The table may serve as a core element of the “Himgrad” Industrial Park promotional strategy and an assessment medium for the steps taken by the company specialists in that direction.

A very important point is that the division of the project promotional strategy into two substrategies does not mean their absolute separation from one another. All the marketing communications program should be unified in terms of style and general principles of execution.

The main thing in the two substrategies separation is to concentrate on the criterion, which is of high-priority to the target group. For potential residents it is the level of their convenience, first, and the economizing effect as well (saving on taxes, on utilities prices and on rent level).

Another point, obligatory to mention, is connected with the promotional efforts efficiency evaluation. The problem here is that we cannot assess the short-term efficiency of our efforts. The reason for this is, predominantly, the above described time gap between the point when the company realizes the requirement of location, relocation or further expansion and the point when the location decision is made by the company. Under such circumstances one cannot assess exactly which of the promotional efforts have led the potential resident to the site - it may be equally e.g. an advertisement in a last year's special industrial magazine, a name card of the company representative with a note “important” or “interesting” found somewhere, a web-site, an article in a local newspaper, a meeting at a specialized conference, etc.

Thus, the provided in table measurement media have a relative character. Nevertheless, they may serve as indirect promotional strategy assessment ratios.

Generally speaking, the main thing about the market under analysis is a very high price for any mistakes in the project promotion. So, every step taken should be thoughtfully considered and assessed.

Furthermore, since the customer tends to search for information everywhere, the promotional strategy should be carried out by means of different media channels, including even such as rumours sometimes.

Considering the promotional strategy budget, the important point here is that due to the peculiar feature of the industrial property lease process, the general concept lies in attracting the customers, not in their further retaining.

So, the sums of money spent on promotion at the initial stages of the project development (2008-2009 financial years) are considerably larger than the following periods' budgets.

Thus, we expect that on the first stages of the project development the promotional budget will amount up to $350-450 thousand per year. The supporting marketing strategy will cost $100-150 thousand per year.

6.2. Sales Strategy

With the forecasted market growth (see Graph 4, paragraph 3.4 of the current document) we plan to occupy the fourth part of Kazan industrial real estate market by the 4th year of project realization (600 thousand square meters of the forecasted 2 500 thousand sq.m total market capacity).

The real estate operations concept of the “Himgrad” Industrial Park comprises the three main steps:

1. new construction of industrial premises;

2. long-term lease agreements signing with site residents, and

3. optional buying the leased premises out, after expiration of the lease agreement at will of the residents.

The dynamics of these three types of real estate activity is presented at Graph 6. The positions of total square under operation and total square sold are cumulative.Graph 6

The rent rates policy of the “Himgrad” Industrial Park is based on our attempt to create favourable conditions for site residents. Thus, we have analyzed the Kazan real estate market rents (see Graph 7) and set the site rents at a level lower than the city average market rents.

Graph 7

In addition to premises lease and buy out, the “Himgrad” Industrial Park provides utilities (gas, electricity, water supply, heat supply etc.) and additional services (such as marketing services, consulting, law support etc.). The dynamics of providing both types of services directly depends on the amount of premises lease and buy out and will be examined in paragraph 7.2 of the current document.

7.0. Financial Forecasts

7.1. Important Assumptions

While assessing the project financial data, some underlying assumptions were made:

1. inflation rate is taken 11%;

2. rent rates, utilities prices and additional services prices growth estimation is based on the specified inflation rate;

3. discount rate is taken 14%;

4. a growth trend in the Kazan real estate market is expected.

7.2. Project Earnings Structure

At Graph 8 the financial result of the main activity of the “Himgrad” Industrial Park is presented - that is real estate operations, including lease and real estate units buy out.

Graph 8

As we see from the graph, the positive financial result in this type of activity appears in the 5th year of project realization, after all the real estate units are put into operation.

Graph 9 represents the financial result of the utilities providing activity. The financial result here is the minimal positive. This is conditioned by the preferential utilities prices on the industrial park territory. One more circumstance restricting the utilities pricing policy is that this economy sector is controlled by the government and antimonopoly institutions. This type of activity is necessary for the residents, but non-profitable for the company. Nevertheless, low utility prices will provide the site with a greater customers' inflow. Graph 9

Another profitable type of activity, except the real estate operations, is providing additional services (consulting, law support, marketing, technical permissions etc.). The financial result of this type of activity is presented at Graph 10.

Graph 10

If we consider the total project earnings structure, it will look as follows (see Graph 11).

Graph 11

The real estate operations form the bulk of the project earnings, comprising up to 80% of all earnings structure.

7.3. Net Present Value Analysis

The Project Net Present Value is presented at Graph 12. According to the Graph, the accumulated project NPV is $167 mln. by the 10th year of project realization. Net profit/sales are expected to be positive by the 7th year of project realization.

Graph 12

7.4. Projected Cash Flow

The Project Cash Flow Dynamics is presented at Graph 13. The positive discounted cash flow in the 5th year of the project realization is conditioned by the total amount of real estate object putting into operation and being leased from that point of time.

Graph 13

7.5. Key Financial Indicators

· Redevelopment site size 131 hectares

· New construction 750 thousand sq.m

o industrial premises 600 thousand sq.m

o office premises 150 thousand sq.m

· Total investment amount $390 mln.

o Front-end investments $15 mln.

o Investment in utilities reconstruction $30 mln.

o Investment in new construction $345 mln.

· Planning horizon 10 years

· NPV $167 mln.

· IRR 21%

· Payback period 7 years

· Number of resident companies 250

· Number of workers (residents included) 10 thousand

· Residents' expected annual production volume $ 100 mln. (when at full capacity)

8.0. Company Profile

Name of the company: Joint-Stock Company “Idea Capital” Asset Management”

Establishment date: July 2004

Core competence: asset management, property management in particular

Objects under operation:

1. “Idea” Technopark, Kazan city

· main areas: innovative production

·

20 000 sq.m (approx. 8% of Kazan office market)

· 88 companies

· over 700 workers

· 2006 annual production volume is approx. $15 mln.

· anchor tenants: DHL Express, McDonald's, Siemens, Citybank etc.

2.

“Idea-South-East” Technopark, Leninogorsk city

· main areas: agriculture, petrochemistry

· 40 150 sq.m

· 100 projects under realization

3. Kama Industrial Park “Master”, Naberezhnye Chelny city

· main areas: automotive components

· 138 000 sq.m

· nearly 100 companies

· approx. 1 500 workers

· 2006 annual production volume is approx. $30 mln.

·

8.1. Management Team

The company top-manager are general manager 54301 and chief operating officer Airat Gizzatullin. After graduating from Kazan Institute of Economics and Finance in 1997 and completing the Certificate in Presidential Management Training Initiative Program with practical work at California State University Hayward in 1999, 54301 got the degree of Ph.D. in Economics in 2001. 54301 has a wide experience of working successfully in both commercial enterprises and in governmental authorities (TDT-Invest Company general manager, Deputy General Manager of the Agency for Enterprise Development of the Republic of Tatarstan, First Deputy Prime-Minister of the Republic of Tatarstan Counsellor in economics, Innovative Technopark “Idea” chief financial executive etc.). Airat Gizzatullin has also graduated from Kazan Institute of Economics and Finance, a year later than 54301. For a ten years period Airat has proved to be a born leader, possessing a broad outlook, equipped with a practical experience in business-centers operating, real estate and antirecessionary management.

The team of experts working on the project development consists of highly professional people. The main advantage of the team formed is that most team members have successfully worked together on other projects, e.g. Innovative Tecnhopark IDEA creation, development and promotion.

They work together for two years approximately and have proved to be a real team, creative and efficient. So, the team is capable of solving difficult tasks and working under pressure. The team members are presented at Fig 6.

Fig 6

8.2. Management Team Gaps and Personnel Plan

At present moment the team lacks specialists working with site residents. This is the problem to be solved no earlier than in the next two years, while the first real estate units are being constructed.

Nowadays the stress is made on working out the main principles of the industrial park functioning and on project promotion.

Besides the people directly working with residents, providing them with lease services, after the real estate objects are put into operation the company will need a special facility management department which will observe the technical condition and engineering status of the property units.

At present moment our personnel amounts to 120 people, 30 of them being managerial staff.

By the 5th year of project realization, when all the planned 600 thousand square meters of constructed property will be put into operation, our staff will amount to 1 500 people, most of them being occupied in facility management and technical support.

Risks

1. Overall political situation in the country is still a bureaucratic one, which may be of negative influence on the project development in terms of its orientation on market economy principles.

Even now, in 2007 in Russia we deal with coordinated market economy, rather than a liberal one. The role of government bureaucracies and powerful interest groups is predominant. Cross-shareholding and long-term relationships, based and monitored on private preferences (not on market relationship) are also common to the market. The specific features of such a type of economy intensify with going deeper from Moscow to the regions. And the Republic of Tatarstan is not an exception to the rule. Besides, the fact that the main part of population is Tatar - people with different culture and customs, adds some specific character to the region. That is why many visitors from Moscow and St.Petersburg compare coming to Kazan with going abroad.

2. The mistake in promotional strategy may tell negatively on the project long-term success, since the short-term efficiency of our promotional efforts is hardly assessable.

Such a circumstance does not permit to form balanced forecasts, as in physical commodities market and even in most service markets. The problem is connected with the specific characteristics of the target customers, i.e. their occupation in production sphere, where there exist a considerable time period for taking decisions for location and/or relocation, lasting for years in some cases.

3. One more risk is connected with the macroeconomic situation on free oil market.

The possible fall in oil prices will, first, decrease the money inflow in Russia, restricting all the economy branches development (real estate including) and, second, the petrochemical and chemical industries will suffer most, being directly dependent on oil prices. Thus, the development of small and medium-sized petrochemical companies will shift into low gear, depriving the “HImgrad” Industrial Park of its target customers.

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