency Percentage (%)

Strongly Agree 0 0
Agree 25 31.3
Not Sure 5 6.3
Disagree 30 37.5
Strongly Disagree 20 25
Total 80 100.0

Source: Primary Data 2020

Table 5 shows the respondents opinions on whether Xxxxxxxxxx considers Product
adaptation and product strength as determinants of sales. Most of respondents 37.5%
disagreed to the statement while 31.3% agreed, 25% strongly disagreed to the statement
and lastly 6.3% strongly disagreed to the statement. This implies that the management of
Xxxxxxxxxx does not consider Product adaptation and product strength as determinants
of sales hence explained as the inability of a firm’s product to be transferred into a
foreign market due to its adaptability and strength. This deviates from the findings made
by Christensen et al. (2007) who started the argument for standardized product for
 marketing, which refers to products that were sold in the domestic market and not
designed and manufactured only for foreign markets. company’s product strategy also
does not consider the product line management as. Christensen et al. (2007) explained
that, a firm having multiple product line is likely to succeed in sales.(summarise results
for objrectives in one table)

4.2.2 The management of Xxxxxxxxxx uses low price strategy to attract bigger amount of
customers.
Table 5: Respondents opinion on whether the management of Xxxxxxxxxx uses low
price strategy to attract bigger amount of customers

Personal Strategy Frequency Percentage (%)

Strongly Agree 50 62.5
Agree 25 31.3
Not Sure 0 0
Disagree 5 6.3
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Findings from table 6 shows that 62.5% of the respondents strongly agreed that the
management of Xxxxxxxxxx uses low price strategy to attract bigger amount of
customers. This is followed by 31.3% of the respondents who also agreed to the same
statement and lastly a smaller percentage representing 6.3% which disagreed to the
statement. This clearly explains that the price of Xxxxxxxxxx products are affordable to
customers as compared to other motor company. Therefore Xxxxxxxxxx should continue
this strategy in order to improve in its sales performance and this is in line with the
findings of Kats keas et al. (2006) regarding pricing who found that, competitive price
levels are positively related to sales performance.
4.2.3 The management of Xxxxxxxxxx ties promotional strategy to the product attribute
and external marketing environment
Table 6: Respondents opinion on the management of Xxxxxxxxxx ties promotional
strategy to the product attribute and external marketing environment
Personal Strategy Frequency Percentage (%)
Strongly Agree 0 0
Agree 40 50
Not Sure 0 0
Disagree 40 50
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Findings from the table 7 shows a balance in the responses of the respondents where
50% of the them agreed to the statement that Xxxxxxxxxx ties promotional strategy to
the product attribute and external marketing environment while the other 50% Disagreed
to the same statement. This means that Xxxxxxxxxx employs promotional strategy in
selling its products but a balance in the responses show that the promotional strategy is
not satisfying enough hence need to be resigned.

4.2.4 Distribution channels are used by Xxxxxxxxxx to sell their goods to end consumers.
Table 7: Respondents opinion on if Distribution channels are used by Xxxxxxxxxx
to sell their goods to end consumers

Personal Strategy Frequency Percentage (%)

Strongly Agree 70 87.5
Agree 10 12.5
Not Sure 0 0
Disagree 0 0
 Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

When respondents were asked if Distribution channels are used by Xxxxxxxxxx to sell
their goods to end consumers. Most of the respondents representing 87.5% strongly
agreed the statement the remaining 12.5% also agreed to the same statement. This means
that some of Company’s products are sold through middle men and some through direct
sales by the company’s sales men which represent multiple distribution channels
available.

4.3 The level of sales performance at Xxxxxxxxxx

Objective two of this research was to examine the level of sales performance at
Xxxxxxxxxx from which the following findings were revealed as shown below;

4.3.1 To achieve high sales, both managers and salespersons should be involved in the
development process
Table 8: Respondents’ opinion on whether to achieve high sales, both managers and
salespersons should be involved in the development process

Personal Strategy Frequency Percentage (%)

Strongly Agree 60 75
Agree 10 12.5
Not Sure 10 12.5
Disagree 0 0
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Findings from table 9 reveals that 75% strongly agrees to the statement that to achieve
high sales, both managers and salespersons should be involved in the development
process while 12.5% the remaining respondents also agreed to the same statement and
another 12.5% were on sure with the statement. This is also in support with the findings
of Dean (2015), who suggested that no matter what industry, every manufacturer /
 supplier must improve sales performance, reduce the cost of selling, and ensure their
survival.

4.3.2 Managers use sales performance measurement tools to help reduce uncertainty in
sales people’s performance
Table 9: Respondents’ opinion on whether Managers of Xxxxxxxxxx use sales
performance measurement tools to help reduce uncertainty in sales people’s
performance

Personal Strategy Frequency Percentage (%)

Strongly Agree 0 75
Agree 10 12.5
Not Sure 0 0
Disagree 70 87.5
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

To find out whether Managers use sales performance measurement tools to help reduce
uncertainty in sales people’s performance. Most of the respondents 87.5% of the
respondents disagreed to the statement while the remaining 12.5% agreed to the
statement. This shows that the management does not consider using sales performance
measurement in reducing uncertainty in sales people’s performance. This also deviates
from the findings of Zallocco et al. (2009) who found that for the measurement points to
have meaning for sales managers and salespersons should be involved in the development
process. They found that this is most often not the case, and they found that there was a
large gap between the company strategy and the salesperson understanding of the
measurement points.
4.3.3 Managers can make changes so as to optimize sales going forward
Table 10: Respondents’ opinion on whether managers can make changes so as to
optimize sales going forward
Personal Strategy Frequency Percentage (%)
Strongly Agree 80 100
Agree 0 0
Not Sure 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

When respondents were asked if managers can make changes so as to optimize sales
going forward all the respondents representing 100% strongly agreed to the statement.
This clearly shows that the management of Xxxxxxxxxx makes changes in various
aspects like management team, changes in the product among others so as to optimize
sales going forward.

4.3.4 The management examines their sales process for weaknesses so as to maintain
favorable speeds at sales process.
Table 11: Respondents’ opinion on whether the management examines their sales
process for weaknesses so as to maintain favorable speeds at sales process

Personal Strategy Frequency Percentage (%)

Strongly Agree 10 12.5
Agree 40 50
Not Sure 10 12.5
Disagree 20 25
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

 Table 12 above shows that 40% of the respondents agree to the statement that the
management of Xxxxxxxxxx examines their sales process for weaknesses so as to
maintain favorable speeds at sales process and this is followed by 25% who disagreed to
the same statement. Another 12.5% were not sure with the statement while the remaining
12.5% strongly agreed to the statement. This shows that the management examines their
sales process for weaknesses so as to maintain favorable speeds at sales process. This is
also inline with the assumptions of Treace, (2012) who states that on the side of sales
efficiency, companies need to examine their sales process for weaknesses so as to
maintain favourable speeds at which each task in the sales process is performed.

4.4 Relationship between marketing strategies and sales performance

The third objective of the research was to find the correlation between marketing
strategies and sales performance from which the following analysis was captured from;
4.4.1 Promotion marketing strategy is crucial in awakening and stimulating customer
demand for a product
Table 12: Respondents’ opinion on whether Promotion marketing strategy is crucial
in awakening and stimulating customer demand for a product

Personal Strategy Frequency Percentage (%)

Strongly Agree 50 62.5
Agree 25 31.3
Not Sure 0 0
Disagree 5 6.3
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Using the questionnaire, the respondents were asked whether Promotion marketing
strategy is crucial in awakening and stimulating customer demand for a product from
which most of the respondents representing 62.5% strongly agreed to the statement
followed by 31.3% who also agreed and lastly 6.3 who disagreed to the same statement.
This simply shows that Promotion marketing strategy is positively related to sale
performance since it awakens and stimulates customer demand for a product.
4.4.2 Word of mouth has the potential to attract customers to a Xxxxxxxxxx and draw
customers away from Xxxxxxxxxx
Table 13: Respondents’ opinion on whether Word of mouth has the potential to
attract customers to a Xxxxxxxxxx and draw customers away from Xxxxxxxxxx

Personal Strategy Frequency Percentage (%)

Strongly Agree 80 100
Agree 0 0
Not Sure 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Findings from table 14 shows that all the 80 respondents representing 100%strongly
agreed that Word of mouth has the potential to attract customers to a Xxxxxxxxxx and
draw customers away from Xxxxxxxxxx. This because if the word is poorly administered
to customers that organization will lose its customers and if it is properly administered to
customers and they will remain loyal to that organization.

4.4.3 Xxxxxxxxxx should focus on marketing strategies as it emphasizes long-term

relationship building with customers
Table 14: Respondents’ opinion on whether Xxxxxxxxxx should focus on marketing
strategies as it emphasizes long-term relationship building with customers
Personal Strategy Frequency Percentage (%)
Strongly Agree 10 12.5
Agree 40 50
Not Sure 10 12.5
Disagree 20 25
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

 Findings from table 15 above reveals that 50% of the respondents agreed to the
statement that Xxxxxxxxxx should focus on marketing strategies as it emphasizes long-
term relationship building with customers. Another 25% disagreed, 12.5 strongly agreed
and another 12.5% were not sure with the statement. This is simple because long term
relationship ever draws customers back to the organization hence promoting sales
performance.

4.4.4 Xxxxxxxxxx should have manageable market segments in order to improve on

marketing efficiency, sales and service delivery
Table 15: Respondents’ opinion on whether Xxxxxxxxxx should have manageable
market segments in order to improve on marketing efficiency, sales and service
delivery
Personal Strategy Frequency Percentage (%)
Strongly Agree 60 75
Agree 10 12.5
Not Sure 10 12.5
Disagree 0 0
Strongly Disagree 0 0
Total 80 100.0

Source: Primary Data 2020

Findings from the table above show that 75% of the respondents strongly agreed that
Xxxxxxxxxx should have manageable market segments in order to improve on marketing
efficiency, sales and service delivery. This is followed by 12.5% who also agreed to the
same statement and lastly another 12.5% who were not sure with the statement. This
means that the management of Xxxxxxxxxx does not use manageable market segments in
order to improve on marketing efficiency, sales and service delivery.
The above argument also shows that there is a clear relationship between marketing
strategies and sales promotion.
 CHAPTER FIVE
DISCUSSION OF FINDINDS, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This chapter brings the sum up of what was discovered and what should be done. The
recap was obtained from the discoveries of the study which are shown on chapter
Four.

5.1 Discussion of Findings

The major purpose of this research was to find out the correlation between marketing
strategies and sales performance in Xxxxxxxxxx.
From which the research the research was guided through the following research
question; to access the different forms of marketing strategies used by Xxxxxxxxxx, to
examine the level of sales performance at Xxxxxxxxxx, to find the correlation between
marketing strategies and sales performance

Findings on different forms of marketing strategies used by Xxxxxxxxxx showed the

four marketing mix strategies of product/product line, price, Distribution and
promotion are the four main marketing strategy used by Xxxxxxxxxx. Considering
a large number of respondent it was discovered that Company’s products are sold
through middle men and some through direct sales by the company’s sales men who
represents multiple distribution channels as the best marketing strategy.

To examine the level of sales performance at Xxxxxxxxxx findings proved that

Managers do not use sales performance measurement tools to help reduce uncertainty in
sales people’s performance. This also deviates from the findings of Zallocco et al. (2009)
who found that for the measurement points to have meaning for sales managers and
salespersons should be involved in the development process. They found that this is most
often not the case, and they found that there was a large gap between the company
strategy and the salesperson understanding of the measurement points.
In order to find out the correlation between marketing strategies and sales performance it
was discovered that use Promotion marketing strategy, Word of mouth, focusing on
marketing strategies as it emphasizes long-term relationship building with customers and
 use manageable market segments in order to improve on marketing efficiency, sales and
service delivery can lead to improved sales performance of Xxxxxxxxxx hence showing a
positive relationship between marketing strategies used and sales performance.

5.2 Conclusion
The researcher had to carry this study because of observation in the uprising number
of shifting customers from Xxxxxxxxxx to other companies
The study was important to the management because it would highlight the reasons
why customers do not consider buying Xxxxxxxxxx products. The targets were to
come up with the best solution so as to have Xxxxxxxxxx maintain the highest level
of sales performance.
The Management of Xxxxxxxxxx had great wishes to know the extent to which
Marketing strategies affect Sales performance

The researchers’ objectives were to access the different forms of marketing strategies
used by Xxxxxxxxxx, to examine the level of sales performance at Xxxxxxxxxx, to find
the correlation between marketing strategies and sales performance.

These objectives were so important to the management for they would highly help in
improving the marketing strategies so as to be able to sale more products as possible.

The main respondents for the study carried were Xxxxxxxxxx employees and
customer who answered the Questionnaires.
The research process was successful and yielded productive results to both the
Management and researcher and ideas like more training of employees and
improving customer care were taken into consideration to supplement the Marketing
strategies.

5.3 Recommendation
It is mandatory to make a thorough research on the Marketing strategies to be used
by the top management before putting them into practice which will in the end lead
to promotion of efficiency. Acquitting staff members with more skills to understand
 and have more knowledge concerning Marketing strategies should be taken into
consideration. To find out the various factors that affect sales performance.

Major elements that aim at promoting sales performance should be uplifted. Activities
like both managers and salespersons should be involved in the development process,
Managers should use sales performance measurement tools to help reduce uncertainty in
sales peoples performance, Managers should make changes so as to optimize sales going
forward, the management examines their sales process for weaknesses so as to maintain
favorable speeds at sales process and many more should be highly taken into
consideration in order to achieve a better sale performance.

To discover the correlation between Marketing strategies and sales performance

From the discovery, it was found out that there is a positive correlation between
Marketing strategies and sales performance. When the big picture of Marketing
strategies is ignored, then the rate of sales performance reduces at a very high rate

Management should come up with better Marketing strategies that will aim at
uplifting sales performance so as to uplift the rate of customer retention. Marketing
strategy like Penetrative Marketing strategy should be uplifted because through the
lower introductory prices, a large number of customers will flow in thus
demonstrating a positive correlation.

5.4 Areas for further research

There is a need to do more research on other factors that affect sales performance which
could be used alongside marketing strategies that could contribute to even more sales
performance i. For instance, research could be carried out on factors or policies that could
be put in place to improve the performance of Xxxxxxxxxx. This is vital in auto mobile
industry as the efforts and willingness of sales personnel to work hard has a direct impact
on the delivery of their services.

Research that could shed more light on how the correlation between sales and marketing
departments and other organization departments affect sales performance. This is key
because as policies are formed, they will be considering all factors that contribute to the
success of sales departments. For instance, sales departments depend on finance
departments to approve budgets for marketing outreach programs. Therefore, the
effectiveness of the marketing strategies will depend with the support from finance
department. As a result, research should be done to find out exactly how each department
affect sales activities.

Further still the researcher recommends a research to be carried out on the impact of
marketing straggles on customer retention so as know Xxxxxxxxxx is able to retain the
new customers it acquires by use of marketing strategies.
 REFERENCES
A.Anyanwu, (2003) “Marketing Management”, Barloz Publishers, Benin, Nig.

Aaby, N & Slater, S 2009, 'Management influences on export performance: A review of the
empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

Alvdary, H. (2007) Marketing and market management. International Journal of Marketing. 1(1).
pp.1-10.

Amin, M. E. (2005). Foundation of statistical inferences for social sciences. Kampala: Makerere
University.

Amin, M. E. (2008). Overview of the methodology of research. A paper presented at a seminar

on overview of Educational Research Methodology for teachers of the School of
Education, Makerere University, Kampala.

Armstrong, G. & Kotler, P. (2008) Marketing an Introduction, 7 th edition, New Delhi, India:
Pearson Education Inc. pp. 240-272

Aziza &Samsinar (2008) 'Management influences on export performance: A review of the

empirical literature 1978-88', International Marketing Review, vol. 6, no. 4, pp. 7-27.

Azizi, A.A., & Samsinar, S.(2008). ‘Impact of Environmental Factors as Moderator of Export
Marketing Performance in Wooden Furniture Industry.’ Journal Kemanusician, 77(Jun),
24-35.

Ballantyne, D. (2000) Internal relationship marketing: A strategy for knowledge renewal.

International Journal of Marketing. 1(1). pp.1-10.

Creswell, J.W. & Clark, V.P. (2007). Designing and conducting mixed methods research.
Thousand Oaks: Sage Publications Inc.

FOX, Jeffrey J.(2000). How to Become a Rainmaker. 1/e. London: Vermilion, 2000. ISBN:
9780091876548
Hutt, Michael, and Thomas W. Speh. 2014. Business Marketing management B2B. Europe,
Middle East and Africa edition. Hampshire: Cengage Learning. ID Crew. “Portfolio.”
Accessed March 3, 2015. http://idcrew.sk/portfolio/.

Knight, G & Cavusgil, S (2004) 'The born global firm: A challenge to traditional
internationalization theory', Advances in International Marketing, vol. 8, pp. 11-26.

Kotler, P., Kartajaya, H., Setiawan, I., & Wiley InterScience (Online service). (2010). Marketing
3.0: From products to customers to the human spirit. Hoboken, NJ: Wiley.

Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities:
Educational and Psychological Measurement, 30, pp. 607–610. State: Publisher.

Mugenda, O.M & Mugenda, A. G. (2003). Research Methods. Nairobi: Acts Press.

P. Kotler, And G.Armstrong, (2006) “Principles of Marketing” Eleventh edition), prentices Hall,
New Hersey.

Richard, P.K. (2009). Measuring Organizational Performance: Towards Methodological Best

Practice. Journal of Management

Silva, P. (2006). Effects of disposition on hospitality employee job satisfaction and commitment.
International Journal of Contemporary Hospitality Management, 18: 317-328.

Srivastava, R, Fayey, L & Christensen, H 2007, 'The resource-based view and marketing: The
role of market-based assets in gaining competitive advantage', Journal of Management,
vol. 27, no. 6, pp. 777-802.

Srivastava, R.K., Fahey, L and Christensen, H.K. (2001) “The Resource-Based View and
Marketing: The Role of Market-Based Assets in gaining Competitive Advantage” Journal
of Management, Volume 27: 777- 802

V. Terpstra, (1970) “International Marketing”, 2nd Ed., Hinsolale,Illinois, The Dryden Press.

W.M.Pride and O.C.Ferrel, (2005) “Marketing: Basic Concepts and Decisions”, Boston,
Houhhton Mifflin Company
Zou, S & Stan, S (2008), 'The determinants of export performance: A review of the empirical
literature between 1987 and 1997', International Marketing Review, vol. 15, no. 5, pp.
333-56.

Zou, S, Taylor, C & Osland, G (2008), 'The EXPERF scale: A cross-national generalized export
performance measure', Journal of International Marketing, vol. 6, no. 3, pp. 37-58
 APPENDIX I: QUESTIONNAIRE GUIDE

TOPIC: THE EFFECT OF MARKETING STRATEGIES ON SALES PERFORMANCE

A CASE STUDY OF XXXXXXXXXX

I am Tonny, , a student of Makerere University Business School pursuing a Bachelor’s Degree of

International Business. As part of the university program, am carrying out research in the above
topic, am therefore kindly requesting for your assistance in answering this questionnaire. Your
response will be only for academic purposes and not for any other purpose.

SECTION A: BIO DATA

1. Gender
a) Male [ ]
b) Female [ ]

2. Age of Respondent
a) 20-29 [ ]
b) 30-39 [ ]
c) 40-49 [ ]
d) 50-Above [ ]

3. Highest level of education

a) Certificate [ ]
b) Diploma [ ]
c) Degree [ ]
d) Masters [ ]
e) Others Specify.............................

SECTION B: ACCESS THE DIFFERENT FORMS OF MARKETING STRATEGIES

SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

Xxxxxxxxxx considers Product adaptation and product

strength as determinants of sales

The management of Xxxxxxxxxx use low price

strategy to attract bigger amount of customers.

The management of Xxxxxxxxxx ties promotional

strategy to the product attribute, and external
marketing environment
Distribution channels are used by Xxxxxxxxxx to
sell their goods to end consumers

SECTION C: THE LEVEL OF SALES PERFORMANCE AT XXXXXXXXXX

SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

To achieve high sales, both managers and

salespersons should be involved in the development
process

Managers use sales performance measurement tools

to help reduce uncertainty in sales peoples
performance
Managers can make changes so as to optimize sales
going forward

The management examines their sales process for

weaknesses so as to maintain favourable speeds at
sales process.
SECTION D: REVIEWING THE RELATIONSHIP BETWEEN MARKETING
STRATEGIES AND SALES PERFORMANCEAT XXXXXXXXXX
SA- Strongly agree, A- Agree, N- Neutral, D- Disagree, SD- Strongly Disagree

Strategies SA A N D SD

Promotion marketing strategy is crucial in awakening

and stimulating customer demand for a product.
Word of mouth has the potential to attract customers to
a Xxxxxxxxxx and draw customers away from a
Xxxxxxxxxx
Xxxxxxxxxx should focus on marketing strategies as it
emphasizes long-term relationship building with
customers
Xxxxxxxxxx should have manageable market
segments in order to improve on marketing efficiency,
sales and service delivery.

Thank you for your time