My Master Slides Presentation

1. BUILT2Last
Copyright by AshDanish
The Soldiers
Lydia
Muhammad Ashraf
Danish
Noor Hafiza
Nor Ermi Diana
Nur Shazreen Nadia
Wan Norafidah

2. CONTENT
CHAPTER 3 CHAPTER 4 CHAPTER 5
Marketing Initiatives
by Datuk Abdul
Wahab in 1990
Context and
Competitors
Would you do
anything different?
Marketing initiatives
undertaken to engage
customers
Context and
Competitors
Would you do
anything different?
The Implications of
operating globally
Wan
Norafida
h
Muham
mad
Ashraf
Danish
Nur
Shazree
n Nadia
Lydia Noor
Hafiza Nor
Ermi
Diana

3. Marketing Initiatives by Datuk Abdul
Wahab in 1990
CHAPTER 3
Wan
Norafida
h

4. MARKETING INITIATIVES
1) Re-engineering strategy
 EXTERNAL FACTORS
• The size and location of PERNAMA shop
 INTERNAL FACTORS
• Weeding out undesirable personnel
• Injecting new personnel that would add much-needed
dynamism
Wan
Norafida
h

5. 2) Low product price
• However, PERNAMA’s profitability structure did not allow luxury total
price discounting
3) Loans through Military
Cooperative
 Deduct monthly salary
 Allow buying
 Sell high ticket items such as tv, carpets and household appliances
Wan
Norafida
h
MARKETING INITIATIVES

6. 4) Convert the legacy of the
administration into the dynamism of
entrepreneurs
• Changed the old regional manager into new area business manager
5) Housecleaning
• Reducing overflowing inventory
Wan
Norafida
h
MARKETING INITIATIVES

7. CHAPTER 3
Context and Competitors
Muham
mad
Ashraf
Danish

8. Muham
mad
Ashraf
Danish
PEST
ANALYSIS
1. Exclusive Right
(Imported & Duty-free goods)
1. Retail Landscape Changed toward
Modern Shopping Complex
2. Military Consumers more mobile
1. Military personnel purchasi
power improved

9. COMPETIT
ORS1. Modern Shopping Complex
2. Convenience Stores
3. Hypermarket
STRENGHT
Weakness
Opportunity
1. Credit Schemes (UGAT)
2. KASUMA
3. KUTU Systems
1. Location
2. Physical Stores
(Building/Size)
3. Inventory Management
System
1. Credit Scheme
Muham
mad
Ashraf
Danish

10. Would you do anything Different?
CHAPTER 3
Nur
Shazree
n Nadia

11. Would You Do Anything
Different?
Yes!
1. Improve human capital
2. Enter new market
3. Introducing new product to the market
Nur
Shazree
n Nadia

12. 1. Improve human capital
• Knowledgeable and friendly staff can contribute to creating
satisfied customers, and can provide the unique selling
experience that PERNAMA is seeking.
• If an outstanding team provides a competitive advantage, then
the quality of recruitment and training becomes essential to
achieving PERNAMA’s marketing objectives.
• PERNAMA should have processes and training in place to get
the most out of their team.
Nur
Shazree
n Nadia

13. 2.Enter New Market
• Exporting could be an option
• Selling beyond region or aiming PERNAMA’s offer at an entirely
new set of customers.
• This may also involve opening up new outlets.
Nur
Shazree
n Nadia

14. 3. Introducing New Product
• Introducing new products to PERNAMA’s marketplace
can give them an instant edge
• Providing they have researched their market thoroughly
and have a clear product strategy.
Nur
Shazree
n Nadia

15. CHAPTER 4
Marketing initiatives undertaken to
engage customers
Lydia

16. ‘Last Kopek’ sales
• Was carried out at huge place (MINDEF stadium) to cater big
number of customers during at that time
• Open air sale with festive environment – attractive atmosphere
• Breakthrough achievement because of a good combination of
innovative selling measure vs. inventory management issues
Marketing initiatives undertaken to
engage customers
Lydia

17. Duty-free goods
• Gained a lot of attention from customers the duty-free goods
• Even though it was challenged by the Customs for selling it
outside PERNAMA outlets, but PERNAMA made it firmed that as long
as they are selling within the territory of the military camps
(MINDEF stadium), the sale would still be legal.
• Today it is known as ‘Pulon Sakan’ sales event and the sales
generated in year 2013 was RM300million.
Marketing initiatives undertaken to
engage customers
Lydia

18. Marketing initiatives undertaken to
engage customers
Inventory strategies
• Successful strategic alliance with third party suppliers or vendors
for PENAMA led to better customer service
• E.g. Rakan Kongsi PERNAMA (RKP) who ensure that the inventories was
assigned exclusively for PERNAMA
• The stocks would be rotated every six months to ensure the vibrancy
of offerings to customers
Lydia

19. Marketing initiatives undertaken to
engage customers
The Kutu System
• A purchase can be made with a group of friends and payment is done
by installment basis
• Those who do not have enough cash to buy the desired products.
• Received an overwhelming response from the servicemen’s wives
(buy high-quality branded glassware)
• Customers can enjoy a lower-than-market price
• Attractive reward scheme for Kutu head (leader): one free seat and
purchase rebates.
Lydia

20. Marketing initiatives undertaken to
engage customers
Lamaniaga
• It’s a supermarket retail concept with small outlets operated by
individual stores
• Offer a variety of products and services encircle the anchor retailer
(PERNAMA outlet)
• Attract customers not only to shop, but Lamaniaga also is such a
focal point in the camp where communities converge and families
congregate together.
• The enthusiastic reception of such retail concept by the military
personnel is a testament to the success of customer’s engagement.
Lydia

21. CHAPTER 4
Context and Competitors
Noor
Hafiza

22. PEST -
Politic
PEST -
Economic• Last Kopek sales event attracted a lot
of attention not only from buyers but
also from Customs who challenged the
legality of selling duty-free goods
outside the outlets of PERNAMA.
• PERNAMA maintained their selling
within the territory of the military
camps (MINDEF stadium), the sale
would still be legal.
• Retail business environment has always been
dynamic and hypercompetitive, with new
forms of retailing and competitors entering
the Malaysian retail industry. The
hypermarket growth in Malaysia, was indeed
the embodiment of hypercompetition as
PERNAMA's target market is swayed by
attractive offers of these retailers. There is
definitely a sense of massive competition
between PERNAMA and the many retail
formats outside the boundaries of the
military camps.
Noor
Hafiza

23. PEST -
Social
• Last Kopek – was carried out at the MINDEF
stadium where truckloads of goods were taken
out of the brick-and-mortar outlets of PERNAMA
to the customers.
• Last Kopek - one impact of this initiative was
it success in generating a huge amount of sales
and reducing the high inventory at PERNAMA.
Noor
Hafiza

24. COMPETI
TOR
The RKP (Rakan Kongsi PERNAMA) Inventory
Strategy
• Product - Electrical goods
• Direct shop - Sen Heng, Harvey Norman, Panasonic, Giant,
Carefour
• Online – Lazada, Mudah.my
• Warehouse sales
Noor
Hafiza

25. Noor
Hafiza

26. The Associated Shop Concept – Kedai
Bersekutu (KBU)
COMPETI
TOR
• Product – Furniture and home appliance
• Direct shop – Lorenzo, IKEA, Giant, Carefour
(Online – Lazada, The Bristol Store, Mudah.my)
• Warehouse sale
Noor
Hafiza

27. Noor
Hafiza

28. COMPETI
TOR
Embarking on New Business – The Kutu System
• Product - High quality branded glassware, kitchenware and
cookware
(Corelle, Corningware, Vision, Pyrex, Vantage)
• Direct selling from US online web, more than cheaper price
• Warehouse sales – Sek13, PJ
• Facebook, Instagram, Blog
• Free-duty at Langkawi
Noor
Hafiza

29. COMPETI
TOR
Noor
Hafiza

30. CHAPTER 4
Nor
Ermi
Diana
Would you do anything Different?

31. Would You Do Anything
Different?
Yes!
Understanding Marketing Opportunities
Targeting Attractive market segments
Differentiation and brand positioning
Formulating new market entries
Strategies for growth markets
Strategies for mature and declining markets
Strategies for digitally networked world
Nor
Ermi
Diana

32. Engaging The Customers
Business partners Suppliers End users
WHO
HOW TO ENGAGE WITH CUSTOMERS?
PERNAMA
Nor
Ermi
Diana

33. HOW?
• To develop a consistent plan
for Customers Engagement
activity.
• To create the similar concept
for Pernama as a benchmark
• To develop a mechanism of
engagement activity to cater
wider customers
Engaging The Customers
Nor
Ermi
Diana

34. Strategic alliance with Travel
agency
• Group tours
• Umrah or Haj package for
army
Strategic partner with Affin Bank
(Armed Forces Finance Bank)
• Come out with insurance
package for army & spouse.
• Offering scholarship for army’s
spouse who excel in study
• Bond with Affin upon
completion of study
Building Strategic alliances
CREATING ALARM NOTIFICATION
SYSTEM
creating Customer interactivity event
AFFIN BANK
TRAVEL AGENT
CRM SYSTEM CHANNEL
BAR CODE INVENTORY
WEBSITE / SOCIAL MEDIA
An Exclusive of experience
at Pernama
• Appreciation to customers
• Create loyalty and retention
• Enhance customers interests
to Pernama product
• Carnival event – exposure on
product
• Contest on leaflet – Winners
can redeem special gift from
Pernama product
• Create magazine (quarterly)
all information in 1 mass
media – redeem voucher via
VR code to store
• CSR activity lead by Pernama
– charity to Oldfolks
PURPOSE
TYPE OF ACTIVITIES
CUSTOMER SERVICE
Engaging The Customers
Nor
Ermi
Diana

35. Creating a Platform for Consistent Customer Engagement to Achieve Brand Attachment & Loyalty
Year 1 Year 2 Year 3 Year 4 Year 5
• Define requirements for
Customer Engagement
activities.
• Establish Satisfaction
measure
• Draw out engagement
concept
• Increase number of
activities
• Differentiates type of
Events.
• Study market
requirement.
• Interact with loyalty
program
• Define customers loyalty
• Engage with loyal
customers to create a
lifetime impression
• Creation of Lifetime
Ownership Loyalty
Establish &
Define
Expand
Intensify
Exposure
Autonomous
Long-termbusinessRoad map for pernama
Engaging The Customers

36. summary
• Engagement activity only dedicated to Pernama customers
• Get closer to the customer and to build brand affinity
• Potentially to get prospect buyers for Pernama
• Increase understanding of the brand – brand attachment and
loyalty
• Gain publicity from the social media sharing
Engaging The Customers
Nor
Ermi
Diana

37. CHAPTER 5
Nor
Ermi
Diana
The Implication of Operating
Globally for PERNAMA?

38. The Implication of Operating Globally for
PERNAMA?
1. New market opportunities
(additional consumer & profit-
eg; Cambodia & Bosnia-
Herzegovina)
2. Increased quality and
efficiency
(gain a competitive advantage)
3. Trusted Partnership – Supply
from Singapore
1. Supplier of supply (location
not strategic/ Logistic)
2. Technology & Communication
Barriers (Language/ Culture)
3. Currency
4. Compliance & Regulation of
the Government (Legal
Restriction)
Opportunities Threats
Nor
Ermi
Diana