•Economic

•Societal forces

•Technology

•Legal

•Environment

Objective & Task

Competitive Parity

Zero Based Budgeting

Incremental Budgeting

https://www.perplexity.ai/

https://chatgpt.com/

Objectives - does your strategy help achieve the mission and vision?

Positioning - How do you want to be perceived in the minds of your target customers?

Processes - Automation? Training?

Partnership - what kind of partners?

Sequence - AIDA? (awareness, interest, desire, action)? RACE? (reach, act, convert, engage)

customer aquisition? retention?

Experience - what customer experience you promising?

Engagement - how are you assessing engagement?

Data - how are you monitoring data?

Using the 9 evaluation methods, compare three potential suppliers - local / national. Add any screenshots of the stands they are offering / styles / anything else you find useful in your research. Create a slide deck presentation.

Cost evaluation, quality of service, social media presence, experience and expertise, scalability, technology, financial stability, cultural fit, reviews.

•Understand what a marketing plan is

•Understand the Ansoff’s Matrix and it’s purpose

•Understand the different types of marketing plans

•Be able to conduct a thorough marketing plan using SOSTAC

•Identify different types of competitors and be able to conduct a comprehensive competitor analysis using a variety of tools

•Be able to conduct an environment scan using multiple tools

•Understand budget-setting methods

•Understand different market research methods

•Understand how to create marketing briefs

•Evaluate potential marketing suppliers

•Suppliers (kinds of suppliers)

•Intermediaries

•Competitors (done previously)

•Publics

•Customers (kinds of customers)

•System and processes

•Skills/people

https://www.socialinsider.io/

https://adstransparency.google.com/

https://www.facebook.com/ads/library/?active_status=all&ad_type=all&country=GB&is_targeted_country=false&media_type=all

https://library.tiktok.com/ads?region=GB&start_time=1664578800000&end_time=1721304769890&adv_name=&adv_biz_ids=&query_type=&sort_type=last_shown_date,desc

•How is your product/service completely unique?

•Why would a customer buy from you and not your competition?

•When will the customer be better off buying from someone else?

https://websiteseochecker.com

https://pagespeed.web.dev/

https://app.wincher.com

•Background

•Product range

•Target market

•Pricing strategy

•Marketing strategy

•Distribution Strategy

•USP - unique selling point - what makes them better or stand out more from the competition.

Name of competitors (3-5) / type / how they are a competitor

Screenshots of Google map entries of top competitors

Recommend one strategy from the matrix the company hasn’t used—and justify the risks and rewards.

Include situation analysis, objectives, strategy, tactics, action plan, and controls.

Working on content for a new patient hub website

Working on helping to design a new app

Moved to a 6 week social content plan

• Traditional - Boots

  Have higher volumes of products and less niche product lines but in the same market.

• Direct - Cult Beauty

  Have a very similar target audience and offer similar skincare/makeup.

• Indirect - Beauty Bay

  E-commerce website that has strong branding. However, they are indirect as they have massively shifted their focus onto their own products rather than existing brands.

• Global - Sephora

  Has an online and in-store presence, operates globally.

Background

• running for 25 years

• offer just dental courses

• based in London

Product range

• offer dental nurse apprenticeships level 2-5

  Target market

• target market 19-24 year olds

Pricing strategy

• free funded by the government training

Marketing strategy

• market strategy is to be present on social media and highlighting the benefits of apprenticeships, especially their since they've provided for so long.

Distribution strategy

• hybrid working for learners and employers

USP

• usp is their time spent being a provider as they are the oldest in the dental segment.

Aspiration Training-

Background

• running for 23 years

• offer dental, childcare, business admin courses

• based in Wales

Product range

• offer dental nurse apprenticeships level 2-3

  Target market

• target market 19-24 year olds

Pricing strategy

• free funded by government training

Marketing strategy

• market strategy is to be present on social media and have a larger digital footprint across all platforms

Distribution strategy

• hybrid working for learners and employers

USP

• usp is their diversity in courses as they offer a bigger range which may help learners feel less trapped into a course

  
  

  Harriet Ellis-

  Background

  • running for 20 years

  • offer dental courses

  • based in Romford

  Product range

  • offer dental nurse apprenticeships level 2-5

    Target market

  • target market 19-24 year olds

  Pricing strategy

  • free funded by the government training

  Marketing strategy

  • market strategy is to promote their achievements and keep a low profile commercially to help with their professionalism.

  Distribution strategy

  • hybrid working for learners and employees

  USP

  • usp is they're the leading training provider for dental courses in the UK

2- It's completely unique in our support systems and how we check up on learners and give them support. We do monthly surveys and reporting on learners welfare and learning experiences. Our owner is also an experienced technician who used his own experience to shape our curricular activities to help learners.

3- Our pharmacy sector is the largest in our company but we have won awards and have high pass rates which shows our education quality.

4- Maybe if the locations better for where they have practices. Some employers are tied to one company which may be more beneficial to some learners.

Computers

Adobe

CRM's

Bud

Trello

Survey monkey/Mailchimp

System and processes-

Passcode to building

Our log ins for our media platforms

MIS and compliance teams to access information

Skills and people-

Our owner used to be a pharmacy technician himself

We have a sales and marketing manager

Pharmacy, dental and science experts on our board who own practices and have experience at the top level

Business development managers build their own teams to help push different apprenticeships

Tutors

Talent acquisition teams

Intermediaries - Delivery services, influencers/affiliates, payment processors

Competitors - Boots, justmylook, beauty bay, cult beauty

Publics - Government, employees, media

Customers - Women aged 18-35

Our systems

Intermediaries-

City and guilds

Employers

Publics

Publics- BADN, BDC, NHS

Customers- our learners, employers

E- Inflation rates have increased which means we need to ensure our learners are receiving the right wage and not being underpayed by an employer

S- We support inclusivity and support within the workplace and we make sure our safeguarding team and welfare support for learners is always the number one priority

T- Learners are always given access to platforms and kept up to date with everything on them. We ensure they have laptops that work so they can learn efficiently

E-

L- Keep up to date with employment laws and legislation around young people as our main audience is 19-24

Economic- Cost of biomaterials, exchange rates, expensive treatment so maybe see a fall in sales in a recession

Social- demographic changes, UK have an ageing population, so might mean more people getting implants. Also cultural/religious attitudes, more people choosing synthetic products

Technological - innovations in biomaterials to produce our product. Have to compete with new technology such as 3D printing

Environmental- Transport emissions distributing around the world. Sourcing of raw materials

legal - FDA approval in countries. Trademarks. No misleading or false claims

W - No physical stores. Smaller company so may not be recognisable to some potential customers. Dependent on third-party brands

O - The market is growing globally. Technology continues to change and grow. Creating a larger team to become more effective in-house. Have opportunities to partner with influencers and hold events to increase our exposure.

T - High competition. Impact of inflation, less people having disposable income to spend on luxury goods.

• synthetic and no animal or human product

• Proven clinical use and supported by research papers, case studies

• Recognition- Queens award for small business

• Creating a sense of community through network of Key opinion leaders, facebook groups, events, gala dinners, distributor conferences

Weaknesses:

• Effectiveness is reliant on the user and sometimes there is user error

• Trying to change old perceptions and trying to get people to change from what they have been taught and products theyve used in university

opportunities

• growth in sales due to ageing populations

• expanding into new countries

threats

• regulatory restrictions changing

• new technologies such as 3D printing

We have lots of platforms to help us perform the best we can which includes bud, mailchimp, trello, survey monkey etc

We have one main office which everyone is welcome to and always ensure al money is invested into our learners

W- We lack digital footprint which dental apprenticeships like tempdent have. We also waste time on posting and scheduling which could be quicker with a different CRM.

O- We could expand onto tiktok to appeal to the younger audience who are likely cominbg out of education

T- As new qualifications and courses come out we could be threatened by anyone offering the course in a different sector. Any negative changes to apprenticeships could impact us massively too.

1. Target Markets - Wide net of customers. Women aged between 18 - 45

2. Objectives - Boost the number of new subscribers by the end of the year

3. Positioning - They want to be seen as delivering excitement, surprise, and strong value.

4. Processes - Have new forms in place for if someone wants to unsubscribe the reasons why so we can improve.

5. Partnership - There are many beauty brands that we can continue to work with and create new partnerships to expand our product range.

6. Sequence - We are trying to retain our existing subscribers as well as acquire new ones to expand. 

7. Experience -  Finding something new that becomes a favourite, something you wouldn’t have discovered otherwise.

8. Engagement - High level of UGC creators to portray this experience to our followers. 

9. Data - We can use data or our new processes to collect data and improve by profiling our customers and getting a better understanding of our target market.

O- increased sales and trust from clinicians

P- premium, ethical and innovative product leading the market

P- hands on training events, case studies, support with training

P- Dental charities, dental schools, key opinion leaders

S- AIDA - build awareness of brand, grow interest by doing demos, educate through training

E- offer good support and customer service from sales team, provide step by step training, better for patient experience too

E- build online community through facebook case study group, KOLs, events. high level, UGC content from dentists

D- collect data on healing times, resorption rates, release data and publications, track patient experience in clinics

Objectives - Yes, we gain reach through our marketing, which helps us provide learners with a positive learning experience.

Positioning- We want to be their number one education provider where they can get into their future roles without having to pay for uni or just be a numbr to the education system.

Processes- We do training for both our safety in the workplace and the safety of the learners. We also have lots of systems which help us to organise our marketing to fit into an effective strategy.

Partnerships- We have partners in terms of B2B partners as we work with big organisations such as City and Guilds and the NHS to help us proivde our apprenticeships.

Sequence- We follow a process which we like to keep efficent so learners don't feel like to process is taking too long.

EXPERIENCE- We follow learners experiences from the day they apply to the day they leave.

Engagement- We often enrol the people that are engaging in our posts as they have a genuine interest however the less interaction we have the less enrollments we find we have.

D- we use data to target our find what we have done recently and why our enrollments numbers have or haven't gone up. e.g have we been to events, have we been posting more

Objectives: Grow revenue, Be the UK’s most trusted under-retail luxury store, increase repeat customers.

Positioning

Boinclo = Luxury. Always authentic. Always under retail, not second-hand, the smart way to shop luxury.

Processes: Automate SMS and email flows (Attentive). Repurposing content. Training staff further.

Partnerships:

• Suppliers: Italian distributors and direct brand accounts.

• Platforms: Klarna, ClearPay, Attentive.

Sequence (RACE)

1. Reach: TikTok trends, IG carousels, SEO blogs.

2. Act: Retargeting ads, SMS alerts, email flows.

3. Convert: Clear savings, trust badges, easy checkout.

4. Engage: Loyalty points, reposts, reviews.

Experience: “The most trusted way to buy luxury, always below retail”, fast shipping, hassle-free returns.

Engagement

• Social saves, shares, comments, growth.

• SMS/email opens, CTR, revenue.

• On-site add-to-cart rate and bounce rate.

• Reviews

Data: Shopify data, revenue, increase/decrease in sales, social media engagement, CTR on emails and SMS.

• A budgeting method where a fixed percentage of past or projected sales revenue is allocated for a particular budget (often marketing or advertising).

• Factors Influencing Choice:

  • Simplicity and ease of use

  • Historical sales performance

  • Revenue predictability

  • Industry standards or norms

• Typical Industries:

  • Retail

  • Consumer goods

  • Fast-moving consumer goods (FMCG)

• Typical Size of Company:

  • Small to medium-sized businesses (SMEs)

  • Also used by larger firms for quick, top-level planning

Objective and task

- A budgeting method where specific objectives are set, tasks to achieve them are identified, and costs are estimated for each task—then totalled to determine the budget.

Factors Influencing Choice:

• Need for goal alignment

• Detailed planning capability

• Strategic focus

• Availability of reliable forecasting data

Typical Industries:

• Advertising and marketing agencies

• Technology and software companies

• Nonprofits

Typical Size of Company:

• Medium to large-sized businesses

• Organizations with strategic planning departments

Competitive parity

A method where a company sets its budget based on competitors’ spending to maintain market share or positioning.

Factors Influencing Choice:

• Market competitiveness

• Availability of competitor data

• Brand positioning goals

• Industry benchmarking practices

Typical Industries:

• Automotive

• Telecommunications

• Consumer electronics

Typical Size of Company:

• Medium to large companies in competitive markets

• Firms operating in highly saturated industries

Zero based budgeting

A method where every expense must be justified for each new budget period, starting from a "zero base."

Factors Influencing Choice:

• Desire for cost efficiency

• Need to eliminate wasteful spending

• Organizational change or restructuring

• Strong control culture

Typical Industries:

• Manufacturing

• Healthcare

• Government and public sector

Typical Size of Company:

• Large enterprises

• Complex organizations with detailed cost structures

Incremental budgeting

A budgeting method where the current year's budget is based on the previous year’s figures, with incremental changes (additions or reductions).

Factors Influencing Choice:

• Budgeting stability

• Historical performance

• Predictable operations

• Minimal change expected

Typical Industries:

• Education

• Government agencies

• Utilities

Typical Size of Company:

• Small to large organizations

• Often used in public sector or mature industries

Definition: Budget is set as a fixed percentage of either past sales or forecasted future sales.
Factors influencing choice:

• Stability of sales forecasts

• Industry benchmarks (many industries have “average %” guidelines, e.g. 5–10%)

• Desire for simplicity and predictability
  Typical industries: FMCG, retail, automotive — sectors with consistent sales volumes and established benchmarks.
  Typical company size: Mid-size to large firms with stable revenues. Often 5–10% of sales in B2C, 2–5% in B2B.

• Objective & Task Method

Definition: Budget is based on defining specific objectives, identifying the tasks needed to achieve them, and estimating costs.
Factors influencing choice:

• Clarity of business goals

• Ability to measure ROI (performance marketing, digital)

• Market growth stage (often used in growth-focused companies)
  Typical industries: Tech, e-commerce, SaaS — data-driven and growth-oriented.
  Typical company size: Startups, scale-ups, and performance-focused mid/large companies.

• Competitive Parity Method

Definition: Budget is set by matching or benchmarking against competitors’ spending.
Factors influencing choice:

• Intense competition in market

• Availability of competitor spend data

• Desire to maintain share of voice (SOV) relative to market share (SOM)
  Typical industries: Telecoms, consumer goods, airlines, luxury fashion — highly competitive, brand-driven sectors.
  Typical company size: Medium to large firms in saturated markets.

• Zero-Based Budgeting (ZBB)

Definition: Each new budgeting period starts from zero; every cost must be justified, not just rolled over from the previous year.
Factors influencing choice:

• Cost-control pressures

• Desire for efficiency and ROI focus

• Volatile markets where flexibility is needed
  Typical industries: FMCG multinationals (Unilever, P&G pioneered it), energy, manufacturing, financial services.
  Typical company size: Large corporations with complex cost structures, but increasingly adopted by cost-conscious mid-size firms.

• Incremental Budgeting

Definition: Budget is based on last year’s spend, adjusted up or down by a percentage (often for inflation or strategic priorities).
Factors influencing choice:

• Historical stability of costs

• Simplicity and ease of forecasting

• Low tolerance for budgeting complexity
  Typical industries: Public sector, traditional industries, utilities, healthcare.
  Typical company size: Government bodies, large institutions, conservative corporates.

Definition- The percentage of sales budget method is a technique where a business sets its budget for particular expenses—such as marketing, advertising, or even overall operating costs—by allocating a fixed percentage of either past or projected sales revenues to those expenses.

Factors influencing choice- Several factors influence the choice of the percentage of sales budget method:

• Correlation between sales and expenses: This method is best for cost items that directly correlate with sales levels, such as advertising, commissions, or shipping costs.

• Simplicity and ease of calculation: Organizations with limited financial expertise or those that prefer straightforward budgeting processes are likely to favor this method.

• Industry benchmarks and historical practice: Companies may be influenced by standard percentages used in their industry or by their own historical allocation ratios.

• Organizational growth goals: Aggressively growing firms may choose higher percentages to fuel expansion, while mature companies might prefer more conservative rates.

Industries- Industries using the percentage of sales method often include:

• Retail and FMCG (fast-moving consumer goods)

• Manufacturing

• Franchises

• B2B SaaS

• Professional and home services

• IT and technology

Typical size- Small and mid-sized businesses (SMBs), seeking simplicity and alignment with fluctuating sales

• Startups and growth-stage companies with variable income streams

• Larger enterprises may use the method for some budget items but often supplement with more detailed, line-by-line approaches for comprehensive budgeting

Objective and task- Definition

• The objective and task method involves clearly defining organizational goals—such as increasing sales or launching a product—and then identifying the activities and associated costs needed to accomplish those goals. The budget is built by estimating the cost of each task and summing them to produce the total required allocation.

  Factors Influencing Choice

  Key factors influencing the choice of this method include:

  • Need for strategic alignment: Firms that want budgets closely tied to measurable outcomes or business goals prefer this approach.

  • Desire for accountability and accuracy: Companies seeking clear linkage between spending and results value the method’s transparency and defensibility.

  • Availability of detailed cost and effectiveness data: This method requires in-depth knowledge of how much tasks cost and their likely impact, so it's selected by firms with strong data and analytics capabilities.

  • Budget flexibility: The approach can be time-consuming and may require iterative refinement, making it more suitable where management allows flexible review and adjustment.

  Typical Industries

  Industries commonly using the objective and task method include:

  • Advertising and marketing agencies

  • Consumer goods, retail, and FMCG with campaign-driven marketing

  • Technology firms launching new products or product lines

  • Non-profits and associations focusing on program objectives

    Typical Size of Company

    While any business can use the objective and task method, it is most prevalent in:

    • Medium and large organizations with experienced finance and marketing teams

    • Firms launching significant campaigns requiring careful planning and financial justification

    • Companies with the resources and strategic focus to build detailed budgets tied to goals, and with management allowing greater flexibility

    This method is less frequently chosen by very small businesses due to its detail-oriented, time-consuming nature and need for reliable cost forecasting.

    
    

    Competitve parity- Definition

    The competitive parity budget method is a budgeting strategy in which a business determines its spending—especially in advertising or promotional activities—by matching or aligning with the levels reported or estimated for key competitors in the industry. The goal is to maintain a presence comparable to rivals and remain visible in the market without overspending or underspending.

    Factors Influencing Choice

    • Desire for market parity: Companies use this method to avoid being outspent—and outshined—by rivals.

    • Lack of internal data: New market entrants or businesses with limited analytics may rely on competitive trends as a guide.

    • Risk aversion: Firms that want to avoid the risks of over- or underspending, and want a “safe” approach, choose this method.

    • Industry norms: Sectors where competitive spending is public or easily estimated make this approach easier to use.

    Typical Industries

    Industries most likely to use the competitive parity method include:

    • Fast-moving consumer goods (FMCG)

    • Consumer packaged goods (CPG)

    • Retail

    • Technology and electronics

    • Hospitality and local services

    • Any market with several high-profile, competitive brands vying for share.

    Typical Size of Company

    • Large and mid-sized companies commonly use this method, as they have the resources to monitor competitors and want to protect market share, especially for established or non-flagship products.

    • Smaller firms might use competitive parity when entering a saturated market or when unsure how much to spend initially—but it is only effective if competitor data is available.

    Competitive parity is generally less favored by innovative or disruptive firms aiming for a unique positioning and more likely to be used by companies seeking steady, defensive market presence.

    
    

    Zero-based budgeting (ZBB) involves starting from a “zero base” at the beginning of every budgeting cycle, meaning no expense is pre-approved or assumed. Every function, project, or expenditure must be analyzed and justified in terms of necessity and efficiency, with budget allocations made only to essential activities that advance the organization’s goals.

    Factors Influencing Choice

    • Need for cost optimization: Businesses aiming to eliminate unnecessary spending and maximize efficient use of resources choose this method.

    • Focus on strategic alignment: Zero-based budgeting allows organizations to tie financial decisions more directly to current strategic objectives, instead of repeating the historic allocation.

    • Availability of data and resources: The method is time- and resource-intensive, requiring comprehensive review and justification, making it suitable for organizations that can commit to this rigor.

    • Desire for accountability: ZBB fosters increased accountability among managers, since every budget item must be defended and aligned with business needs.

    • Response to changing environments: Companies facing market shifts, regulation changes, or requiring turnaround often adopt ZBB to regain control over costs.

    Typical Industries

    Industries frequently adopting zero-based budgeting include:

    • Large corporations (especially in manufacturing, retail, consumer goods, and pharmaceuticals) seeking cost reductions and operational efficiencies.

    • Public sector/government organizations implementing reform, transparency, or turnaround management.

    • Global enterprises seeking standardization across multiple divisions or geographies.

    • Service industries (consulting, financial services) periodically utilizing ZBB for reviews and restructuring.

    Typical Size of Company

    • Large and multinational firms most commonly implement ZBB due to their complex cost structures and available management resources.

    • Medium-sized companies may adopt ZBB during cost-reduction drives, M&A integrations, or market shifts.

    • Small businesses seldom use the full ZBB model because it is time-consuming, though some may apply ZBB principles for individual projects or major business transitions.

    Zero-based budgeting is especially suitable for organizations seeking transformation, facing cost pressures, or operating in highly dynamic market environments

Sources of Primary Data

• Surveys and questionnaires

• Interviews (face-to-face, phone, online)

• Focus groups

• Observations

• Experiments and trials

• Field studies

• Diaries, logs, and self-reports

Secondary Data
Secondary data is information that has already been collected by someone else for a different purpose, but can be reused for research or analysis.

Sources of Secondary Data

• Government publications such as census reports or economic surveys

• Research reports and academic journals

• Books, magazines, and newspapers

• Company records and annual reports

• Online databases like Statista or JSTOR

• Trade associations and industry reports

• Websites, blogs, and archives

Qualitative vs Quantitative Data
Qualitative data is descriptive and non-numeric. It focuses on meanings, opinions, experiences, and feelings. Examples include interview transcripts, focus group discussions, or observational notes.

Quantitative data is numeric and measurable. It deals with quantities, frequencies, or values. Examples include survey results with numbers, test scores, or experimental measurements.

Types of Primary Qualitative Data

• Open-ended interview responses

• Focus group discussions

• Observational notes

• Case studies

• Audio or video recordings of behaviour

Types of Primary Quantitative Data

• Structured surveys with rating scales or multiple-choice questions

• Experimental results with measurable outcomes

• Field measurements such as time, weight, or temperature

• Test scores and performance metrics

Secondary data is data which is collected prior to it being needed but can be used for the research.

Qualitative data- data which is in depth and is based on opinions.

Quantitative- Numerical data which can be formatted in statistics

Primary Qualitative Data (explores attitudes, feelings, opinions)

• Interviews (structured, semi-structured, unstructured)

• Focus Groups (group discussions)

• Observations (watching behaviour in natural or controlled settings)

• Open-ended Survey Questions

• Case Studies

• Ethnographic Research (studying people in their real-life environment)

Primary Quantitative Data (numerical, measurable, statistical)

• Surveys/Questionnaires (with closed-ended questions, ratings, Likert scales)

• Experiments (controlled tests, e.g., A/B testing in marketing)

• Field Tests (pilots, test marketing, product trials)

• Structured Observations (counting frequency of behaviours/events)

• Measurements (time taken, distance, quantities, costs, etc.)

Secondary data sources-

Internal data- documents, reports and records

External data- published, online or gov data

Primary Data:
Data collected first-hand by the researcher specifically for the purpose of the study.
It is original, current, and directly related to the research objective.

Secondary Data:
Data that has already been collected and published by others for a different purpose.
It is pre-existing and can be internal (within the organization) or external (outside sources).

2. List Sources of Primary Data

• Surveys & Questionnaires

• Interviews (face-to-face, telephone, or online)

• Focus Groups

• Observations

• Experiments or Test Marketing

• Online analytics tools (first-hand user behavior on websites/apps)

3. What is the Difference Between Qualitative and Quantitative Data?

4. List of Types of Primary Qualitative and Quantitative Data

Primary Qualitative Data Types:

• Open-ended interviews

• Focus group discussions

• Observational notes

• Diaries or journals

• Ethnographic studies

Primary Quantitative Data Types:

• Structured surveys with closed questions

• Experiments or trials

• Observational data with numerical recording (e.g., customer counts)

• Online metrics (click-through rates, time on page)

5. List Sources of Secondary Data

• Government publications (e.g., census data, labor stats)

• Academic journals and research papers

• Industry reports and whitepapers

• Company records or internal reports

• Databases (Statista, Euromonitor, etc.)

• Media articles and news outlets

• Books and encyclopedias

• Trade associations

• Online databases and repositories

Secondary data: Data that has already been collected by someone else for a different purpose but is used for your research.

2. Sources of primary data:  Surveys, interviews, experiments, observations, questionnaires.

3. Qualitative Data: Data that describes qualities, characteristics, or attributes and is usually non-numerical.

Quantitative Data: Data that is numerical and can be measured or counted.

4. Primary Qualitative and Quantitative: Open-ended questions, focus groups OR surveys, questionnaires

5. Sources of secondary data: reports, government data, newspapers, websites

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IS there any content you would like to see on the website in the future?

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