This assignment carries 20% of the overall assessment.

This exercise will be done during class (Module 3).

Based on two organization of your choice, describe and synthesize the following:

1. What is/ are Vision, Mission, objectives and strategies undertaken?

2. Does the organization venture into international diversification? Why?
3. How does Leaders ensure success of strategy implementation?
1. What is/ are Vision, Mission, objectives and strategies undertaken?

MR. DIY

MR. D.I.Y. first store opened in Jalan Tunku Abdul Rahman in July 2005. The address of MR D.I.Y.
headquarter is at Lot 1851-A & 1851-B, Jln KPB 6, Kawasan Perindustrian Balakong, 43300 Seri
Kembangan, Selangor. Mr D.I.Y started off much like a traditional hardware store, then it expends the
business globally throughout the years of its operation.

VISION:

 To be the largest home improvement retailer in Asia Pacific.

MISSION:

 To create a globally recognized ASEAN retail brand.

 To maintain wide variety, good quality and value of money; holding true of our company
motto.

TAGLINE:

 ALWAYS LOW PRICES

Strategy

 MR D.I.Y. is a low cost strategy(broad) from the other main competitors such as Daiso, and
Eco.
 All MR. D.I.Y stores are in collaboration as a leading mini department store or retail chain with
Tesco, Giant, AEON and AEON BIG. Hence, MR D.I.Y. positions their retail stores in these huge
supermarkets to attract more customers as they come there to shop for their household
items.
 Malaysia’s biggest home improvement retailer which is MR. D.I.Y. is exploring an Initial Public
Offering (IPO) to raise around 1.5 billion ringgits ($362 million). IPO is an act of offering shares
of a company to the public in a new stock issuance. Public share issuance allows a company
to raise capital from public investors.
 Private equity firm Creador is an investor in MR. D.I.Y., which emerged three years ago. It owns
an 18% stake in the company, while the remainder is held by the company’s founders. The
home retailer is identifying underwriters and bankers, and has so far shortlisted Malayan
Banking Bhd, CIMB Group Holdings Bhd, RHB Bank Bhd, Credit Suisse and JP Morgan, added
the source.
 MR DIY also started to launch its e-commerce strategy by having its own online website, as
well as its official store on an online shopping e-commerce platform which is Shopee, it has
result in increasing number of online orders with up to 22 times uplift from the e-commerce
platform. Hence, the new MR. D.I.Y. e-commerce platform enables customers to buy products
for their home without having to leave the house and making life easier for people.
Furthermore, the online catalogue covers virtually all the hardware, electrical, and household
items people can find at their average MR. D.I.Y. store which the home page highlights the
best-selling items from seven product categories which are hardware, electrical, household,
car accessories, stationery, toys, and miscellaneous. With its partnership with Shopee, there
is also a Super MR DIY Day sale where customers can enjoy further financial deductions such
as a RM6, RM12 and RM17 off with a minimum purchase of RM35, RM55 and RM70
respectively. MR DIY also rewards its loyal customers for their support by giving away 700
automatic umbrellas to those who spend a minimum of RM50 (amount is after discount).
Redemption is on a first-come, first-served basis with limited quantities to be given away daily
throughout the seven-day period. Other online strategy is during the Chinese New Year
celebration in 2019 which offers customers a chance to win RM38 ang pow cash vouchers
from MR DIY. The instructions are simple which the customers only required to just ‘follow’
MR DIY’s official store on Shopee, screenshot the page as proof of following, post it in the
comment box on Shopee’s Social Media platform, and tag a friend of them. MR. D.I.Y. online
store also accepts FPX bank transfers from all major banks in Malaysia, as well as Visa and
Mastercard credit cards.
Mapping position

 Strength
 Malaysia’s biggest home improvement retailer. MR. D.I.Y. is proudly a home-grown enterprise
with over 750 stores throughout Asia-Pacific. Each of our stores spaces encompasses
averagely 10,000 square feet providing a comfortable and wholesome family shopping
experience.

 Weaknesses
 Competitors can offer similar products

 Opportunities
 Expansion to other neighbouring countries from the current Asia Pacific countries. Now they
have expand only to Thailand, Brunei, Indonesia, Philippines, and Singapore. So they can
target other asia pacific countries such as China, India, or others as their vision is to be the
largest home improvement retailer in Asia Pacific.

 Threats
 Changes in regulations can impact the business of MR. D.I.Y. such as changes in government
policy. This could happen as MR D.I.Y. also has stores internationally

2. Does the organization venture into international diversification? Why?

MR. D.I.Y. employs more than 8,000 employees serving more than 180 million customers yearly at all
MR. D.I.Y. stores throughout Asia Pacific. As of 2019, it expanded its operations to Thailand, Brunei,
Indonesia, Philippines, and Singapore. It is important for MR. D.I.Y. to expand its business to exploit
economic opportunities in developing the market value. However, there are still locations where
MR.D.I.Y. is difficult to reach in expanding their business globally. Therefore, they should improve the
place or distribution where the firm can enter new market and penetrate current markets. In this way,
MR.D.I.Y. can provide a stronger support for their competitive advantage and continue to success
whether in Malaysia or outside of Malaysia.
3. How does Leaders ensure success of strategy implementation?

Leadership is about more than leadership behaviour and leadership style, or telling people what to
do. Increasing complexity and the role of knowledge work means that people now plan their own work
- and make their own decisions.

Effective leadership involves a lot of management - managing the people processes in the organisation
so that people can align themselves to the strategy. Henry Mintzberg makes the case that too many
problems in organisations are caused by separating the leadership and management roles
("Community-ship is the answer" Financial Times).

Leaders are responsible for formulating and communicating the strategy - but responsibility doesn't
stop there. They must also manage the alignment of people for strategy implementation. They need
to ensure that the people in the organisation understand the strategy, buy into it, and align their
decisions and actions accordingly. And this alignment needs to be measured and monitored.

 Aligning the people for strategy implementation

In the most basic terms, a strategy is nothing more than a definition of what will sell, to whom will sell
it, how will sell it and where will sell it. Taken together, these also define the customer value
proposition.

 Have a clear strategy and understand its implications throughout the company

The four dominant types of strategies - Price, Product, Product (premium / high end) and Customer
Specific Solutions - should all be based on a clear customer value proposition. Different strategies
require different organisational behaviours - and therefore different leadership skills.

 Communicate the strategy and get buy-in

Effective leadership means communicating the strategy in a language that the people in an
organisation understand. Effective leaders check to ensure people know what the strategy means for
them and their job, that they buy in to the strategy, and then support it.

 Align the organisation to implement the strategy

The attitudes and behaviours of the people in any organisation are driven by six dimensions of people
processes: customer proposition, strategy commitment, processes & structure, behaviour of leaders,
performance metrics and culture. Leaders lead and manage strategy implementation by aligning
people using these levers.

 Measure and monitor the alignment of people to the strategy

Effective leaders check their assumptions by ensuring people alignment is measured and monitored.
Effective measurements are in line with the strategic objectives, and actions taken in one or more
areas must be supported by actions in the other areas to get the right result.

The way to achieve strategy implementation is not just by telling people what to do. It's by
communicating the strategy in a way that everyone can understand and buy into, and see how they
can contribute.

Effective leadership is also about formulating the strategy and strategy implementation.