7 Steps to establish LSM (Local Store Marketing )


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An easy step by step guide to establish implementable & actionable LSM ( Local store Marketing ) in retail stores, Proven easy & useful, used & copied & adopted by leading fast food chains & retail company's in the Philippines. If you need a copy of the Power point presentation email your request @ dngrtz2000@hotmail.com, will send you your copy immediately.

7 Steps to establish LSM (Local Store Marketing )

  1. 1. LOCAL STORE MARKETING SEMINAR April 18 & 19, 1999 Paradise Resort, Malolos, Bulacan
  2. 2. MARKETING DEPARTMENT R.A.Ortiz L.Nolasco-Alfonso A.Oliva P.Maglaya E.Tecson K.Sace M.Rodil B.Del Rosario A.Rodriguez
  3. 3. VISION STATEMENT • A team of dynamic, creative and effective marketing professionals working aggressively to propel company Video •A highly effective, organized and empowered local store marketing team that will carry out the strategic marketing program of the company.
  4. 4. GOAL AND OBJECTIVE •Define the role for Local Store Marketing •Develop a formidable Local store Marketing Team •Identify the key success factors and measurement of the team’s effectivity and contribution of the organization •Finalize strategies and tactics
  5. 5. FUNCTION OF LSM •To conceptualize, implement and evaluate local store marketing programs •Coordinate with store operations regarding the required marketing programs and activities •Motivate, direct and evaluate the performance of Store Marketing Officer
  6. 6. CHARACTERISTIC OF THE TEAM • Innovative • Aggressive • Effective • Team Player • Accurate • Honest
  7. 7. SOP’S •Weekly key initiatives list should be submitted during the weekly marketing focus team meeting •Reports should be ready at 9:00 A.M. •Conduct the evaluation of LSM staff
  8. 8. SOP’S •Attend the regular Bi-weekly meeting and contribute interesting ideas during the meeting •Meet the required performance target and introduce the necessary measures to remedy the problem •Gather relevant market information and discuss their implication in our business
  9. 9. REPORTS TO BE SUBMITTED •Weekly key initiative list •Weekly store’s update (sales and marketing activities) •Action Plans/Monthly Planner on or before the first day of the month •Other reports to be required by Marketing Manager
  10. 10. REGULAR MEETING •Monday- 1st week and third week of the month reporting and discussion of the plans, problems and accomplishments •“Market Focus” - an hour of brainstorming every Friday or Saturday (need to basis) •“Market Review” - a monthly assessment of programs implemented in the stores
  11. 11. MARKETING CALENDAR •Area Marketing Officer are required to submit a comprehensive marketing action plan and it should contain the following: âObjective âStrategies and Tactics âExpected Output âTimeline âBudget
  12. 12. LSM UMBRELLA CONCEPT •EXPERIENCE company VIDEO âA banner concept for the LSM, the objective is to persuade the consumers to visit our stores and experience our superb service and exciting promotions. Each Area Marketing Officer is expected to develop a winning marketing activities to ensure the success of experience company Video”
  13. 13. KEY AREAS FOR CONSIDERATION •Saturation drives •Direct mail and coupons •Customer Intimacy program •Database marketing •Mascots, parades, motorcades •Other exciting and innovative marketing concepts
  14. 14. GOAL AND OBJECTIVE •Develop effective and dynamic local store marketing team •Introduce a systematic and measurable local store marketing programs •Achieve target sales of the store •Contribute to the long term objective of the company
  15. 15. TODAY’S SITUATION •The basic infrastructure has been set but in need of further evaluation and fine tuning •There is no comprehensive understanding on the role of the local store marketing
  16. 16. WHAT IS LOCAL STORE MARKETING? •A disciplined process of marketing a store establishment in the immediate training area •Developing a localized marketing activity that aims to build sales within a special trade area through in store and community related activity. âThe key word is disciplined because you have limited resources in terms of time and money thus, it is important that your local marketing efforts are targeted to provide maximum impact on sales and profits
  17. 17. 7 SIMPLE STEPS IN DEVELOPING LOCAL STORE MARKETING PLAN •Fact Gathering Analysis •Problems and Opportunities •Objectives •Strategy and Tactics •Budget Plan •Execution •Evaluation
  18. 18. JOB PROFILE AND DELIVERABLES •Marketing Assistant 1- Market and Business Development â17-24 years old, senior Marketing , Management or Communications Student from good schools. If possible, a full time staff âExcellent oral and communication skills âExcellent public relations and has pleasing personality âDeliverables - penetrate trading areas through systematic direct marketing programs and non-traditional form of advertising and promotions âBasic task - negotiations and group sales development for companies, organizations, subdivisions, telemarketing, etc.
  19. 19. JOB PROFILE AND DELIVERABLES •Store Marketing Officer 2 â17-24 years old, senior Marketing , Management or Communications Student from good schools. If possible, a full time staff âDeliverables - special events in the store like parties etc., community events, discount cards, coupons, etc. To fully cover the trading areas through saturation drives. âBasic task - promote in-store promos to the trading areas through tie-ins, saturation drives and direct mail. Distribution of flyers, negotiate the installation of streamers and posters
  20. 20. THE MARKET CHAMPIONS •LSM Staff shall be trained to conduct saturation drives •LSM Staffs are given separate tasks aside from doing saturation drives •Two LSM’s shall fully concentrate on covering the trading areas through the distribution of flyers
  22. 22. LOCAL STORE MARKETING (LSM) Is a developing a localized marketing activity that aims to build sales within a specific trade area through in-store and community related activities. In working out sales, there are only two factors to monitor and to address LSM efforts to: AVERAGE CHECK - Total sales divided by transaction count. TRANSACTION COUNT- Total number of bills or transactions per segment or as a whole the Total bills of the store. Any down trend of either of the two basic elements of sales may be address through LSM.
  23. 23. WHERE DO YOU ADDRESS YOUR LSM EFFORTS? Only within your trade area. The trade area is the specified parameters where each store can move around to do his marketing efforts. This be enhancing awareness of a new activity, goodwill, bring in new customers, increasing frequency or increasing customers average check. Each Trade Area has your list of traffic generators such as schools, banks, cinemas, malls, bookstores, etc. This is where you can address leafleting activity in the light that redemption do happen because you are doing your distribution in places where there is high traffic or volume of people who do gather for a purpose. The only way to maximize the awareness campaign that the store wants in order to generate trial and a high level is by doing a blitz activity. This means practically walking door to door, street to street and dropping those handbills. As you do this leafleting activity, we must keep in mind who the ACA Video customer is basically of the ABC income class between 5 to 60 years old, both male and female.
  24. 24. CUSTOMER SATISFACTION As customer satisfaction is your best marketing tool, assuring you of repeat purchases in a more frequent manner, please do these: As you know, a sale differs on a payweek and non-payweek. Your hourly sale also differs on a day to day basis. Adjust your roistering accordingly. Aside from allotting exclusive marketing hours for your store, you will realize by doing your roster based on your hourly sales per day, on payweek/non-payweek, you will find an hour or two or even more per day where you can do a “planned” pullout of people to implement marketing. This is your very basic LSM for your store. Before you consider doing a thousand and one things you think may boost sales, please do all of the above first because if you cannot deliver customer satisfaction 100% all the time, no amount of Marketing can build your stores sales long term.
  25. 25. OPENING A NEW STORE Your Trade Area Your new store is located within a certain “market place”. Each “market place” has certain characteristics that would spell out the kind of sales this new store will have. As the store Manager, you have to be aware of the following in order for you to prepare for sales opportunities and customer flow in your trade area. A. The Pedestrian Count The first thing you should do is conducting a pedestrian count. This is done hourly in front of your future store site between 10 a.m. until 8 p.m. both on a weekday and on a weekend. E.g. 10 - 11 11 - 12 12 - 1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 Wednesday Saturday 450 people passing by 200 700 250 850 200 400 100 300 150 325 200 500 450 700 600 800 650 650 400
  26. 26. In this particular example, you will already see that your future store has a better weekday traffic than on weekends. Your potential sales will be better on weekdays than that of weekends. You can better appreciate this data if you observe the kind of pedestrians that pass by per hour. Even if you do have the volume of people passing by, if they are not your target market then this “seemingly” good volume of pedestrians will not generate sales of your store. B. The Vehicular Count Vehicular count is another indicator similar to the pedestrian count. This is done also on a weekday and a weekend to determine build up of traffic. Similarly, observations of what kinds of vehicles do pass by every hour indicate the kind of market your trade area has. These two indicators will have a very close sales trend relation to your future sales both on weekday and weekends C. The Competitors Observing the nearby competitor’s number of customers every hour, both on weekdays and weekends is your closest indicator of how you’re future stores’ sales will go. E.g. if Viva and other local video stores are doing very well and your stores location is within striking distance from any of these stores, you may feel a sense of security that people do go to that area. However, if you are away a considerable distance from where the action is, it is not safe to assume that your sales will do well.
  27. 27. D. Traffic Generators These are specific places within your trade area where you can do leafleting activities or LSM tie-ups in the future. These are the: - Villages / residents Offices Banks Cinemas Car parks Supermarkets etc. - business establishments - churches - schools - bus terminals - hospitals - gas stations List them up, get contact persons from each one and establish good Relations with them even before your store opens. Communicating new value offers or promo through leafleting that builds transactions for your store will have a better chance if you get hold of contact persons from each possible traffic generator within your trade area. E. The Survey This sample survey form is evaluated and answered by people from your trade area. This will tell you a lot about your customers profile and buying habits with other video stores. For those who have availed of our product, you will be able to say how pleased or displeased they were with us from previous experience.
  28. 28. STORE OPENING COUNTDOWN Duty Prepare Trade Area Map Outdoor billboard / soon to open streamers Ground breaking / construction / Press release DM meets w/ Marketing on Trade Area of store DM implement Trade Area Survey w/ Crew Marketing arranges data gathered Into reading form DM surveys trade area, walk the streets Drops Dear Neighbor letter w/ raffle Get to know the community, Establish contacts Soon to Open streamers Prepare FA of Now Open handbills Soon to Open Press Releases Print handbills Deliver handbills to store Week to S.O. Responsibility 8 weeks Marketing Marketing 7 weeks 6 weeks before opening PR Marketing 5 weeks before opening 4 weeks before opening Marketing Marketing Marketing Marketing 3 weeks 1 week before Opening Marketing Marketing Marketing Owner / Franchisee
  29. 29. Duty Signage installation PR delivery streamers/ miniboard Award to suppliers Prepare for opening blitz campaign Determine guests for store Prepare invitations Contact Priests Deliver invitations Deliver streamers, handbills to store Deliver “Now open” streamers, now Open posters, candles, and coins Money for priests Blitz of trade area Week to S.O. Responsibility PR Marketing Purchasing Marketing Marketing Marketing Mktg./Franchisee/Owner 3 days before Opening Marketing (Apply 18 weeks blitz for store a 6-week awareness Campaign) Photographer / Flowers Now Open Press Release Blessing Motorcade Blessing & On opening day On opening day On opening day Marketing Marketing Mktg./Ops. /PR Mktg./Ops
  30. 30. The first two months of stores sales will show a trend on how your store will perform in each of its segments. It is very important to track your performance. Here’s how: (1) Plot your store’s sales per segment and its total sales on a graphing paper From the first week of operation. Marketing will help you start up the period and week to start plotting your graphs according to the PH calendar. (2) Plot the average check and transaction per segment. These two simple tools will make your life so much easier as you will usually understand your total sales relation to your segment’s performance.
  31. 31. The relation of AC/TC can understand each segment. The interplay of these elements will help you have a better grasp of your store’s performance as well as to enable you to do a plan of action towards increasing AC or TC in a particular segment to improve your overall sales. For stores with delivery, it is important to monitor your transactions per day per zone to help you identify your weak days on a particular zone and over all to identify a weak zone within the whole trade area. Always try to beat an achieved transaction per zone. If regular monitoring indicates a drastic drop of transaction in a particular zone, direct your marketing efforts to that zone.
  32. 32. GRAND OPENING A Grand Opening is held 6 weeks after a new traditional store opens, most especially if the store hasn’t done very well in its first week of operations and there is a need to drive awareness and trial of your store. Marketing’s primary objective is to create awareness and drive trial through the use of print media (mainly handbills), and in new markets, radio. What comprises a Grand Opening? - Ribbon Cutting - Promotional Activities such as mini-concerts, games, parades And motorcades, mascot appearances - Press/VIP Party
  33. 33. Steps: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Submission of plans Revision / approval Meeting with Ops Solicitations PR / FA preparations Book print / radio Finalize all arrangements Request BOGs / payments Final meeting with Ops Implementation 6 weeks 5 weeks 4 weeks 3 weeks 2 weeks 1 week Mktg. manager GFM Mktg./ AM / UM Advertising Advertising Advertising Mktg. manager Mktg manager Mktg./ AM / UM A Grand Opening is a joint activity between the Marketing Dept.and your Store team. You must get together with Marketing to discuss responsibilities and activities for this big event.
  34. 34. Establishing LSM Local Store Marketing (LSM) is an integral part of your business. It means taking the best of your neighbors’ opportunities and maximizing your business through them. Many of your neighbors have regular customers. These may be yours, too. However: 1) 2) 3) 4) Consider image of party to be considered as a business partner. It must Compliment the ACA Video image or cater to the same market or market segment. Consider the potential volume the business partner can generate for ACA Video. Your tie-ups volume must be able to match or surpass the transaction your store generates. Tie-ups should be accessible to the store. Most importantly, both parties should advertise the promotional activity, Preferably at their cost. Simple Tie-Ups You Can Implement 1) 2) 3) 4) School / Office I.D. tie-up. Tricycle / Jeepney tie-up Display of “Trapal” for tricycle or “Tire Cover” for Jeepney. Hang our Streamer tie-up For identified strategic locations for streamers/banners, Free Membership. For more tie-up ideas, please seek the help of your Marketing Department.
  36. 36. WHAT IS NEEDED FOR A MOTORCADE?             Audio van 2 additional van Mascot and Talent for Mascot Candies and Give aways, Balloons Tape of company Video Jingle Handbills and streamers Leaftletters Permit for the LG Letter to the Traffic Office Letter to Private Villages Police Escort (optional) Route
  37. 37. IMPORTANT MATTERS TO TAKE NOTES Brief the leafletter what they will do Check all the logistical needs Brief the Police Escort about the route
  38. 38. OBJECTIVE  Ensure uniformity of all motorcade that will be implemented.  Help the Manager implement a successful motorcade.  Help the Manager in the Preparation of the motorcade.
  39. 39. WHY HOLD THE MOTORCADE? Blunting Purposes Awareness Tool Help Increase Sales For Opening
  41. 41. WHAT IS MARKETING? Marketing is not just sales promotion, or advertising. It means a whole lot of things, but is its primary objective is simply TO INCREASE SALES. However, system wide marketing does not always cater to specific needs of individual store. For example, one store may suffer from very low sales Mon-Fri while another may experience flat trading during weekend. In order to fill the gaps caused by system wide marketing we need to implement Local Store Marketing or LSM. Research shows that over 80% of the business of an individual store originate from a radius of 2-5 kilometers around a suburban store and a 10-minute walking radius for a city (urban) store. Local Store Marketing is the disciplined process of marketing your store to consumers in your immediate trading area. The key word is DISCIPLINED, because you have limited resources in terms of time and money and it is extremely important that your local marketing efforts are targeted to provide maximum impact on sales and profits. This guide will give you step-by-step instructions on how to plan and execute our own Local Store Marketing plan. If done correctly, this will result in increased sales and profits.
  42. 42. 7 STEPS TO LSM There are seven (7) very logical steps to the preparation of a good LSM plan. 1. Fact gathering and Analysis. After you have assembled all the background information about your store, you must study the data rather carefully in order to extract those factors and elements that have a direct bearing on your current and future sales and profits. After you have reviewed the data; prepare a summary of the most important factors that are affecting current or future sales. For example: 1. 2. 3. Business has declined Mon-Fri, or; Mon-Thurs late night transaction count is up, But average bill value is down, or; Store has low penetration of customers from Specific part of its trading area.
  43. 43. 2. Problems and Opportunities a) Problems: What are the factors in your marketing Situation that are having (or will have) a Negative effect on current sales or future Growth? For Example: : : : b) Opportunities: A Mon-Fri sale is down Ticket average has declined New competitors opening close by What are the factors in your marketing Situation that can be exploited for sales and growth? For Example: : : There are x number of schools within The stores trading area. Untapped potential of villages near Store. This is an in between step in preparing your marketing plan. The next logical step between Situation Analysis and formulations. Your objectives: Basically this step is one of processing the Raw data listed in the Situation Analysis so as to identify and isolate the ones you feel can work in making sales progress. Some of the factors will be problems to which counter measures must be taken, others will be opportunities that can be exploited through new and timely actions.
  44. 44. 3. Objectives Remember when outlining your objectives that there are only two Ways to increase sales: 1) Increase ticket count (transaction count) • By selling to the new customers • By selling to the same customers more often. 2) Increase average check (transaction valve) • Increasing the peso amount of the customer’s transaction by Making them trade up or selling more items. Objectives are the anticipated end results of marketing activities, which are within your capabilities and constraints (time, manpower, budget, etc.) to execute. Your objectives should always be: • Specific – as to who/ when/ where. Always set the time frame within which the Measurable objectives will be achieved. • Measurable – through sales data, menu mix, data, local research or through other Means of measuring before, during and after results. • Achievable / Actionable • Realistic – achievable is using available resources in a given time. • Time bound – There is a start and end.
  45. 45. OBJECTIVE SHOULD INCLUDE THE FOLLOWING: • • • • • Sales – expressed in P or percentage gains within a specific time frame. Units sold – of a specific item or items within a given time frame. Sales by day of week or day-part or a particular segment of customers for the programs (e.g. students, children, etc.) Ideal promo costs, which should include labor, food and paper costs of campaign. Intangibles such as consumer awareness of your location or customers attitudes about your service provided these objectives can be measured by pre/ post-promo Surveys. EXAMPLES OF OBJECTIVES: a) b) c) Increase average check from P160 to 170 by October 30th. Achieve a Real Growth of 15% compared to same months last year. Generate increased business through crew training on sales techniques.
  46. 46. 4. Strategy What elements of the marketing mix will you use to reach your objectives? What target groups or sales day parts or traffic generators will you address in your marketing plan? Developing a strategy is not preparing a plan; it is, however, further tuning of the objectives that have been set. The strategy will detail the target market or segment of business and will also detail which section of people, consumer or staff will be involved. EXAMPLES OF STRATEGIES: • • • Develop contacts with local high schools and elementary schools; then develops School-oriented promotions that will be jointly beneficial. Provide incentives for increasing check size among current customers in weekday 8:00 p.m. until closing time. Conduct activities to increase crew sales performance. NB In each of the above examples, there is a definition of the type of activity (but no (details) and the specific target audience to be involved.
  47. 47. 5. Plan/ Budget Having set your objectives and developed strategies to meet them, you must now plan the details of how your strategies will be accomplished. The first step in this process is to establish a budget. The Marketing department will assist you in determining a realistic budget for your LSM activity. Having established the budget the next step to plan is the details, the day by day activities that will result in the achievement of your objectives. The plan will include specific materials, method of distribution, implementation, people involved, target market or segment and above all time frames. Usually with LSM, it is desirable to have more than one, activity being implemented at the same time. Also these LSM activities should compliment any system wide campaign that may also be running. The type and quantity of media to be used should also be clearly set out in a plan.
  48. 48. A good promo plan should have the following characteristics: a) Relatively short term b) Generates fast action c) Capitalizes on Consumer Acceptance d) Transfers Good brand Image to Sales Action Should tie in with system wide Advertising. The third most important part of a good LSM plan is merchandising. Merchandising is in-store communication to motivate customer behavior at the point of Purchase. Some of the uses of merchandising include: • Generate a desired consumer action (consistent with your Objectives and strategy) • Impact the customer at the time of purchase or item selection Process, aid in product selection. • Influence selection of a particular item e.g. new products or higher Income earning products. • Suggest additional orders of tapes. • Communicate special information, e.g. price or promotion These merchandising materials are usually in the form of streamers, banners, and posters. Any material, which conveys a message to the consumer, can be deemed to be merchandising material. Once again the marketing department is there to assist you with your LSM plan.
  49. 49. 6. Execution The successful execution of your LSM plan will depend on how well you Follow through on the steps of the plan. The most important factor in the execution will be to make sure that every detail is covered. The best way not to miss the details is to prepare a planning calendar. This calendar will have the details of work to be done, by whom and by when. Another vitally important step is to hold crew meetings. Each crewmember should not only know his own responsibilities in a given program but the overall big picture of the program; the reasoning behind the program, the why and the how for the particular activities you have scheduled. And finally, daily monitoring of the activities by the store manager must be practiced as the plan unfolds. Particular attention should constantly be given to the crews Performance regarding promotional activities. 7. Evaluation The evaluation of your plan and the programs it contains must be given at The time you are establishing the objectives, because each objective must be measurable. The methods for accomplishing these measurements should be a part of your planning. In addition to evaluating the overall plan through sales results, product mix shifts and other regularly maintained records, you must also plan to evaluate the individual activities. This is necessary so that you can build a history and documentation for promotions that work vs. those that don’t work – the redemption rates and sales results from specific types of promotions, and the elements of a program that could be improved or should be dropped entirely.
  50. 50. PROMOTION OUTLINE Promotion Name: Simply stated, it is the name of the promotion. Target Audience: this determines whom you want to reach. Are you trying to reach? Senior citizens, the residents of a nearby block of flats, or perhaps business people in the area, or some combination of groups? Your analysis of your customers and market will help narrow down a specific target group for your promotion. Objective: The objective should always measurable. For instance, you might be trying to increase customers by X% over last period, this year or last year. Some objectives, such as building community goodwill may not be measurable. Objectives are perhaps the most important factors in your LSM plan. Strategy: Strategies are the methods you use to achieve your objectives. The strategy, which forms the bulk of your campaign, is completely dictated by the objectives. It forms the actual steps you take to implement the program.
  51. 51. Materials Provided: This outlines what materials are provided in the LSM Kit to help you implement the promotion. For example, finished artwork for a newspaper advertisement. These materials, can simply be ordered from Marketing with necessary identification for your store or taken to a printer for production. Mechanics: Here is the real meat of the promotion. In this section, how this program should be run is detailed step-by-step. Expected / Financial Pre-Analysis Result: To assist you to complete a financial justification for your LSM program, some expected results have been included. These are based upon results from similar promotions in the past, but may vary depending upon your offer, your target and the level of support you and your staff provided. Objectives are perhaps the most important factors in your LSM plan. Method of Evaluation: At the back of this section you will find the forms you need to determine whether or not the promotion was a success. All LSM Programs should be measured and evaluated. This will help you to identify problem areas and make changes for the future promotions. It may also help you to recommend the promotion to other stores with similar problems or opportunities.
  52. 52. LSM PROMOTIONS Promotion Name : Suggestive Selling Contest. Target Audience : This promotion is internal, it targets your own staff. From time to time your problems or opportunities will not be solved by an External promotion, the source may be due to a lack of staff enthusiasm. Objective : To foster positive store spirit and staff motivation via as suggestive selling contest increasing side item sales by Y% weekly. Strategy : A suggestive selling contest is launched in stores via a meeting with all staff. All crew members are advised of the percentage increase required as a team to win prizes. A range of prizes will be available and your selection may depend upon your location. The selling competition should run for 4 weeks with weekly results posted on the chart provided. Staff would be kept motivated with regular sport prizes for excellent achievement. Results are tracked against the same week of the prior year and the percentage sales increase must allow for price rises.
  53. 53. Materials Provided: Mechanics: Competition tracking chart Samples of prize vouchers 1) 2) 3) 4) 5) Expected Results: Identify whether your store staffs requires a motivational lift. Order the materials required from Marketing. Enthusiastically launch the program to all staff, encouraging a true team spirit. Track weekly sales against prior year and record on the large tracking chart. Display this chart prominently on your noticeboard. Continue to motivate staff by selecting random winners for excellence in service, quality etc. This should include cooks and host/hostesses. Only you know the ability of your staff to reach their full potential. The result will depend upon how you emphasize the importance of teamwork amongst your staff. However, a 5% or 10% increases in your side item sales will contribute considerable bottomline profit.
  55. 55. The trade area profile (T.A.P.) ensures you capture all possible opportunities in your area. You also have the ability to update frequently and rank your LSM ideas in order of potential.
  56. 56. STAGE ONE Looking at your location... A vital element of LSM understands your location. Once you know the environment in which you are situated. You can then pinpoint opportunities. The first step in this understanding is to buy a map. Pin points your location and "flag" it in some way (a large red dot is great). Look carefully at the map and judge the area in which most of your customers are situated. A good working model is to draw a three-kilometer radius from your store to define the area within which you can expect people to travel to your store. Analyze traffic routes to your store and directions of traffic flow. Identify obstacles such as traffic lights, parking restrictions and highways. For leafleting purposes, a 10-minute walking distance from your store is an ideal way to analyze traffic generators. Don't forget to include the effect of another ACA store in your area. A good idea for express units is to obtain a map of the Shopping Center/Mall that your unit is located. This will enable you to pinpoint opportunities within the mall and possible competitors. You should also obtain a map of your local area and draw a 1-2 km radius around the shopping center. You are safe in assuming that people from this area will come to the center for lunch and shopping.
  57. 57. STAGE TWO Once you have completed the trade area profile-you will have all the information required for LSM programs at your fingertips. So it is well worthwhile to complete all the following sections. Identification Store ________________________________ Manager ________________________________ District Manager ________________________________ Opportunities This represents a list of opportunities under key headings. Within these headings you should rank in order of sales potential.
  58. 58. Shopping Areas: Shopping Areas always draw groups of people. Perhaps you could turn these groups into regular customers with the right offer? E.g. 1. Farmers Plaza (146 shops inside) 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ Factories/Hospitals/Banks Factories, hospitals and banks generally mean many people under one roof. You can develop a tie-up with them for additional member. e.g. 1. St. Luke's Medical Center 2. A garments factory 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________
  59. 59. Sports Clubs/Country Clubs/Bowling/Billiard Halls/Gym Sports and country clubs mean families. Gym & billiard halls mean 18-35 year olds. Don't forget the Bowling Halls need food alternatives. Consider the opportunities and list below. e.g. 1. Pro-Gym 2. Celebrity Sports Club 1. ___________________________ 2. ___________________________ 3. ___________________________ 4. ___________________________ School Organizations/PTA's School organizations have activities that provide opportunities for new members. School organizations have a lot of members that are potential customers. e.g. 1. Ateneo Grade School PTA 2. UP Economic Society 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________
  60. 60. Entertainment Where do the local people go in the evenings and weekends? Is there an area where a lot of people come to visit? e.g. 1. Movie Theater 2. Disco 3. Concert Hall 1. __________________________ 2. __________________________ 3. __________________________ 4. __________________________ Parking Cars windscreens for leaflets. Check Parking times and rank opportunities. e.g. 1. SM Carpark - 400 cars, 10:00 a.m. - 12:00 m.n. 1. ________________________________________ 2. ________________________________________ 3. ________________________________________ 4. ________________________________________
  61. 61. Schools Rank in order of age range and number. Remember young families are a better target as customer. e.g. 1. Stella Maris College 1. ______________________________ 2. ______________________________ 3. ______________________________ 4. ______________________________ Offices Great potential for customer base. Rank in order of number of people. Remember 200 employees’ two kilometers away may offer more potential than 50 employees three blocks away. 1. _______________________________ 2. _______________________________ 3. _______________________________ 4. _______________________________
  62. 62. Office Details Once you have identified nearby potential offices, write down all related details about the offices for future reference. You may decide you would like to approach 2-3 offices at a time for customer sourcing. 1. Name ______________________ Company ______________________ Address ______________________ ______________________ Telephone ______________________ 2. Name ______________________ Company ______________________ Address ______________________ ______________________ Telephone ______________________
  63. 63. STAGE THREE Residential Creating your own residential profile provides useful information for promotions that include such materials as letterbox drops and leaflets. First consider the area your unit services. Then pinpoint the area where people are most likely to patronize ACA Video. Define your Major Target Areas: Target Area One e.g. New Manila along E. Rodriguez from EDSA to Doña Hemady __________________________________________ __________________________________________ __________________________________________ Target Area Two _________________________________________________ __________________________________________ __________________________________________ Target Area Three __________________________________________ __________________________________________ __________________________________________
  64. 64. Rank Order of Opportunities This section summarizes stages Two and Three. Look back over the sections you have completed thus far, group them together and relate them to different segments of your business. Again, rank them in order of the sales opportunities and the importance or impact they will have on your unit. A. 18-34 year olds e.g. 1. University 2. Gym 1. _____________________________ 2. _____________________________ 3. _____________________________ 4. _____________________________ B. Families and Children e.g. 1. Ateneo Grade School 2. Young family housing 1. _____________________________ 2. _____________________________ 3. _____________________________ 4. _____________________________
  65. 65. STAGE FOUR Competition Competition will always have some impact, whether small or large, on your sales and trade. If a competitor has a good trade, ask, "Where is it coming from?" and "How can I divert that trade into my store?" The closer a competitor is to you, the easier it should be divert their trade. List your competitors in distance away categories and record the approximate number of orders they would serve on a busy night. Within 100 meters of your unit... e.g. 1. Video City - 500 2. Laser Tech - 100 1. _____________________________________ 2. _____________________________________ Within 1 kilometer of your unit 1. _____________________________________ 2. _____________________________________ Within three kilometers of your unit 1. _____________________________________ 2. _____________________________________
  66. 66. STAGE FIVE Local Media Try to gain as much exposure for your unit as possible in your local media. Be aware of what other competitors are doing by reading local papers and magazines. If they are "Stealing the show" with their promotions, maybe you can do something better - and let the media know! Rank local media in order of importance to your store: Local Radio 1. Station Contact Person Phone Nos. _____________________ _____________________ _____________________ Local Newspapers 1. Newspaper Contact Phone Nos. _____________________ _____________________ _____________________
  67. 67. STAGE SIX Key Contacts This file should contain any person you meet or use in business. Make this file as comprehensive as possible. Write down all details and constantly update this information. Photocopy this page as many as necessary to create a sound contact file that works for you and anyone that may need to use this file. Key Contact List... 1. Name Company Address Phone Nos. Great Contact For ____________________________ ____________________________ ____________________________ ____________________________ ____________________________ 2. Name Company Address Phone Nos. Great Contact For ____________________________ ____________________________ ____________________________ ____________________________ ____________________________
  68. 68. STAGE SEVEN Your existing customer base A handy tool in LSM also knows whom your existing customers are, where they are from and the nature of their business with you. A customer will feel important if we ask their opinion and show concern for the way we treat them, and a customer that feels good will certainly remember this and return.
  70. 70. While the Trading Area Profile will tell you about the opportunities that exist in your area, it will not tell you those that exist within your store itself. You will, of course, know that - for example, Mondays are slow and Sundays are hectic, but for Local Store Marketing you need to know more than that. You need quantified information that you can compare from time to time, to know whether or not you are successful. The following Store Profile will allow you to keep a record of the data necessary to plan your promotions based on areas of potential growth.
  71. 71. STORE PROFILE - Part One IDENTIFICATION Store Address Opening Date No. of Titles Store Manager Date Today _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ _______________________________ STORE SALES HISTORY Store Name: MONTH TY JAN. FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL TOTAL SALES LY % TY TOTAL TRANS. LY % TOTAL AVE. CHECK TY LY %
  72. 72. STORE PROFILE - Part two Based on a four week period ending __________________ What is your % split of total membership between Active and Inactive? Is it strength or a weakness? Area Averages can be obtained from your District Manager. STORE Old Members New Members Active Members Inactive Members TOTAL
  73. 73. STORE PROFILE - Part three SUMMARY This is a summary of all the sales data collected in a form, which can be compared, to the rank order of opportunities in the Trading Area Profile. Strengths: ________________________________________________________________________ ________________________________________________________________________ Weaknesses: ________________________________________________________________________ ________________________________________________________________________ Opportunities: ________________________________________________________________________ ________________________________________________________________________ Threat ________________________________________________________________________ ________________________________________________________________________
  75. 75. TRAFFIC GENERATORS a. Sources of information: Municipal Barangay Data Maps Interviews Actual visits to this establishments b. Schools List of private schools List of public schools Number of teachers per school Number of male/female students in private/public schools Number of enrollees for the elementary/high school/college Levels per school. List of each school’s yearly activities Number of graduates per school year Contact person for each school Schedule of classes
  76. 76. c. Business / Commercial Establishments Number of employees per establishment List / schedule of company activities Type of merchandise per store Customer profile of each store Contact persons per establishment Business hours d. Subdivision / Villages Name of each subdivision Owners / Developers Number of houses Number of people per houses President/Officers of Homeowner’s Association List of community activities Economic profile per village e. Churches Schedule of masses Average number of churchgoers per day List of church activities Types of religion Schedule of weddings, baptism, confirmation Number of weddings, baptism, confirmation Contact persons per church List of religious organizations Capacity
  77. 77. f. Health Facilities Number/List of private schools Number/List of government hospitals List of clinics – Dental/Optical Number of patients per hospital Number of employees Contact persons List of activities Visiting hours g. Hotels Number of customers Profile customers Peak season Number of employees List of activities List of services Contact person Capacity h. Dormitories Capacity Profile of market Curfew hours Contact person
  78. 78. i. Coliseums Seating capacity List of shows/events Contact person Rental rates j. Public Transformation Terminals Bus/Jeepney/Tricycle routes Number of Passengers per day Peak day/Slack day – Peak hours/Slack hours Number of drivers List of Driver’s Associations plus officers For provincial buses: schedule of trips Bus/Jeepney?Tricycle fares Schedule of activities per barangay
  79. 79. COMPETITION a. Information Complete address Distance from the store Product line and price Operations strengths/weaknesses/facilities Localized store marketing promotion Systemwide promotion Other services Merchandising materials Number of people in the store during the visit Estimated sales – peak day/slack days Business hours b. Sources of information Traffic count Last customer Data from administration
  81. 81. MEDIA Traditional & NonTraditional 1. TELEVISION 1.1 Television Advertising – Thematic Builds long-term good image and awareness for the brand. Its job is to put your chain into your customer’s minds as the top or one of his top 3 choices when he wants to borrow videogram titles. 1.2 Television Advertising – Promotional Support Announces a promotion currently happening. Its job is to “call the customer action” right away by enticing him with an attractive short-term benefit. Works best when the thematic advertising has done the job. 1.3 Casual Pluggings A slide announcement (may be thematic or promo) within a TV show, usually done in variety shows. Ideally host read spiel when slide is shown. Good for CD promos and announcement of openings.
  82. 82. 1.4 TV Guestings Usually done within variety and talk shows and good for announcing new promotions and introduction of new products. Time allotted: From 3-5 minutes. 1.5 Portion Buys Also done with variety shows and used for raffle draws, games, song and dance numbers by mascots or endorsers, or for in-depth interviews. Time allotted: 510 minutes 1.6 Sponsorship of TV Specials Multi-spot buying within blockbuster movies or shows such as awards nights, beauty pageants and concerts. Package usually includes OBB/CBB credits (bumpers) and spots within each commercial gap. Good value-for-money option if your goal is to gain instant high frequency targets among your target markets. 1.7 Casual Exposure in Sitcoms or Mentions By Host Instances when actors play roles as personnel of your chain or if your chain is used as a venue for a sitcom or drama series. Also, casual mentions by a popular Host while conversing with co-hosts. Usually negotiated one-on-one with producers, writers and show hosts.
  83. 83. 2. RADIO 2.1 Radio Spots Radio advertising is preferred during drive time of 6-9 am. Secondary drive time is 4-8 p.m. Minimum of 6-8 spots per day needed for effective frequency. Must be done only in stations that your target markets listen to. 2.2 Announcer-on-Boards (AOBs) Written spiels given to DJs who announce the messages live. Paid for usually negotiated for free with paid spots, these work best to announce special events such as Grand Openings, shows and promo launches. 2.3 Games Call-in games are most popular when the caller is asked a question pertaining to your chain. Correct answers win him prizes in kind. Paid for (usually exdeal) and consists of combination of spots and games. High participation among students. 2.4 DJ Visits An LSM option where the store nearest a popular radio station brings food to the DJ in exchange for free pluggings. Very low cost, easy to implement and good exposure for new products. 2.5 Remote Coverage Radio station sets up a DJ booth within your store and operates on relay for a special duration (usually a day). Good for Grand Opening coverage of events.
  84. 84. 3. PRINT 3.1 3.2 3.3 Promotional Print Advertising Press Releases Photo Releases 4. OUTDOOR MEDIA 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 Miniboards (2x2) Billboards Streamers Vertical Banners Pylons Poster Ads Phone Stickers Door Hangers Coupons Leaflets
  85. 85. LOCAL STORE MARKETING TOOLS AND ACTIVITIES 1. Tools 1.1 Crew and Store Incentive Programs 1.2 Suggestive Sell Programs 1.3 Crew buttons 1.4 Coupons 1.5 Leaflets 1.6 Place mats 1.7 Mobiles 1.8 Counter Standees 1.9 Posters 1.10 Tent cards 2. Sales Generating Activities 2.1 2.2 2.3 2.4 2.5 2.6 Store Tours Frequency Cards ID Tie-ups Payroll Stuffers Crewponing Leafleting
  86. 86. 3. MERCHANDISING Merchandising items such as tee-shirts, baseball caps and other attractive items can be very attractive marketing tools. They must be branded nicely so that the user will identify with the good image of the brand he is subconsciously advertising. These may be sold at the outlets with or without a purchase requirement: 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 tee-shirt baseball caps umbrellas key chains jackets pens stickers mugs or glasses
  87. 87. 4. KIDS MARKETING ACTIVITIES Kids Marketing is a tool often used by fastfeeders such as Jollibee. Children are basically the marketing tools and “baits” to bring children into the store is: 4.1 Miniplay & Activity Area – Slides, rocking animals, mini tables and chairs. 4.2 Kids Packs – A bundle consisting of cartoons and kid’s oriented movies. 4.3 Mascots – Appearances by the chain mascots at the stores, birthday parties or malls attract children who view these oversized dolls. 4.4 Kiddie Clubs and Newsletters – A tool for inspiring loyalty of a child for a brand that regularly sends him mail, and give the child a sense of belonging. 4.5 Kiddie Activity Books – Either given for free or sold at cost, these activity books keep a child absorbed while waiting for his parents inside the store. A set consists of a pencil or crayons, coloring or activity book, or puzzle and stickers.
  88. 88. SALES BUILDING MODEL SALES = TRANSACTION COUNT X AVERAGE CHECK OBJECTIVES: STRATEGIES: INCREASE TRANSACTION COUNT (TRAFFIC) INCREASE TRIAL OF NEW CUSTOMERS TACTICAL TECHNIQUES: •Grand Opening •Direct Mail •Payroll Envelope Stuffers •Retailer Tie-ins •Anniversary Event •Cinema Tie-ins •Door Hanger Coupons/Insert •New Titles •Directional Billboard •Advertised Events •Motorcade •Village of the Week •Free Delivery •Off Premise Pre-selling of Membership TARGET AUDIENCE: ACTIONS MUST GET NEW CUSTOMERS INCREASE AVERAGE CHECK INCREASE VISIT FREQUENCY OF CURRENT CUSTOMERS SELL LARGER SIZED OR HIGHER PRICED ITEMS SELL MORE ITEMS PER TRANSACTION •Excellent Service •Quality VHS /Titles •Frequency Cards •Premium Sets/On Pack Promo •Coupons •On-going Events •Bounce Back Coupons •Come Back Coupons •Free Delivery •Condonation Promo •Suggestive Selling •Special Point of Sale Material •Larger Packages (e.g. 3+1, 5 for 5) •Larger New Products (e.g. LD’s. VCD’s) •Feature Pricing of Larger Sizes •Increase Prices •50% Off Promo •Suggestive Selling •Kid’s Deal Packaging •Family Deals Nights •3+1 •5 for 5 •Rent All You Can •Hot Take Away Offer ACTIONS ARE TARGETTED TO CURRENT CUSTOMERS
  89. 89. LOCAL STORE MARKETING FILES MARKETING SITUATION A. INTERNAL SITUATION TOTAL SALES MONTH TY LY % TOTAL TRANS. TY LY % TOTAL AVE. CHECK TY LY JAN. FEB. MARCH APRIL MAY JUNE JULY AUG. SEP OCT. NOV. DEC. TOTAL PEAK MONTHS ________________ ________________ LEAN MONTHS ________________ ________________ KEY OBSERVATIONS _________________________________________________________ _________________________________________________________ %
  90. 90. EXTERNAL MARKETING SITUATION COMPANY COMPETITOR COMPETITOR COMPETITOR STRENGTH 1 2 3 4 5 6 WEAKNESS 1 2 3 4 5 6 OPPORTUNITIES 1 2 3 4 5 6 THREAT 1 2 3 4 5 6 KEY OBSERVATIONS ________________________________________________________________________________________________ ________________________________________________________________________________________________ ________________________________________________________________________________________________
  91. 91. ACTION PLANS MONTH JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC. ACTIVITY STATUS/REMARKS ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ PREPARED BY ________________________ APPROVED BY _______________________
  95. 95. BASIC REQUIREMENTS CHECKLIST EVENT/PROMO : Page 1 of 3 DATE : VENUE/AREA : MATERIALS QTY N R 2. Manila Bulletin W 3. Phil Daily Inquirer S P 1. Philippine Star E 4. P 5. A I P E M N R T M 1. A 2. G 3. E D R 1. STAR F A 2. DZMB M 3. DWLS 4. I D I 1. A A O 2. M 3. Channel 2 T Channel 5 Channel 7 V Channel 9 Channel 13 C O L L A T E R A O U T D O O R B I L L B O A R D 1. 2. 3. 4. 5. 6. DUE/STARTING DATE REMARKS
  96. 96. Page 2 of 3 MATERIALS STREA- 1. Giant - 2x19 mts. MERS 2. Reg - 1x9 mts. C 3. Reg - 1x6 mts. BANNERS 1. 2 x 1 mtrs. O 2. POSTERS L L 1. Outdoor - 24"x36" 2. Indoor - 18" x 24" 1. 6" x 9" BILLS A HAND- 2. 6" x 8" MOBILES 1. /BUNTINGS2. T COUPONS 1. E T.CARDS R STICKER 1. 1. 4" x 12" 2. 3. A BROC- 1. HURES 2. L 1. MAILERS 2. 3. S 1 2. P OTHERS 3. 1. Press Conference U 2. Guest List / Invitation B 3. Press / Info Kit L I PRESS C RELEASE Photo Releases I T Y Sig. Paragraph Column Items QTY DUE/STARTING DATE REMARKS
  98. 98. FORMAT Sales Objectives for Retail and Service Short-Term (One Year) 1. 2. Increase total sales _________% and transactions __________% over previous year, from P__________ to P_________ and from _________ transactions to _________ transactions. Increase comparable store sales _________% and transactions _________% over previous year, from P_________ to P w_________ and from _________ transactions to __________ transactions. Long-Term 1. Increase total sales _________% and transactions _________% for 19 __________ to 19 _________, from P_________ to P_________ and from __________ transactions to _________ transactions. 2. Increase comparable store sales _________% and transactions _________% for 19 _________ to 19 _________, from P_________ to P_________ and from _________ transactions to _________ transactions. Rationale Note: 1. Use this format for total store sales as well as for specific retail and service categories. Retailers might also want to use unit objectives as well. Service organizations use dollar and persons / companies served. 2. Include profit objectives as well using a similar format. List two and three year sales objectives separately.
  99. 99. FORMAT Marketing Objectives Short-Term Objectives Rationale Long-Term Objectives Rationale
  100. 100. FORMAT Marketing Objectives for Retail and Service Short-Term (One year) Long Term Rationale 1. Increase total sales ____________% and transactions ____________% over previous year, from P___________ to P__________ and from ____________ transactions to ____________ transactions. 2. Increase comparable store sales ____________% and transactions ____________% over previous year, from P___________ to P____________ and from ___________ transactions to ____________ transactions. 1. Increase total sales ____________% and transactions ___________% for 19 ____________ to 19 ____________, from P____________ to P____________ and from ____________ transactions to ____________ transactions. 2. Increase comparable store sales ____________% and transactions ____________% for 19 ____________ to 19 ____________ from P____________ to P____________ and from ___________ transactions to ____________ transactions. Note: 1. Use this format for total store sales as well as for specific retail and service categories. Retailers might also want to use unit objectives as well. Service organizations use dollar and persons / companies served. 2. Include profit objectives as well using a similar format. List two and three year sales objectives separately. MARKETING OBJECTIVE SHORT-TERM OBJECTIVE ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ LONG-TERM OBJECTIVE ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________
  101. 101. LSM PRE-APPROVAL REQUIREMENTS All LSM promotion activity that will be submitted for approval should use the format provided (see A Attached) and attach of the following: A. B. C. D. Payback / Breakeven Analysis / Pre-promo Analysis Market situation Secure a local DTI permit per promo Sales analysis using (sales data of 2 previous months: (4 pay week and 4 non-payweek) Collateral’s compre / Poster Lay-out, Handbill Lay-out, Streamers Lay-out and other merchandising materials.
  102. 102. DATE : ___________________ TO : ___________________ ___________________ ___________________ Dear ____________________, We would like to inform your good office that ____________ branch is doing some Marketing activities part of it is leafletting. In connection to this, we are seeking your approval to allow us conduct leafletting in your area for two consecutive months. In return, we are willing to give you a free membership. Hope you will bear with us! Thank you very much. Sincerely yours, NEA SANCHEZ Marketing Assistant RECEIVED BY: Noted by: _____________________ ROWENA ABLAZA Unit Manager
  103. 103. March ____, 1999 THE ADMINISTRATION MUNICIPAL HALL ROSARIO, CAVITE Dear Sir / Madame: GREETINGS from _____________________,! ____________ branch will be opening on April 9, 1999 and in connection with this, we would like to request a permit to do a “MOTORCADE” on March 26, 1999; 8:00 a.m. – 10:00 a.m. within the vicinity of Rosario, Cavite through this activity it will help us to aware the people that we are putting-up another store in Rosario, Cavite. Your favorable response is highly appreciated. Very truly yours, Kenneth Sace Marketing Manager Cell #: 0918-8401219
  104. 104. March ____, 1999 THE ADMINISTRATION MUNICIPAL HALL TANAUAN, BATANGAS Dear Sir / Madame: GREETINGS from ____________________! _______________________ branch will be opening on April 23, 1999 and in connection with this, we would like to request a permit to install banners 2’x6’ and Directional Signs 2x3 within the vicinity of Tanauan through this activity it will help us to aware the people that we are putting-up another store in Tanauan, Batangas. Your favorable response is highly appreciated. Very truly yours, Phoebe Maglaya Marketing Manager Cell #: 0912-8809944
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