(Tiểu luận) final assignmentanalyse the competitive advantage between technology based taxi firms and traditional taxi firms

FOREIGN TRADE UNIVERS UNIVERSIT IT ITY Y FACUL ACULT TY OF INTERNA INTERNATI TI TIONAL ONAL EDUCA EDUCATION TION …… ***…… FINAL AS ASSIGNMENT SIGNMENT Analyse the competitiv competitive e advantage between technology technology-based -based taxi firms and tr traditional aditional taxi firms Students name: Lê Gia K Khoa hoa Student ID: 2105002152 Class: F-UOB-13B Intak Intake: e: K60 Instructor: Nguyễn Minh Nguyên Le Gia Khoa - 2105002152 Table of Contents Fore oreword word word I Introduction abou aboutt Gr Grab ab ab General information about Grab Resources and Capability of Grab 3 Grab’s Porter Value Chain: SWOT analysis of Grab Porter five forces model of Grab: PESTEL model of Grab II Introdu Introduction ction about Mai Linh Linh 10 General information about Mai Linh 10 Mai Linh’s Porter Value Chain .11 SWOT Analysis of Mai Linh 11 Porter five forces model of Mai Linh 12 Pestel model Mai Linh 13 III The competitiv competitive e adv advantage antage between techn technology ology ology-based taxi firms and tr traditional aditional taxi firms firms .14 IV IV Conclusion Conclusion 15 V REFERENCE LIST LIST 16 Foreword Le Gia Khoa - 2105002152 Domestic transportation services in Vietnam are facing fierce competition with foreign transport providers in the context of the 4.0 technology revolution In particular, the taxi service in Vietnam is currently most clearly affected Grab and Uber respectively appeared in the Vietnamese market in 2014 This is a new type of service that provides online transportation through the use of location-based service (LPS) technology, GPS (Navigation System) global location) and driving via mobile device The operation criteria of Uber and Grab is to take advantage of the available personal vehicles (cars, motorbikes) of people in their free time to participate in passenger transportation In short, this service has created many changes in the market and caused a lot of controversy In fact, technology transportation services have a more competitive advantage in reducing costs, creating diversity and serviceability Many customers choose to use technology instead of traditional transportation services This essay takes two taxi firms, Grab and Mai Linh, as two representatives to analyze competitive advantages and make recommendations for two services in the taxi industry I Introduction about Grab General information about Grab - Grab (formerly known as GrabTaxi) is a technology company providing transportation and commuting services based in Singapore.Established in 2012, Grab has now expanded the market and is present in 8/11 countries and nearly 200 cities in Southeast Asia In Vietnam, Grab was officially present on the market in early 2014 and is now a familiar application for many Vietnamese Resources and Capability of Grab +) Re Resources sources of Gr Grab ab Resource(s) Tangible Illustrative example Grab provides online-to- Grab's strategy is to expand offline services in the most the network to all cities in number of cities across Vietnam With coverage in Southeast Asia, with a major cities, Grab is the presence in over 500 cities brand with the largest and towns In Vietnam, recognition in the whole of Grab has been present in Vietnam, thereby increasing Le Gia Khoa - 2105002152 Intangible Human 35/63 cities including major revenue and attracting more cities such as Hanoi, Da new customers for the Nang and Ho Chi Minh Brand: The Grab brand, and company The Harley brand forms the the loyalty it engenders, is cornerstone of its strategy Grab’s most valuable asset Grab's core value is ''Make According to figures every day better'' Drivers play the most reported by Grab in 2018, important role in Grab, the the company has about company's revenue comes 175,000 active drivers mainly from profiting and excluding employees from deducting from each ride offices and is the company the driver completes with the largest number of drivers in the technology taxi industry +) Capabilities of Gr Grab ab Function Engineering Illustrative capability - Manage Grab application on Android and IOS platforms - Support work related to website design, intranet, domain, hosting, internal website management, email and related issues - Receive information on customer trips and services and transfer to the nearest driver Customer service with empty cars, to service stores - The customer experience is always prioritized on every journey Because of the demands and tastes of clients, Grab is always adding services to fulfill them, such as "Silent ride" service or assisting customers in an emergency by providing an additional emergency phone number Furthermore, dissatisfied consumers may Le Gia Khoa - 2105002152 contact Grab's call center 24/24 - Enhanced retail service: Grab's marketing Marketing and distribution activities are always at the forefront, brand advertising signs are always placed in centers and crowded areas In addition, on the application, there are always discount Firm Infr Infrastructure astructure Grab has become the leading super app in the codes fortousers market and the first choice of people when they need a car moveto attract more customers, increase competitiveness and create resources for the company Human Re Resource source Management Building a future-ready workforce by training 20,000 students through talent development initatives There are always attractive at Grab, they must Operations To succeed in operations incentives to attract new drivers immerse themselves in the market so that they can experience the painpoints Technology In March 2017, Grab announced the opening of additional R&D centers of their in India and Vietnam Grab will invest $500 million in Vietnam over five years to customers and partners develop financial technology (fintech; mobility) and logistics solutions Procuement In March 2018, Grab acquired all transportation connections including taxis and other services Inbound Logistics A large number of drivers are selected through many rigorous processes Operations Grab application provides ecommerce exchange services in the transportation and express delivery industry The application helps to connect between transport service providers and customers Outbond logistics Marketing and Sales In 2022, Grabcar has operated in 34/63 provinces, including big cities such as Hanoi, Da Nang and Ho Chi Minh Marketing mix(4P): focus on products, pricing strategy, diversified distribution channels, creativity in communication Carrying out many promotional campaigns and volunteering to contribute to the community Service If customers or partners have problems, they can contact directly via Grab's hotline number or by the chat feature on the application Grab’s Porter Value Chain: Le Gia Khoa - 2105002152 SWOT analysis of Grab Strengths: Grab, a leader in ride-hailing technology, joined the Vietnamese market in 2014 - The market's largest customer and driver base make it the leader at the moment (Grab ride-hailing accounts for the largest number of customers and drivers in the market) ABI estimates that in the first half of 2021, Vietnam held a 73% market share - Due to the parent company's substantial financial resources (Grab Holdings Inc.), communication strategies are simple to put into action - All brand identification elements are employed in the recognizable green hue, which is widely regarded - Strong market presence across a variety of industries (car, taxi, bike, food, delivery, etc.) - Safety level is rated as being greater than that of rivals - Clear, visible driver and vehicle information with no purchase account status - Clearly indicate the quantity of cars present in the consumer area to assist customers in selecting the swiftest vehicle - Establishing a customer rating system (customers ranking) to retain the company's devoted clientele Le Gia Khoa - 2105002152 Document continues below Discover more from: Principle of Marketing MAR 211 Trường Đại học… 999+ documents Go to course International 22 marketing strategy… Principle of… 97% (97) 200 câu trắc nghiệm 15 Marketing có đáp án Principle of… 96% (813) Phan tich chien luoc 59 51 marketing TH Principle of… 100% (21) PHÂN TÍCH CHIẾN LƯỢC MARKETING… Principle of… 97% (60) Chapter 12 - Test - The "booking a car" service offered by the Grab switchboard 41 - Support other payment options W Weakness eakness bank Principle of… 100% (16) - The app is rather large (700 Mb on IOS and 100 Mb on Android) - More expensive than competitors, fewer discount coupons Marketing CĂN BẢN - In certain locations, a lack of drivers is caused by the inability to regulate the time and Principle of… attitudes - Driver control is still relatively lax, and drivers occasionally have negative location of the driver's operations 100% (16) - The time of day and the weather affect rates - Loyal customer care initiatives have lacked emphasis Opportunities - After the Covid-19 pandemic had an impact on customer behavior, demand for online delivery and payment spiked - The number of smartphone users is rising, and even young children now have them (as a result of online learning during the epidemic) - The contactless payment technique will boost Grab's Moca earnings - Wifi is becoming more and more common in Vietnam, and prices for 4G and 5G are very reasonable Vietnam's population is structured like a golden pyramid, therefore there are a lot of prospective Grab consumers there Threats - There are a lot of rivals in the Vietnamese market, and they all offer low pricing and a variety of discounts Grab was involved in a legal dispute with the Vietnamese government - Financial disagreements between Grab and the driver include raising the discount rate, fees, and paying taxes Porter five forces model of Grab: Industry riv rivalry: alry: - Entering the market with great ambition, Grab implemented an acquisition strategy when it acquired all of Uber in Southeast Asia However, the competition for ride-hailing services becomes more intense as more and more other applications are launched Le Gia Khoa - 2105002152 - In a potential, exciting but equally fierce market like Vietnam, Grab has captured more than 70% of the market share by 2021 About 30% of the remaining 30% is divided among Gojek, Be and other companies another ride-hailing app - With tremendous growth, many investors flocked to Grab and Grab's competitors such as Mai Linh, Be, GoViet (later GoJek) However, few automakers become influential, due to problems such as lack of capital and human resources, no technology Bargaining power of buye buyers: rs: - It can be said that the bargaining power of Grab customers is quite high This application has good customer service and often, quickly resolves customer needs - Customer feedback is received by Grab and continuously improves products and services accordingly Bargaining power of suppliers suppliers: - Grab is an intermediary application between customers and drivers, so the activities of drivers are considered as a condition for the company to develop - When entering the Vietnamese market, there were many times when Grab changed its policy, causing many drivers to strike and protest by simultaneously shutting down the app For example, in 2020 when Grab decided to increase discounts or change policies - After the incident, Grab also said that the company had carefully considered to propose a new suitable fare, and at the same time, deducted the 10% VAT obligation from the trip fare that the user was spending paid to reassure public opinion - However, Grab is still a market-dominating environment, and many people perceive Grab drivers as a part-time profession with a plentiful supply of drivers As a result, the pressure and negotiating strength of the drivers is insufficient for a growing and dominant firm like Grab Threat of substitues: - Ride-hailing applications like Grab have a lots of potential to develop in the near future The developing public transportation infrastructure in the major metropolis, including bus, elevated rail, and subway systems, may pose a challenge to Grab's products Furthermore, the recent drop in automotive tax in Vietnam has resulted in much lower car pricing and greater access to four-wheel drive Le Gia Khoa - 2105002152 Threat of new entr entrants: ants: - Grab continues to dominate the Vietnamese ride-hailing business Vietnamese car applications appear to have "disappeared" in recent years, giving way to international companies that are both powerful in cash and strong in technology According to a Google and Temasek research from the end of 2020, the size of Vietnam's ride-hailing application industry is over $500 million USD, with an annual growth rate of more than 40% This playground might be worth $4 billion USD by 2025 PESTEL model of Grab Legal fac factor tor Grab has both rights and obligations in the Vietnamese economy These rights and obligations compel Grab to operate in conformity with the law and the Vietnamese market The Ministry of Finance has issued proposals to collect tax more fully for this company's business model, preventing tax losses and damaging the public budget Furthermore, restrictions on user information security, enhancing safety and network security to avoid leaking of personal information force enterprises using this model, including Grab, to participate in stringent implementation The current business model of applying transportation technology services is growing the tension between the new and old business models; changing the usual operation mode and mechanism As a result, state policies will both stimulate development and modify and manage more severely Economic fa factor ctor Grab continues to support economic development and community development by introducing over 680,000 small-store partners to the platform and training over 780,000 driver-partners through GrabAcademy In 2021, Grab's partners earned $8.9 billion using the platform, a 24% increase over 2020 Grab also provided $20 million from its GrabForGood fund to give partners with free COVID-19 vaccination Social fac factor tor Vietnamese people rarely use public transportation and prefer to travel by private means, particularly motorbikes Statistics show that there were more than 45 million motorbikes and motorbikes in Vietnam in 2016 Currently, motorbikes are used by 85% of Vietnam's population for both mobility and earning a living According to a survey conducted to estimate the percentage of vehicles in a vehicle line, up to 85.8% of vehicles are motorcycles, while 12.3% are automobiles En Environment vironment ffactor actor Le Gia Khoa - 2105002152 Facility: Grab has been actively contributing to the solution of Southeast Asia's basic concerns, including traffic congestion, job creation, trust, and access to the digital economy These concerns are having a long-term impact on Southeast Asia's economic growth, and Grab In has made a strong commitment to invest in the region T Technology echnology ffactor actor Grab uses technology as a "weapon" to help them compete For example, Grab analyzes vast amounts of data on their clients to better understand their demands Their data can be used to determine the frequency of journeys as well as the most popular pick-up and dropFirm Infr Infrastructure astructure The Considering company is present in most off locations to distribute to drivers technology to beofa provinces competitive "weapon," in Vietnam Grab has established numerous R&D centers in Singapore, India, and Vietnam in order to recruit technical expertise and constantly invent and develop technology Human Re Resource source Management The company always recruits positions, espescially the driver position is always focused, with many levels of remuneration and reasonable policies Technology Since 2022, the firm has incorporated numerous technology into regular taxis, such as reserving a car using an app and calculating fare via GPS tracking Procuement In 2020, the company completed the merger of subsidiaries in the II Introduc Introduction about Mai Linh North, the Centraltion and the South, thereby raising the charter capital to VND 1729 billion 1.Inbound General information about Mai Linh Operations Outbond Inbound Operations Outbond Marketing and Service Mai Linh Group Joint Stock Company (referred Group - Mai Linh Group), Logistics logistics to as Mai Linh Sales has formerly known asThe Maicompany Linh Passenger Transport and Tourism CompanyCustomers Limited,can was A large number simple operation, Currently, Mai The company's contact the can of drivers on areJulycustomers LinhMinh is the only brand is City, founded established 12, 1993 in Ho Chi City Ho Chi Minh by Mr Ho Huy company's hotline now call the selected through transport unit in constantly to reflect on servic Mai Linh rigorous is a leading corporation in the industry with a wide hotline directly to in Vietnam many Vietnam that has transportation advertised quality, report lost book a car or can processes a fully through signage luggage, and satisfaction coverage across 63catch provinces and island districts With the mission of "bringing the car operational taxi in key city areas comment on directly on the service in 63 Not only that, but staff attitudes culture, to each person, contributing to the development and enhancement of Vietnamese road provinces and the organization cities strives across to thebring alsobetter focusesservices on for a better life", Mai Linh Group always every day That is country giving back to thegroup community also the reason why, starting from a taxi company, the is constantly expanding the through ecosystem named Mai Linh to many related fields volunteering and donating funds Mai Linh’s Porter Value Chain Le Gia Khoa - 2105002152 SWOT Analysis of Mai Linh Strengths: - Wide network of information and offices throughout Vietnam and neighboring countries - Famous brand, loved and known by many people, entered the top 10 brands of 2021 - There is a large investment capital, a large number of means of transport Wea eakness kness - According to financial statements from Mai Linh, the company has reported losses for consecutive years In 2021, a loss of VND 271 billion was recorded, increasing pressure on the company's financial system - The company's delayed transition and adaption to the technological industry causes it to fall behind the trend, resulting in the loss of potential clients Opportunities: - The corporation can try to build technologies to compete with rivals while also offering acceptable policies to entice more clients to utilize the service again Le Gia Khoa - 2105002152 Threats - Competitors are the biggest threat, the company is currently losing market share to technology taxi firms from abroad - The company's equipment system has gradually returned to function after two years of absence owing to the Covid-19 outbreak, but there are still significant limits Many of the company's driving partners have left their employment, resulting in a human resource shortfall Furthermore, despite cost-cutting to maximize financial resources, the company's policies are not creative, resulting in a failure to attract clients => inability to compete on price with competitors Porter five forces model of Mai Linh Bargaining power of suppliers The main suppliers of this type of transport are petroleum companies The market has just experienced a fluctuating period in petrol prices when the price is continuously increasing, causing transportation companies like Mai Linh to cut a lot of costs to compensate and operate the company Moreover, after each price adjustment, transport enterprises have to spend time and additional costs Bargaining power of buyer buyerss Due to fierce market rivalry from technological competitors, many loyal clients of conventional taxi firms such as Mai Linh have been lost Furthermore, the process of technological innovation and implementation in taxi services Cabs are still sluggish, which discourages many young clients from choosing traditional taxis Industry riv rivalry alry The transportation sector is tremendously competitive; conventional taxis' market share has declined dramatically in the five years since technology taxi firms were introduced Traditional taxi firms, such as Mai Linh, currently account for barely 5-6% of the market and are entirely outmatched by technological taxi companies Measures and initiatives have been used to assist Mai Linh compete with other firms, such as using technology and enhancing service quality through listening to and caring for consumers Threat of substitues Public transportation is a product that has the potential to replace the taxi sector in general, as well as conventional taxis such as Mai Linh With a lot of effort and investment in infrastructure, elevated railway lines are progressively built, or individuals may easily acquire their own automobiles to go, making taxis hesitant Le Gia Khoa - 2105002152 Threat of new entr entrants ants With the market share of Mai Linh taxi currently accounting for only 5-6%, many technology businesses have been born to compete with traditional taxi companies Therefore, the company must soon come up with strategies, accompanied by appropriate policies to help the company develop and be competitive enough Pestel model Mai Linh Legal fac factor tor The transportation industry in general and the taxi industry in particular must always comply with current laws Laws related to taxing the industry have been introduced and revised to suit businesses and markets Economic fa factor ctor The company’s financial statements for 2021 have shown that the company needs to improve its apparatus and come up with solutions to recover the business Since Grab and Uber entered the Vietnamese market, traditional taxi companies like Mai Linh have declined in both market share and sales With consecutive years of reporting losses and the covid19 pandemic has just passed, the company has to come up with strategies and goals to improve sales, position and compete again with competitors in the market Social fac factor tor Currently, the culture of using public transport is being encouraged more Many people gradually have the habit of taking buses to destinations instead of using vehicles such as taxis, leading to the loss of customers Not only that, many homes now have personal cars to move around and that number is increasing, which is also a reason for the decrease in the number of customers using taxis in the past few years En Environment vironment ffactor actor Weather is also an important factor when on rainy days or during rush hour in central areas, congestion occurs, which will cause vehicles to consume more fuel but still lower the cost Change In particular, traditional taxis always have listed prices, so they cannot change prices depending on weather conditions like technology taxi companies T Technology echnology ffactor actor Mai Linh companies are in the process of transforming and applying technologies to their taxis to keep up with other big technology taxi companies However, the transformation process is slow and the investment costs for technology are very expensive, requiring private companies to have large capital investments to implement Le Gia Khoa - 2105002152 III The competitive a adva dva dvantage ntage between technology technology-based -based taxi firms and traditio traditional nal taxi firms - Through the analysis at Grab, we can see that the biggest competitive advantage in technology car companies is financial potential When assessing the level of competition in the industry, instead of the ownership factor, we will evaluate factors such as barriers to entry or the ability to expand the market An example that can be clearly seen from the financial resources in technology car companies is being able to call a huge amount of capital In 2021, Grab successfully raised $300 million in capital to invest and rotate profits while stabilizing the situation after the Covid-19 epidemic Another advantage is the ability to expand the market Currently, the three big players in the technology taxi industry, Grab, Be and Gojek are continuously developing and expanding The coverage of these companies through marketing campaigns has spread throughout the country and are well-known brands Therefore, taking advantage of these advantages will help technology taxis maintain their position and develop further, boosting sales and helping the industry grow in the future - With traditional taxi companies, taking advantage of the availability of a large number of vehicles, they can quickly meet demand anytime, anywhere, without making customers wait to book a car The stable price is also an advantage when technology taxi companies have recently continuously adjusted and collected many additional fees such as peak time frame fees, bad weather fees or fees to maintain the operation of the application, at a time when gas prices are going up and down erratically, causing many customers to have bad feedback Seizing this opportunity, traditional taxis will gradually regain the trust of customers and attract more new customers, increase sales capacity, and improve financial situation Finally, the advantage of a traditional taxi is having a team of experienced and professional partners and drivers who behave politely to customers Thereby increasing the reliability for the driver and the company, making customers satisfied and loyal to the service IV IV Conclusion The research on the two largest taxi firms provides an outline of the strengths and drawbacks of each type of taxi currently operating in Vietnam Not only that, but by using business model analysis, we can observe the issues and possibilities that the taxi industry, in particular, and the transportation sector in general, are experiencing in order to solve and expand the taxi industry Le Gia Khoa - 2105002152 Recomm Recommendations endations for technology ttaxi: axi: We must begin with nature to tackle the problem of eliminating the need to call an automobile To begin with, it is vital to fulfill the demands of taxi users, not only so that users may offer fast and accurate transport services and enjoy the related preferred benefits, but also to guarantee that difficulties are not faced The most significant safety precaution at the period of Covid-19 is that drivers wear masks, and there are a number of procedures, such as disinfection, to guarantee that each client receives a new and safe environment Second, it is critical to fulfill the driver's passenger load need, minimize Grab's empty load rate, and enhance the driver's pay, all of which may significantly boost the driver's job confidence and passenger excitement Third, the corporation must alter its rules toward drivers and business partners, and consider cutting driver incentives in order to attract additional human resources Offering a competitive wage and incentive to assist drivers in stabilizing their income, hence increasing sales and profitability for the organization Finally, customer service is critical; the firm must constantly listen to consumers with respect and calmly find a solution that benefits both of them in order to build the company's trust more loyal consumers Recomm Recommendations endations for tr traditional aditional taxi: With technological taxi businesses occupying the present taxi market share, traditional taxi companies must soon develop methods to compete again To begin, corporations could provide special programs such as holidays and weekends, with the price always set and more effective when traveling great distances Second, in order to incorporate technology into vehicles, such as the current trend of young people paying with ATM cards or e-wallets, airlines must have QR codes to make it easier to pay for the travel Finally, the corporation must take care of its clients, listen to customer feedback, and develop suitable plans to recruit and optimize income sources V REFERENCE LIST FleetNews Opinion (2017) How traditional taxis can survive and prosper Available at: https://www.fleetnews.co.uk/blog/opinion-how-traditional-taxis-can-survive-and-prosper (Accessed at 1st January 2023) Việ tNamNews (2017) Traditional taxi firms turn to technology Available at: https://vietnamnews.vn/economy/394187/traditional-taxi-firms-turn-to-technology.html (Accessed at 1st January 2023) Le Gia Khoa - 2105002152 Ệ T NAM - TĂNG TR ƯỞ NG, XU ƯỚ H MordorIntelligence (2022) THỊ TRƯỜ NG TAXI VI NG, TÁC ĐỘ NG VÀ DỰ BÁO CỦ A COVID-19 (2022 - 2027) Available at: https://www.mordorintelligence.com/vi/industry-reports/vietnam-taxi-market (Accessed at 1st January 2023) Grant, G and Judith, J (2015) Foundation of Strategy Second Edition Barney, J.B and Hesterly, W.S (2019) Strategic management and competitive advantage : concepts and cases New York: Pearson ề n th ố ngệ li u cóấ đ uượđ Taximedia Sự tái tạ o ủc a Taxi truy c taxi công ngh ệ ? Available at: https://taximedia.com.vn/su-tai-tao-cua-taxi-truyen-thong-lieu-co-dau-duoc-taxi-congnghe/ (Accessed at 1st January 2023) ả i thay ổđ iểđ ạm nhẽmơ h n LongAnOnline (2022) Taxi truyề n thố ng nhu cầ u cầ n ph Available at: https://baolongan.vn/taxi-truyen-thong-va-nhu-cau-can-phai-thay-doi-de-thichnghi-manh-me-hon-a143521.html (Accessed at 1st January 2023) tuoitre (2022) Xe công nghệ ’’ hế t th i ‘‘, taxi truy ề n ốth ng tìm raườ đ ngố s ng Available at: https://tuoitre.vn/xe-cong-nghe-het-thoi-taxi-truyen-thong-tim-ra-duong-song20220719225846716.htm (Accessed at 1st January 2023) onde (2022) How Taxi Companies Can Use new Technology To Grow Available at: https://onde.app/blog/how-taxi-companies-can-use-new-technology-to-grow (Accessed at 1st January 2023) 10 t’mobility (2018) Advantegous taxi technology overhaults its disadvantage Available at: https://www.taximobility.com/blog/advantageous-taxi-technology-overhauls-itsdisadvantages/ (Accessed at 1st January) Le Gia Khoa - 2105002152 More from: Principle of Marketing MAR 211 Trường Đại học… 999+ documents Go to course 22 15 59 51 International marketing strategy… Principle of… 97% (97) 200 câu trắc nghiệm Marketing có đáp án Principle of… 96% (813) Phan tich chien luoc marketing TH Principle of… 100% (21) PHÂN TÍCH CHIẾN LƯỢC MARKETING… Principle of… More from: 97% (60) Khoa Lê 999+ Trường Đại học Ngo… Discover more Final Assignment17 Internship report Business 19 100% (2) Final assigment Using data to build… Using data to build pratice None FInal-Assignment FInal assignment Using data to build pratice None Circle K Case Study 13 - Managing people Managing People None Recommended for you Curnon - thuyết 29 trình kỳ Principle of… 100% (4) Kotler Chapter 45 Principle of… Principle of… 100% (2) SGS-2.G6 19 21 PRINCIPLE OF… Principle of… 100% (1) [TEAM 6] Marketing Management -… Principle of… 100% (1)