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C
Dear head and honorable members of the Examination Commission! Student Udeagha David Agwu is ready for the defense. May I start?
Qualification paper on topic: Efficiency of foreign economic activity as a factor of output of Dangote Group on the Nigerian market. Presenting to you the
Relevance of the research topic, study object and subject, purpose and tasks are
reflected in Slide 2.
Slide 3. Marketing planning and overall marketing management are extremely
important for strategic development of the Dangote group.
Slide 4. It is important to ensure the formation of optimal marketing strategy of international airports, provide appropriate marketing planning and marketing provision
considering existing and perspective trends in the aviation business.
Slide 5. Islam Karimov Tashkent International Airport is a part of JSC “Uzbekistan
Airports” and one of the largest aviation enterprises in Central Asia.
Slide 6. Classification of airport services is shown.
Airport services related to infrastructure and real estate management are divided into
two classes – aviation business and non-aviation business.
Aviation business includes maintenance and repair of airport infrastructure, airport
security, and management of airfield projects.
Non-aviation business is retail trade, leasing of terminal and non-aerodrome areas,
development of external transportation infrastructure, and terminal maintenance.
Slide 7. Dynamics of UzAirports performance and liquidity, solvency and financial
stability indicators for the period 2020-2022 is given.
Slide 8. Dynamics of UzAirports financial indicators for 2020-2022 is provided.
All indicators of UzAirports for 2022 increased compared to 2021, so there was
positive dynamics of production and financial indicators.
Slide 9 presents the SWOT analysis of Islam Karimov Tashkent International Airport.
We can see such strengths as: favorable location, high service culture; positive
image; quipped with modern equipment; high-quality services;high level of security;
leading position in the air transportation market and others.
Among weaknesses are significant staff turnover and lack of active promotion of
new airport opportunities.
There are also some opportunities and possible threats in the external environment.
Slide 10 presents features of implementing marketing strategy of Tashkent Airport’s
development as a part of UzAirports with the Roadmap.
Slide 11 For improving management of marketing activities and development of
Islam Karimov Tashkent International Airport some proposals were given:
– improvement of the corporate governance structure;
– measures to improve efficiency and quality;
– improving the effectiveness of procurement procedures;
– commercial program to increase revenues (non-aviation business).
Proposed modification of UzAirports corporate governance structure is given here.
Slide 12 In order to improve the efficiency of procurement procedures, it is
proposed:
– to develop an annual plan for audits of procurement functions, defining the timing
and scope of the analysis;
– to conduct training by responsible employees for realization of procurement
activity on the issue of compliance of performed job desсrіptions with the legislation of
the Republic of Uzbekistan.
Slide 13. Also the project of developing non-aviation business (passenger car rental)
was offered.
PEST analysis and SWOT analysis of the project are presented here.
According to the results of the analysis of factors external to the company, it can be
concluded that the current situation is favorable for entering the market, there is a great
potential for growth and gaining market share in further development.
The main possible disadvantages include the high cost of credit resources in
Uzbekistan, which has not yet recovered to pre-crisis values and the relatively low level
of welfare and business activity of the population.
SWOT analysis shows the key areas for the attention of the management personnel
that affect the successful operation of the company. Much attention is paid to personnel
training, their professional and personal qualities.
Slide 14. Total project costs (mln UZS/year) were calculated.
There is a discount scale for using the car for several days continuously (price is per
day).
The total revenue from Chevrolet Nexia 3 car per month is equal to 9.046 million
soums, and KIA Seltos Prestige 22.804 million soums.
Slide 15. Forecast revenue figures in mln UZS and calculated depreciation of
property, plant and equipment are given.
Slide 16. As we can see on this slide – the project provides net present value (NPV)
of 22,659.81 million UZS and it will fully pay for itself in 1.4 years.
The internal rate of return exceeds the discount rate and indicates a higher return on
investment compared to alternative investment options.
Slide 17. CONCLUSIONS of the study are provided.
Overall, offered proposals will support the Tashkent airport development.
Slide 18. Thank you for your attention!
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