Académique Documents
Professionnel Documents
Culture Documents
7-1
AGENDA
• Situation Analysis
• Market Analysis
• Customer Analysis
• SWOT Analysis
• 2019 Strategy
• TOWS Analysis
• Segmentation &Targeting & Positioning
• Product Development
• Diplomas offering & Discounts
• Places & New channels
• Promotions; PR & Advertising
• 2019 Action Plan Calendar & Budget
7-2
Objectives and Goals
• Start Harvest’s 3 passions;
• Passion for Customers
: CS new team & new System
• Passion for our people
: Training (Language & ICDL)
: Appraisal & Package/Incentive
• Passion for people around Harvest
: Exclusive offers
• Sales of L.E 25M
• Maximize the current branches capacity: to be 24 M EGP
• Open 4 new branches
• Delta; 2 branches (Zaqaziq ,Tanta & Menoufia: March,October)
• Upper Egypt ; 1 branch (Menia/Assiut : July 2019)
• Canal : Ismaielia
• New resources for Income:
• Corporate Sales Dept. up to 25% increase for the foot-in sales
• Location utilization. Add-on deals
7-3
SWOT Analysis
Strengths Weaknesses
• Network & Coverage
• Good value for affordable price • Branding reputation
• Social Media (Facebook) • Non satisfied staff / Turn-over & lack of
• Outdoor sales team experience
• Team spirit & age • Complicated /Manual process
• Non organized financial sheets
Opportunities Threats
•High potential for the Market. • Fierce competition within the C-class
• uncovered segments that needs
different proposal with affordable price.
7-4
TOWS Analysis
(ST) Strengths Mimimizes Threats
(SO) Strengths Maximizes As the Market has potentials so
Opportunities there’s a chance to recognize the
we will use the USPs to how to use brand if we work on the brand image
our business strength points and & positioning, Also focus on the
opportunities to create strategies to uncovered segment to keep away
implement from the high competition by the B-
class brands
7-5
TWOS Strategies & Action Plan; S-O
• Actions Maximizing Strengths to Maximize Opportunities
• Staff Loyalty: depend on the youth/loyal/talented staff to create a
middle management layer (No decisions or authorities for one year)
• Network: use the current network to add-on deals and utilization
• Mature Operation Cycle: automate the process to maximize
productivity
• 8 Yrs of experience Management: use to develop a 2nd layer of
management
• Facebook page: change the ToV, Enhance the image, penetrate
new segmentations , Reduce CPL, Raise Ads quality, Raise # of
Leads
• Competitive Price vs Quality : use to cover more areas targeting
new clients (New Branches)
• Outdoor Sales Activities: Spread into more effective places
(Shopping Malls/ Clubs ..etc) 7-6
TWOS Strategies & Action Plan; S-T
• Actions Maximizing Strengths to Minimize Threats
• More competitive coverage: More branches to cover Delta, Canal
and Upper Egypt
• Organize the promotions to minimize the customer destruction
• Spread the Outdoor Team to target other segments and areas
• Maximize the Facebook activities: to gain more leads for current
and new branches; via more regular leads form activities and via
generating more customer oriented FB marketing strategy
• More staff satisfaction; to avoid any competitive head hunting
7-7
TWOS Strategies & Action Plan; W-O
• Actions Minimizing Weakness to Maximize Opportunities
• Complex Operation:
Automated ERP system
Clear Operation process & Job description
• Non satisfied staff / Turn-over & lack of experience
Depend on the youth/loyal/talented staff to create a middle
management layer (Training investment )
Askary, M. Ramadan , Yasser, Abanob, Hind, Merihan , Nada
New HR policy for Staff satisfaction
• Poor Branding Reputation:
Upgrade the service level in branches & ToV of FB page
Raise the basic prices
7-8
TWOS Strategies & Action Plan; W-T
7-9
Marketing Strategy & Action Plan
• Promotion Strategy
• Public Relations
• Advertising
• Place & Network
• Branches Locations
• Branch Environment
• Prices & Offering
• Product ; New offers Cycle & Terms
7-10
Strategic Orientation:
In the light of the previous analysis, the following set of decisions, in which we
see of a relative High importance to directly contribute to the achievement of
our strategic direction:
7-11
Strategic Orientation: cont….
• Improve understanding / cooperation / communication
(teamwork) between the members of the work group
• Coordination and integration among all departments and
sections to achieve the organization's vision and strategic
objectives being developed
• Efficient use of resources (financial, human, technological) by
using scientific methods and measurable performance indicators
• Standard application of (Job Descriptions + tasks to perform the
work), in order to ensure continuity and regularity in the
provision of the required quality standards from the employee
• Every employee deserves the opportunity to develop his / her
potential, by identifying training needs and proper career path
compatible with his / her talents and capabilities
• Implement bonus systems tied to measurable results that
achieve the desired change
7-12
The composition of the strategic direction
Long term 3-5 Yrs strategic direction
7-13
The composition of the strategic direction
Long term 3-5 Yrs strategic direction
7-14
The composition of the strategic direction
Long term 3-5 Yrs strategic direction
7-15
The composition of the strategic direction
Short term 1-2 Yrs strategic direction
7-16
The composition of the strategic direction
Short term 1-2 Yrs strategic direction
Goals" for the period are summarized in the following
• Improve the performance level of sellers
Improve methods of treatment with clients
Provide scientific methods for sales tactics
Coaching the team on how the application of the methods
(negotiation, identify customer needs, closing techniques,
communicate with customers, time management)
Monitor, measure, and reward good performance
• Improve customer service
expansion in the provision of after-sales services
Sustainability in regular communication with the customer to verify
the satisfaction
Apply focus groups with customers in order to know their unique
needs and interest in providing products focused on their changing
needs
7-17
The composition of the strategic direction
Short term 1-2 Yrs strategic direction
• Apply campaigns for promotion and advertising
• Identification of the message to be transferred across the customers’
minds “Branding”
• Apply customer preferences surveys towards providing a "bouquet of
some complementary / integrated products or services
• Investigate the market trends
• Achieve Quality Management system and sequential steps to
check quality
• sign a contract with a qualifying consultant to implement the Quality
Management System to ensure processing to and obtaining the ISO
9001 certificate
• Prepare all the forms and procedures that describe the sequence of all
the internal operations of the business operations
• Follow a system of regular internal audits to ensure quality
conformance of all internal operational process
7-18
The composition of the strategic direction
Short term 1-2 Yrs strategic direction
• Achieve security and safety in the branches and facilities
• Apply a serial application procedures for the security, safety, and health, which
have been stated in the OSH internal operations listed in the Quality
Management System ISO 9001
• Activate periodic training, on how to act in emergency situations and
evacuations plans
• Achieve a scientific method for effectively manage performance of both
business and individual performance (staff)
• Activate the performance appraisal process
• Assign clear roles, based on professional specialties
• Preparing job descriptions and desired outcomes for each functional position
• Identify the resources, knowledge, training requirements, and scheduled
implementation initiatives
• Determine rewards and incentives associated with the achievement of the
desired results of each and every function
• Follow-up, monitoring, and evaluating the results to reward good performance
7-19