This document discusses strategies for implementing a retail marketing plan. It outlines key components of the strategy including outputs, outcomes, and how to ensure proper matching between the two. It also describes the enterprise delivery system, from mobilizing resources to achieving desired outcomes. Major components of the strategy implementation are identified as functional strategies, projects, products/services. The document provides a matrix to illustrate how these components intersect. Finally, it provides examples of action programs and activities that can support strategic options like branching nationwide.
This document discusses strategies for implementing a retail marketing plan. It outlines key components of the strategy including outputs, outcomes, and how to ensure proper matching between the two. It also describes the enterprise delivery system, from mobilizing resources to achieving desired outcomes. Major components of the strategy implementation are identified as functional strategies, projects, products/services. The document provides a matrix to illustrate how these components intersect. Finally, it provides examples of action programs and activities that can support strategic options like branching nationwide.
Original Title
RETAIL MARKETING STRATEGY IMPLEMENTATION AND RESOURCE MOBILIZATION
This document discusses strategies for implementing a retail marketing plan. It outlines key components of the strategy including outputs, outcomes, and how to ensure proper matching between the two. It also describes the enterprise delivery system, from mobilizing resources to achieving desired outcomes. Major components of the strategy implementation are identified as functional strategies, projects, products/services. The document provides a matrix to illustrate how these components intersect. Finally, it provides examples of action programs and activities that can support strategic options like branching nationwide.
This document discusses strategies for implementing a retail marketing plan. It outlines key components of the strategy including outputs, outcomes, and how to ensure proper matching between the two. It also describes the enterprise delivery system, from mobilizing resources to achieving desired outcomes. Major components of the strategy implementation are identified as functional strategies, projects, products/services. The document provides a matrix to illustrate how these components intersect. Finally, it provides examples of action programs and activities that can support strategic options like branching nationwide.
Outputs Moderate Match between Perfect Match between Outputs and Outcomes Outputs and Outcomes Strategist must configure the Total Enterprise or Organizational Delivery System which lays out the entire continuum from the Resources needed all the way to the Outcomes realized.
Two basic issues that must be settled in following the model
(1) What technology should be used by the enterprise? - technology determines both hardware and software (1) What organizational modality should be adopted for implementing the strategy? - organizational modality clarifies what parts of the delivery system will be implemented by the enterprise itself and what parts will be outsourced, subcontracted or delegated. Enterprise Delivery System: From Resources to Outcomes
Product – Market or Resources Inputs Throughputs Outputs Output–Outcome Outcomes Matching (High Productivity, (Right Quality, (Right (Right Quantity (Desired End Efficiency and Right Costs, (Perfect-Fit) Amount) and Quality) Results) Economy) Right Time) Customer Outcomes Pesos ▪ Money ▪ Resource Flow ▪ Positioning ▪ Quality People ▪ Manpower ▪ Operating Systems ▪ Packaging ▪ Delivery ▪ Management and Procedures ▪ Place (Location) ▪ Affordability ▪ Methods ▪ Management ▪ People (Selling and ▪ Impact Processes, Distribution) Supervision and ▪ Promotion Control ▪ Pricing Market Outcomes ▪ Worker Motivation, ▪ Sales Skilling, ▪ Market Share Deployment, ▪ Geographical ▪ Products Compensation and Reach and/or Control Services ▪ Product/Service Range ▪ Support Services Physical ▪ Materials ▪ Technology ▪ Volume Growth Assets ▪ Machinery Application and Utilization Financial Outcomes ▪ Materials and Work in Process Flow ▪ Profitability ▪ Layout ▪ Liquidity ▪ Operations Work ▪ Solvency Flow ▪ Turn-over ▪ Quality Control
and Deployment Activities and Tasks Key Result Areas Vision, Mission and Objectives Major Components of Strategy Implementation
Functional Strategies Projects Products/Services
Factory Construction New Products and Marketing
Expansion Services Operations Branch Selection, Product/Service Organization and Development and Extensions Administration Construction Value Added Services or Finance Acquisition of Enterprises Product Additives or Assets Other Product/Service Other Projects Variations Matrix of Major Components in Strategy Implementation
Products Existing New Product New Product New Product Projects Product A B C D
Existing Project 1 Functional FS 1B FS 1C FS 1D
Strategies 1A New Project 2 FS 2A FS 2B FS 2C FS 2D New Project 3 FS 3A FS 3B FS 3C FS 3D New Project 4 FS 4A FS 4B FS 4C FS 4D The Flow of the Major Components in Strategy Implementation
Enterprise Strategy
Functional Strategies Outputs
Operations Marketing Product A
Product B Organization and Product C Finance Product D Administration
Project 1 Project 2 Project 3 Project 4
Action Programs Table 14. Major Action Programs for Each Strategic Option
Branching Franchising Export Mergers and Expand Products and
Nationwide Acquisitions Services 1. Location 1. Location 1. Export market 1. Assessment of 1. Conceptualization, analysis and analysis and analysis and potentials for development and selection selection choice of country merger and/or testing of possible acquisition products or services 2. Architectural 2. Development 2. Legal, 2. Valuation of 2. Set up facilities and engineering and marketing of organizational and enterprises for and operating plans franchise financial merger or programs to deliver package and evaluation acquisition products and services terms 3. Construction 3. Selection and 3. Selection of 3. Management and 3. Product/service projects training of partners, operational piloting franchisees alliances, agreements distributors, and financiers 4. Recruitment, 4. Supervision, 4. Establishment 4. Organizational 4. Product/service retooling and monitoring and of production development and commercialization routing of evaluation of facilities culture building managers and franchise staff operations 5. Central 5. Logistical 5. Marketing 5. Synchronization 5. Marketing, support services support program Program: of systems and logistical and positioning, procedures administrative product, package, support programs people, place, promotion and price Activities Activities can be drawn and carried out according to their stipulated timetable. Action Programs under the strategic option of Branching Nationwide are fleshed out below.
Table 15. Selected Action Programs and Their Activities
Location Analysis and Architectural and Construction Selection Engineering Plans 1. Mapping all possible 1. For chosen sites, 1. Prequalification locations. determine their and bidding out appropriate sizes A and designs 2. Generation and selection of 2. Architectural 2.Awarding of C location criteria. drawings and contract specifications T 3. Gathering, arranging, 3. Engineering plans 3. Fund analyzing and synthesizing of mobilization I market and consumer information. V 4. Application of criteria on 4. Cost estimation 4. Project possible locations construction and I monitoring 5. Choice of locations at 5. Approval of 5. Inspection, T management level (all possible architectural and testing and locations are presumed down engineering plans acceptance I to the most attractive ones). 6. For chosen location, scout E for specific branch sites. 7. Conduct pre-feasibility of S branch site including technical, market, operational, organizational and financial studies. 8. Board/Top Management go/no go decision on each site. Tasks Activities should further be broken down into individual Tasks. Tasks that must be accomplished on a day to day basis Following up on the location example given, Activities are spelled out n terms of their respective Tasks as shown below.
Table 16. Selected Activities and their Tasks
Activities Activity 1 Activity 2 Mapping All Possible Generation and Selection of Tasks Locations Criteria 1. Secondary data research 1. Convene management from public and private committee to solicit sources on all possible possible criteria based T locations. on functional 2. Analyze data as to objectives. A population sizes, 2. Align functional income levels, rate of objectives with overall S growth, infrastructure enterprise goals and utilities and density of performance indicators K commercial and 3. Determine the final residential districts. criteria S 3. Analyze points of 4. Set minimum numerical access, transportation targets for each criteria. routes and traffic flow of people. Program Evaluation and Justification
• Strategist still has to ensure that the Action Programs adopted will be economically viable and operationally doable • Strategist must conduct a more thorough evaluation of the Projects, Products and Functional Strategies
Examples: Feasibility legal and financial evaluation studies pre-feasibility must be done to ascertain that all branch market and franchise locations are sustainable operation and that the products and services organizational, yield good financial launched will capture sizeable markets returns and Program Evaluation and Justification
• Program decisions must be justified
- in terms of required financial rates of returns, sales volume generation, operational and human capacity limitations, and customer satisfaction Resource Mobilization
Only after the Programs, Activities and Tasks are laid out can the strategist really determine the Resources required for Strategy Implementation
