History Of Sharik Foods

Published Date: 02 Nov 2017

STUDENT NAME

J RONA YALUNG GO

REGISTRATION NUMBER

Table of Contents

1 Introduction……………………………………………………………………………............

2 History of SHARIK FOODS…………………………………………………………………..

LEARNING OUTCOME 1

2.1 The Culture Analysis with in SHARIK FOODS……………………………………………..

2.2 The Specific Symbols…………………………………………………………………………

2.3 The Organisational Structure………………………………………………………………...

LEARNING OUTCOME 2

3 The Organisational and Management Control……………………………………………

3.1 The Daily Routine……………………………………………………………………………..

3.2 The Management……………………………………………………………………………

4 The Direct Competitors……………………………………………………………………….

4.1 The Strategy plan……………………………………………………………………………...

4.2 Planned Growth strategies…………………………………………………………………...

4.3 Distinction of product………………………………………………………………………….

4.4 Market position………………………………………………………………………………...

4.5 Location………………………………………………………………………………………..

4.6 Vision Statement………………………………………………………………………………

4.7 Mission Statement……………………………………………………………………………

4.8 Personal goals…………………………………………………………………………………

4.9 Ways to achieve my personal goals…………………………………………………………

4.10 Source of funds………………………………………………………………………………..

4.11 Barrier to achieve my goals…………………………………………………………………..

5 Financial data………………………………………………………………………………….

LEARNING OUTCOME 3

6 Objectives……………………………………………………………………………………

7 Pest Analysis…………………………………………………………………………………

7.1 Economic……………………………………………………………………………………….

7.2 Social…………………………………………………………………………………………

7.3 Technological……………………………………………………………………………….

7.4 Porter’s five forces…………………………………………………………………………….

7.5 Threat of Entrants……………………………………………………………………………..

7.6 Threat of substitutes…………………………………………………………………………..

8 Power of suppliers…………………………………………………………………………….

8.1 Power of buyers……………………………………………………………………………….

8.3 Competitive Rivalry……………………………………………………………………………

8.4 Critical success factors……………………………………………………………………….

8.5 The Industry……………………………………………………………………………………

8.6 Environmental factors………………………………………………………………………..

8.7 Understanding of market……………………………………………………………………

9 SWOT analysis……………………………………………………………………………….

9.1 Strength………………………………………………………………………………………

9.2 Weaknesses……………………………………………………………………………………

9.3 Opportunities………………………………………………………………………………….

9.4 Threats………………………………………………………………………………………….

9.5 Potential Option……………………………………………………………………………….

9.6 New foods………………………………………………………………………………………

9.7 How we compete………………………………………………………………………………

9.8 By Differentiation………………………………………………………………………………

9.9 Where we compete……………………………………………………………………………

9.10 Marker penetration……………………………………………………………………………

LEARNING OUTCOME 4

10 Our agreed strategy and resources implications…………………………………………..

10.1 Core competence…………………………………………………………………………….

10.2 Competitive advantages……………………………………………………………………..

10.3 The Value Change……………………………………………………………………………

10.4 Cost benefits analysis………………………………………………………………………..

11 Implementation of strategy…………………………………………………………………..

11.1 Monitoring and evaluation…………………………………………………………………….

11.2 Efficiency and effectiveness…………………………………………………………………

12 Resources……………………………………………………………………………………..

12.1 Cultural feasibility…………………………………………………………………………….

12.2 Operational and legal feasibility……………………………………………………………..

13 REFERENCES……………………………………………………………………………….

1) Introduction

BUSINESS is a way to bring the product to your target clients in any market. The world today demands of each business to adopt a strategy for BUSINESS and my work so they can achieve competitive advantages over their competitors, and can generate higher sales and profits successfully. There are different methods adopted by all companies to increase their proliferation in the market. The strategy should be aggressive and effective marketing. BUSINESS is a structure atic approach to the sale of goods, adopted by any business, not-for-profit with a particular message. It always tries to raise the organization's ability to generate profits, whether these are financial (profit and donations), or the election. In the study and we're going to make the analysis and comparison.

LEARNING OUTCOME 1

2) History of SHARIK FOODS

I am going to construct a strategy on a grocery store (SHARIK FOOD) in east London market. We aim to make the selection process through and challenging for a number of reasons, firstly to make sure us employee those people that are right for the role and just as important who is going to fit in with SHARIK food culture. SHARIK food started life in 1995 when Mar. SHARIK started selling surplus groceries from a stall in the east of London Mr SHARIK made a profit of £1 from sales of £4 on his first day. The SHARIK brand first appeared two years later in 1997 when he bought a shipment of Asian stuff food from Pakistan. The nature of this business is sole proprietorship. Though there are so many grocery stores like Tesco, Vijay’s Store, Khan Super Food, Johan Supermarket Store and Sainsbury’s. People demand some change in their taste with higher quality food at lower price. So, we need competitive edge in the grocery market. That’s why we are going to launch something new according to consumer requirement in better way! This differentiation supposes to be a big profit for me. Growth of SHARIK Food in 1999 represents increase of 4 present compared to 1998. Growth in 2005 and 2006 represent 7 present compared to 1999. Growth is forecasted at the same rate in 2010.

2.1) the Culture Analysis with in SHARIK FOODS

As we are discussing grocery industry in the UK food retailer SHARIK Food is used an example to illustrate the intimidate the power relationship between corporate culture and corporate strategy, and it is argued that corporate culture plays a key role in determining the economic performance of firms. Specifically, it is shown how corporate culture can concurrently be advantageous and burdensome within the same firm. So in our mission and vision statements. On the behalf of our past experience, we are very good in customer services with better higher quality of food in lower price. In this small formal organization, we have hierarchical structure with very well trained staff. We do incremental change to remove the strategic drift in organization in the market. The staff people are our hero and competitors are our villains.

2.2) The Specific Symbols

We aim to make our product as healthy as possible, without compromising on taste or quality. Our team of over 100 product developers and technologists work to progressively reduce levels of fat, saturated fat, sugar, salt and additives in our products wherever possible, while looking to increase nutrients and food groups typically lacking in the uk diet. We’re committed to providing clear nutrition information on our products to help our customers make informed choices about the food and drink they buy. Our front of pack Multiple Traffic Light labelling gives customers’ at-a-glance nutrition information in an accessible form Reducing saturated fat in our products continues to be a key area of focus for us. We remain committed to the UK Food Standards Agency’s (FSA) Energy and Saturated Fat Intake Programme. Dairy products represent one of the major contributors of saturated fat to the UK diet, which is why they remain a key priority for us. And our food symbol represent to Asian community in United Kingdom because we are Asian and expert in Asian food taste. We also display the sign of staff meeting room, fire exit, slippery area and private and disable car parking symbols.

2.3) the Organisational Structure

We are very formal organization and do everything in written form like we have democratic (hierarchical style) in the business. We take decisions with mutual understanding of staff, management and stakeholders.

LEARNING OUTCOME 2

3) The Organisational and Management Control

We have no too much restriction on staff. We prefer the policy of better reward to a better performance. We are more social and have ability to control on strategy drifting. We try to learn from our past mistakes, experiences and from our rivals.

3.1) the Daily Routine

We arrange training programme for the better performance in the market and allow increment change to remove any gap which create hurdle in the success of business. For staff motivation, we give them bonuses and awards.

3.2) the Management

Our management teams ensure that our stores deliver to the crucial, customer-driven values that have made us such a success story today. It's a simple but challenging philosophy that unites every part of the business. We call it Every Little Helps, and our stores are at the very heart of it. Because we're so customer-driven, our version of leadership doesn't involve sitting in an office issuing instructions all the time. You'll spend most of your time on the shop floor, seeing first-hand what makes your customers and staff tick. And there are times when everyone mucks in, such as when preparing for our busy evenings. Quite literally the whole team work together to ensure the store is ready and every shelf is stocked. You'll be on hand to ensure it's all done as efficiently and speedily as possible - and if that means filling some shelves yourself then that's what you'll do. So our business team, we hired the skilled staffs that they already have experience in grocery industry and can help us to achieve our business goals. Duties and responsibilities are to be assigned on weekly roster. We appointed an accountant who prepared the pay roll and other financial document to analyse the financial position of our business. We are also a part of this industry from last ten years, so we can manage my team more efficiently.

4) The Direct Competitors

Our direct competitors are Tesco, Vijay’s Store, Khan Super Food, Johan Supermarket Store and Sainsbury’s. 79 Store and one Chinese Store are our indirect competitors. We have competitive edge with Halal Meet and without gelatine stuff, another element SHARIK Food had been made an integral part of the SHARIK Food facility was an extremely high standard for cleanliness, healthy, and safety and got the HMC licence.

4.1) The Strategy plan

I did market surveys and took the view of consumers by questionnaire and leaf lets.

I consulted Libraries and published directories (like, Gale research directories).

I have got the information from web sites and search engine (posted by business resources and public agencies).

I had a meeting with UK small business administration.

I had a meeting with trade association of the industry and local chamber of commerce.

That’s why I come to this point that we can fulfil the customer requirement according to their demands.

4.2) Planned Growth strategies

In this scheme and we ask the question: "How should the company grow?” There are a number of different ways to answer this question, but the most common gives four answers: (Swaim, 2009)

horizontal integration

Vertical integration

Diversification

Intensification

Scheme uses more detailed categories about the nature of companies (that basically related to people who make decisions about the company’s Strategy. These Are:-

Prospector

Analyser

Defender

Reactor

Marketing Strategies of War

4.3) Distinction of product

We are serving in the grocery food stuff according health and safety standards and got the licence from HMC. Located in east London, SHARIK Food believes in providing its customers with only the highest quality products. Our all stuff and meat, poultry are HMC certified, leaving you at rest that what you get is 100 present halal without any doubt. The first thing is, in that specific area most of grocery store are they do not have Halal meet, whole spices and powder spice and second thing is, we do not sale the alcohol drinks and related to alcohol and un halal food stuff. So our all food stuff is certified of HMC. We introduce the halal food stuff which is very rare in east London.

4.4) Market position

Our main target is towards Asian people. The business is profitable because raw material is easily available and cost of production is not very high. So we can get high margin of profit with competitive edge and by price reduction. Structure efficiency had been the key to SHARIK Food ability to offer its high quality products at such low prices. SHARIK Food’s biggest operational design component for reducing costs had been the complete elimination of the middleman. Instead of going through an intermediary, both fresh and dry products were ordered from individual growers and producers, and shipped directly to SHARIK Food’s centre where SHARIK Food expert staff prepared them for purchase. Most of Asian people are living in east London and they do like Asian spices food. With the help of this we can increase our sales volume and is going to be able to get more profit.

4.5) Location

The business place is Green Lane road in east London. The business area is quite enough. But in future if we need more space, so there is going to be no problem. There is lot of space available. This location is very important for my business because it is near to train station, school, takeaway, restaurant, and pub and very near to town centre so everyone have easy access to reach here. Our location off business is very good because mostly people live near our business they are Asian and too many Asian takeaway and restaurant near around our business place. It is very good for our business.

4.6) Vision Statement

“We help the families of Main town, near to seven kings train station in east London, live happier and healthier lives by providing the freshest, tastiest and most nutritious grocery food: From local farms to their door step according their needs.”

4.7) Mission Statement

“Our mission is to dealing in grocery food industry for the fulfilment of customer’s daily food requirement. We want consumer’s satisfaction by supplying quality of products, cheaper stuff which is easily affordable to each class. We shall make the availability of product at their door step. We have competitive edge in grocery food market with new techniques and better services.”

4.8) Personal goals

Personal goal setting is especially important when you are operating your own business. Because your business is going to have an impact on every other area of your life, it is critical to consider how it affects your life and your own goals. Defining and aligning your business objectives and your personal goals in life is going to help you focus and set appropriate priorities. We want to become market leader in next five years. We have also keen intention to open the franchise in different area. So, we can easily capture the market. My motive is to earn profit by fulfilling the customer requirement.

4.9) Ways to achieve my personal goals

In this business our top priories are high level of customer’s satisfaction, and that’s why we sell our product with price reduction as compare to other grocery shops and give the good quality food. We have sufficient financial resources to continue this business but in case of emergency, we are going to arrange funds from the financial institutions.

4.10) Source of funds

There are so many options available, like Personal savings, mortgage on our business, business credit card, friends and relatives. If we need more than these sources, we have option for bank loans, limited partnership, private offering and other financial institution.

4.11) Barrier to achieve my goals

The economic recession can be hurdle to achieve my set goals. Because now-a-days the people are losing their jobs. And they have low purchasing power. I am late comer in this industry, my competitors who already run their business. Their financial position is very sound. So, they can reduce their price at extreme level with minimum profit margin.

5) Financial data

Balance sheet: (Quarterly)

ASSETS

Non-current assets £

Goodies going to 25000

Other intangible assets 26000

Property, plant and equipment 650000

Investments 50000

Other non-current assets 15000

766000

Current assets

Inventories 54632

Accounts receivable 3508

Prepaid expenses and accrued income 2500

Other financial assets 5700

Bank and cash 235500

Total assets 1067840

LIABILITIES

Capital and reserves 200000

Profit 300000

Total equity 500000

Non-current liabilities

Long-term interest-bearing liabilities 350000

Other long-term liabilities 75000

Current liabilities

Short-term loans 15000

Accounts payable 110000

Accrued expenses 17840

Total liabilities 1067840

Income Statement: (Quarterly)

Net sales 55000

Cost of sales (35500)

Gross profit 19900

Research and development expenses (5500)

Selling and BUSINESS expenses (4500)

Administrative and general expenses (7500)

Other income 7500

Other expenses (2500)

Profit before tax 7400

Tax (900)

Net profit 6500

LEARNING OUTCOME 3

6) Objectives

To maximize our sales we set the target that in 2010 we are going to capture the whole East London market. We want to outshine our competitors and remain the market leader. For this purpose we have competitive prices edge in the market. The one of main objective is consumer satisfaction. So that we are trying our level best to meet the consumer needs. For this purpose we shall provide the quality food stuff to maximize the customer’s satisfaction.

Therefore we understand the value for money that’s why we buy the material in bulk from our customers to minimize our cost, because we shall be able to sell the products cheaper as compare to our competitors to maintain the number one grocery industry in the United Kingdom.

The one of primary objective of our organization is to maximise profit. As compared to previous year we want to increase in profit up to 10 present. We need progressive return on investment so we take care of our customer’s. It is only possible when we shall meet the customer’s daily food requirement. There are various objects of advertising but our primary aim is to attract the sales for the company. In fact, the ultimate aim of our organization is to enhance its profitability and it is only possible when the company may attract more sales with advertisement and customer’s satisfaction.

Another core objective of advertising is to enhance the visibility of the products and services among the consumers. In other words, advertising is aimed to increase the awareness in the customers. Through ads the company can build the better image. To understand the issues more fully and make better decisions, we talk regularly with customers, colleagues, NGOs and the Government and its agencies.

For our stakeholder we is going to held meetings once every month, To understand issues in proper way and make better decisions, we talk regularly with customers, colleagues, Consumer, Distributor, Suppliers and the Government and its agencies. Talking with the Food Standards, each day we highlights a sustainability issue or opportunity, with a goal of inspiring customers and colleagues with practical ways to effect real change.

7) Pest Analysis

Political:

We analysed following things to construct our better strategy of business:

Health and safety Guide line

Labelling of GM foods

Animal right campaigns

1998: BSE

7.1) Economic

In this business set cost is not very high

Franchise facilities are available

support from major suppliers

Growing market

Perceived value of money

Increasing disposable income

7.2) Social

In United Kingdom there is busy life style so people love to buy the food to their own taste and if they buy on one store they feel happy and safe their time.

Healthy eating and Obesity

Homogeneity

Social activity

7.3) Technological

Investment in technological innovations

Computer ( till structure )

7.4) Porter’s five forces

Porter's Five Forces is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979.

In Sharik foods they also work according to the porter’s five forces if we look into it closely.

The below diagram describes it’s in the best way

http://upload.wikimedia.org/wikipedia/commons/thumb/6/66/Porters_five_forces.PNG/250px-Porters_five_forces.PNG

7.5) Threat of Entrants

Setting up: While setting this Strategy there is a threat to some extent because we are late mover.

Product differentiation: we have unique and different technique as compared to our competitors.

7.6) Threat of substitutes

Convenience shops

Mid-range Food Stores

pre-cooked food

Other social activity

Health food shops

8) Power of suppliers

Farming industry

Worldwide market of suppliers

Alliances

8.1) Power of buyers

Consumers

Little brand loyalty

8.2) Competitive Rivalry

New entrants likely

Price war

Overall demand is increasing

8.3) Critical success factors

An element of organizational activity which is central to its future success. In our grocery business Critical success factors may change over time, and may include items such as product quality, employee attitudes, manufacturing flexibility, and brand awareness.

Main aspect of critical success factor (CSF) in this business:

8.4) The Industry

SHARIK Food and like other Grocery Store all have unique goals so while there may be some industry standards, not all firms in one industry is going to have identical CSF's. Some trade associations offer benchmarking across possible common CSF's.

Competitive strategy and industry position:

Our firm's current position in the industry (we are relative to other competitors in the industry and also the market leader), our strategy, resources and capabilities define its CSF's. The values of our organization, its target market etc is going to all impact the CSF's that are appropriate for it at a given point in time.

8.5) Environmental factors

Environmental changes: Economic, regulatory, political, and demographic changes create CSF's may effect to our organization. These relate to environmental factors that are not in the control of the organization but our organization must consider in developing CSF's. For examples these are the industry regulation, political development and economic performance of a country, and population trends.

8.6) Understanding of market

In our grocery business different critical success factor are involved like, sensitivity to changing market needs, understanding of how and why customers buy. We knew when to shift resources from old to new products and how to identification and positioning to fulfil customer needs.We have unique positioning advantage and maximizing payback from BUSINESS response to resources.

9) SWOT analysis

In our organization, we analyses our strength, weaknesses, opportunities, and threat.

9.1) Strength

We reckon, we have good business due to different product and latest technique in grocery industries. We hired the skilled staff and have complete follow up plan towards our all entire team. With the help of competitive edge we can increase my sales volume with better customer’s satisfaction. It’s also become the cause of high profit margin.

9.2) Weaknesses

In grocery industry, there is high competition in price war. For the strategy drift in the business we sold our products with low profit margin, this thing can become our weakness in this business to compete in the market, we do not have online and delivery structure and our car park area is small, we have only two till so they make problem during the rush time.

9.3) Opportunities

There are lot of opportunities are available in grocery industry. We earn high profit of volume with minimum investment. On the achievement of our set targets then there is opportunities we can open new Franchise in other part of the United Kingdom. Suppliers of raw material are easily available; there is no monopolistic approach in this sector.

9.4) Threats

The first things is we late mover, so we had threat of entry in the market. There are already so many competitors, which can create hurdle to achieve our set goals. There can be a price war, so we need more sources of funds to compete with them. Now-a-days due to economic recession, the people are losing their jobs. There may be problem in buying power for the ultimate users of product

9.5) Potential Option

The grocery food industry in the United Kingdom is still in private ownership. It is operated in order to make a profit as a necessary condition for the conduct of its business. This business is to provide preserved and prepared food for the United Kingdom population and for export. The food industry includes multi-national firms, a number of which have parent companies and research facilities in the USA. The influence of the US food and food machinery industries on United Kingdom food is, however, more extensive than these direct contacts provide.

In the future, it is reasonable to conclude that at least the bulk of the food industry is going to remain, as at present, in private ownership during the period with which we are concerned. So it is going to continue to direct its efforts to activities likely to be profitable, as one of the constraints within which it must be carried on.

9.6) New foods

Currently the development of replacements for existing foods, or the creation of new foods, from cheaper and perhaps more freely-available raw materials has the general guidance of a ruling by the Committee on Medical Aspects of Food Policy (December, 1972) (Food Standards Committee, 1975). This says ‘any substance promoted as a replacement or as an alternative to a natural food should be the nutritional equivalent in all but unimportant aspects of the natural food which it would simulate’. This ruling is widely accepted as reasonable, dispute being mainly concerned with the interpretation of ‘all but unimportant aspects’ in relation to food composition, place in the diet and the extent to which dietary needs for nutrients are adequately provided by other foods.

9.7) How we compete

By serving different food, good wait staff, atmosphere, and you can have an adult beverage.

1-excellent-food.

2-excellent-service.

3-excellent-prices.

4-mouth-to-mouth-publicity.

5- Easy parking.

9.8) By Differentiation

We are making the products and providing the services in different way, whereby the buyer is is going to to pay a premium for it.

our packaging offer is very attractive like buy one get one free

We have quality differentiation

we have price differentiation

Cost leadership: We are lowest cost producer in whole food industry.

Differentiation: Our product differentiation and service is going to exploit the market.

Focus: Provide food and services at a lower cost and provide a different product and service as compared to competitors. We have low price strategy to compete with our competitors.

9.9) Where we compete

Current product and current market: market penetration can be achieved in three ways.

We encourage customers to increase their usage rate of the product. Strategies might include:

Increase unit of customer purchase

Speeding up the rate of the product improvement

Offering customer price incentives for increased use

We attract the non user by advertisement

We try to cut in prices for increase in sale volume.

9.10) Market penetration

Our market penetration strategy is:

Customers are price sensitive- food and service should be demand price elastic

Economies of scale can be reached-profit by volume

Our lower price is going to deter new entrants

Development in food stuff

Develop new market

New product in new markets: diversification

LEARNING OUTCOME 4

10) Our agreed strategy and resources implications

Strategy capability:

Our strategy capability refers to the resources and competences. It needed to survive and proposer.

Resources found in our business:

FINANCIAL RESOURCE: Cash flow, capital, working capital, debt capacity

PHYSICAL RESOURCE: Land, Building, stock, and plant

HUMAN RESOURCE: Operatives, sales man, accountant

ORGANISATIONAL RESOURCE: Reward structure , Quality control structure , information structure

Competence: We employ and deploy our resources in following way.

10.1) Core competence

Our particular strengths relative to other organisations in the industry, which provide the fundamental basis for the provision of added value:

Value

Added

Managing

Linkages

Robustness

Cost

efficiency

Bases of Competences

Organisational

Competences

Identifying Competences

Value Chain Analysis

C M Clarke-Hill

10.2) Competitive advantages

Unique resource deployments which distinguish our business from others

The ability of our organisation to outperform rivals on its primary goals.

10.3) The Value Change

The value change looks at:

- In our grocery business where the chain adds value

-Chain sources of distinctiveness come in the grocery industry.

-The value chain is not a catalogue of everything a firm does

- In our business, it may be distinctive in many ways.

Resource and value change:

The sources of distinctiveness in the value chain can come in grocery industry from:

The resources deployed in each activity

The location of an activity

The linkages between activities linkages in the value chain can derive from:

Partial substitution -screening of leads by finance improves sales productivity

Improve performance- maintenance leads to more reliable operations

Generate information- sales information leads to better product development

10.4) Cost benefits analysis

Cost benefit can be analysing that how much cost is incurred to make the finish product for the end user. And how much benefit we get from that spending.

Example:

Costs:

New updated plant value : £2500

Installation cost : £500

Total cost : £3000

Benefits:

Speed efficiency that can enhance of our performance in making more products in a year.

Amount : £4800

Better retention in the year : £4800

Increased in professional reputation that is going to encourage the customers to go for buying more stuff in a year : £4800

Total benefit : £9600

Payback period time (3000/9600) : 3.5 months

11) Implementation of strategy

Taking "strategic decisions" - is the strategic management. (Thompson, j.2002)

In practice, our strategic management process has three main components, shown in the figure:

http://www.tutor2u.net/business/images/strategy_balls.gif

11.1) Monitoring and evaluation

It is an analysis of possible alternative solutions to a problem and a recommendation on the best alternative. It can decide, for example, whether order processing can be carried out by a new structure more efficiently than the previous one. Our project is perceived to be feasible from the results of the study. Our very next logical step is to proceed with it. The research and information revealed in the feasibility study is going to support the thorough planning and reduce the research time.

11.2) Efficiency and effectiveness

Technology and structure :

We can analyse that what technology needed for our entire structure exists, how difficult it is going to be to build, and whether our business has enough experience using that technology. The assessment is based on an outline design of structure requirements in terms of Input, Processes, Output, Fields, Programs, and Procedures. This can be quantified in terms of volumes of data, trends, frequency of updating, etc in order to estimate if the new structure is going to perform adequately or not.

12) Resources

This involves queries such as how much time is available to build the new structure, when it can be built, whether it interferes with our normal business operations, type and amount of resources required, dependencies, etc. Contingency and mitigation plans should also be stated here so that if the project does over run the business is ready for this eventuality.

12.1) Cultural feasibility

In this stage, our business plan alternatives are evaluated for their impact on the local and general culture. For example, environmental factors need to be considered and these factors are to be well known. Further an enterprise's own culture can clash with the results of the project.

12.2) Operational and legal feasibility

The current work practices and procedures support a new structure . Also social factors i.e. how the change in grocery industry is going to affect the working lives of those affected by the structure . Determines, whether the proposed structure conflicts with legal requirements, e.g. a Data Processing structure must comply with the local Data Protection Acts.

Strategic Statements

Vision

Improve annual product sales by 10 percent through accurate & responsive customer liaison.

Mission

Provide effective & timely quality solutions through accurate customer feedback analysis.

Goal

Enhance our product strength through better food, Quality & Improved Customer Satisfaction.

Values

We encourage customer feedback so we can listen and act on quality advice.

Slogan

Improved products sooner.

Balanced Scorecard Table/Grid

Cascaded Objective

Provide quality solutions that satisfy all customer needs & requirements.

KPI or KRA

Engage new customers through effective product placement & awareness.

KPI or KRA

Encourage existing customers to buy again through consistently high product quality.

Measure

percent age of customer registrations and repeat sales.

Measure

Customer satisfaction through effective survey statistics.

Scores and Numeric Gauges

Set the Scores and use the Numeric Gauges as required.

Initiatives Table/Grid

Initiative

Collate and analyze all customer feedback and research into a primary internal resource.

Initiative

Educate and engage all staff with customer requirements and current satisfaction levels.

Date Ranges

Set Date Ranges and Month counts as appropriate.

Monthly Table/Grid

Planned Monthly Values

Set the Planned Monthly Values and get your Budget Finances approved.

Actual Monthly Values

As the year rolls on, update your monthly Actual Values and publish the Actual/Planned values.