Implementation Plan

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Prepared for our fictional wine business South Oz Wines.

Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.

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Implementation Plan

  1. 1. Implementation Plan Prepared for: Hannah Robinson – 0863482 Lecturer: Diane Lee Due: 18th June, 2010. Word Count: 2,032 words
  2. 2. General Checklist Item Completed Title Page, with all requested components, is present Table of Contents, has numbered headings and sub-headings Assignment has all pages numbered Page numbers correlate with Table of Contents (use Headings in Word to automate) Spelling and grammar correct (no typos) Writing has clearly been planned Assignment is double-spaced Assignment has wide margins (minimum 2cm either side) If class material has been used, it is rewritten in own words Assignment adheres to prescribed structure, format or template Assignment is well-researched Assignment has answered the question Assignment has included only relevant information Assignment does not include rhetorical questions All information referenced in body of assignment (Harvard Style) Reference formatted correctly in end-list (Harvard Style) Document has been either stapled or bound (do not use plastic presentation sleeves) Assignment is submitted on time Assignment adheres to word limit -2-
  3. 3. Executive Summary In 1936, Helmit Schoen and his family settled in Adelaide and purchased two hundred acres of land in McLaren Vale. South Oz Winery had developed as a small business and then eventually developed on the land, a 12 unit bed and breakfast, a restaurant and a small arts and crafts shop in the tasting area. All these developments have been very successful; however the winery was the major growth and profits provider. In 2004 and 2006, the Shiraz red variety received the Jimmy Watson trophy and by receiving this award, it provided a significant boost to the brand awareness and the demand of wine. Our vision for the future is “Traditional winery. Modern outlook. Sophisticated wines.” We will strive to uphold the following values that represent our organisational culture.  Communication: practice open, accurate and timely communication with employees, customers and external clients.  Collaboration: pull together collective information to perform at our best.  Passion: commited to the company, customers and clients in our heart and in our mind.  Diversity: Offer diversity as inclusive as our products.  Quality: ensure whatever we do, we do it well. At South Oz Winery, we are committed into:  Entering strategic alliances to benefit our company and those we are in alliance with.  Extending our product line with creating rosé wines for charity benefits.  Create more modern promotions so that that we can reach our target market effectively. By focusing strongly on customers and their needs will maximise profits and build a strong reputation which can be recognised by new customers as well as existing ones. At South Oz Wines, there are two Key Performance Indicators which will help them measure the effectiveness of their implementation plan. 1. The percentage of revenue received from the new Rose product. 2. The percentage of revenue received from Melba’s Confectionary store. -3-
  4. 4. The CEO’s key result areas is approving plans and budgets to ensure that South Oz Wines are making effective decisions and leadership and communication to keep the culture and corporate structure together by informing employees and clients and ensuring all communication is understood. The Marketing Manager’s key result areas is managing advertisements and lead marketing team to ensure that what South Oz Wines is putting out to the public is correct and delivering correct information by holding meetings with clients and partners. One other KRA for the marketing manager is measuring effectiveness to ensure that our marketing plan has been implemented correctly and our advertising and reached our target audiences. We have many advantages from our current quality assurance are as follows;  Increasing customer confidence in our product and services.  Encouraging and improving staff performance with benefits.  Finding and fixing any problems which have/could occur.  Understanding risks and how to manage them. -4-
  5. 5. Table of Contents General Assignment Checklist 2 Executive Summary 3-4 Contents 5 1 Introduction 6 2 Company Overview 7 2.1 Background Information 7 2.2 Mission, Vision and Values 7 2.2.1 Mission 7 2.2.2 Vision 7 2.2.3 Values 7 2.3 Strategies, Aims and Objectives 8 2.3.1 Objectives 8 2.3.2 Strategies 8 2.4 Marketing Tactics 8 2.4.1 Target Market Segments 8 2.4.2 Product Strategies 9 2.4.3 Pricing Strategies 9 2.4.4 Distribution Strategies. 9 2.5 Budget Allocation 9 3 Implementation Schedule 10 3.1 KPI’s 10 3.2 KRA’s 10 3.3 Timeline 10 4 Measurement and Control 11 4.1 Quality Assurance 11 4.2 Risk Management 11 5 Conclusion 12 6 References 13 Appendix A: Timeline 14 -5-
  6. 6. Introduction According to Thorpe and Morgan (2006) it is stated that the critical determinant in the success and survival of a corporation is the successful implementation of a strategic marketing plan. In this report, you will find an overview of South Oz Winery including the mission, vision and values. You will also find the implementation plan which South Oz Winery will follow in order to implement their strategic plan effectively. The implementation plan outlines the responsibilities and accountabilities of the employees when it comes to the tasks in implementing the strategic marketing plan which was published previously. It will also show the duration of the tasks and when they will take place within 2010. In order to complete this report, information was taken from previous assignments and research of Gantt charts; KPI’s and KRA’s were undertaken to ensure the correct information was inputted. -6-
  7. 7. Company Overview 2.1 Background Information In 1936, Helmit Schoen and his family settled in Adelaide and purchased two hundred acres of land in McLaren Vale. South Oz Winery had developed as a small business and then eventually developed on the land, a 12 unit bed and breakfast, a restaurant and a small arts and crafts shop in the tasting area. All these developments have been very successful; however the winery was the major growth and profits provider. In 2004 and 2006, the Shiraz red variety received the Jimmy Watson trophy and by receiving this award, it provided a significant boost to the brand awareness and the demand of wine. 2.2 Mission, Vision and Values 2.2.1 Mission We are committed to promote quality and excellence in South Australian wine making and to enhance consumer awareness of the quality and diversity of the wines made at South Oz Winery. We produce premium, unique wines of good flavour, colour and value to provide consumers with an exceptional wine-drinking experience. 2.2.2 Vision Our vision for the future is “Traditional winery. Modern outlook. Sophisticated wines.” This is our vision statement as we begin with a traditional winery, and we want to keep our winery traditional but with our own modern twist and outlook while keeping and improving on our sophisticated wine. 2.2.3 Values The employees of South Oz Winery are dedicated to fulfilling the company’s mission and they commit their abilities and energy to continue the history. In doing so, we will strive to uphold the following values that represent our organisational culture.  Communication: practice open, accurate and timely communication with employees, customers and external clients.  Collaboration: pull together collective information to perform at our best.  Passion: commited to the company, customers and clients in our heart and in our mind.  Diversity: Offer diversity as inclusive as our products.  Quality: ensure whatever we do, we do it well. -7-
  8. 8. 2.3 Objectives and Strategies At South Oz Winery we have determined our objectives and strategies which will help our business strive with excellence, exceptional customer service and great quality wine. These objectives and strategies have been put into place so that our staff and customers are satisfied and our reputation is kept at a high standard. At South Oz Winery, all of our goals are specific, measurable, attainable, relevant and time-bound. 2.3.1 Objectives At South Oz Winery, we are committed into:  Entering strategic alliances to benefit our company and those we are in alliance with.  Extending our product line with creating rosé wines for charity benefits.  Create more modern promotions so that that we can reach our target market effectively. By focusing strongly on customers and their needs will maximise profits and build a strong reputation which can be recognised by new customers as well as existing ones. 2.3.2 Strategies By partnering with Melba’s chocolate and confectionary, South Oz Winery believe it will increase profits and also produce more awareness towards the Winery as it will be locally recognised and will also become a greater tourist attraction. At South Oz Winery we feel that by employing friendly, hardworking and ambitious staff who is committed to the company and who fit in with our corporate culture and those who will share their opinions and ideas towards improving our business. They will provide exceptional customer service and will look after all customers and clients to make sure they receive the best of the best. We at South Oz Winery appreciate all customer feedback. 2.4 Marketing Tactics Our marketing tactics are based on our marketing mix in order to implement our strategies. 2.4.1 Target Market Segments Even though South Oz Wines target markets are separated into two segments, South Oz Wines have adopted a mass marketing strategy as all markets are able to be reached with one direct marketing campaign. The first segment is generation X male and females, who are young professionals with middle to high income. The second segment is baby boomers male and females, who are corporate professionals with middle to high income. Both segments are generally located in McLaren Vale, Mitcham, Burnside and Unley. -8-
  9. 9. 2.4.2 Product Strategies South Oz Wines wishes to use an augmented product strategy, as South Oz Wines offers fantastic after sales service and warranty etc. South Oz Wines bases their product strategy on serviceability, customer service and the relationship we have with the customers to give them what they want. 2.4.3 Pricing Strategies There are many factors which determine which pricing strategy to use. These factors are: your competitors, your suppliers, the availability of other products and your customers (Kyle, 2008). South Oz Wines uses a competitive pricing strategy when it comes to pricing the wines. They based their prices between what competitors are pricing their wines. 2.4.4 Distribution Strategies South Oz Wines has three distribution channels to distribute their wine and winery merchandise to consumers. The primary channel is retail (on-premises) sales which is the sale of wine directly to customers at the winery. The second distribution channel is retail (off-premises) sales which are the sales of wine to liquor stores then to customers. The third and last distribution channel is internet sales because South Oz Wines are hoping to eventually target global consumers as well as our younger generation of target market who are tech-savvy. 2.5 Budget Allocation Our budget for 2010 was based on the revenue of $15,000,000 earned in 2009. This years budget of $10,000,000 has been allocated in the following way: Planning: $2,000 (to provide and pay for market research) Implement Plan: $100,160 (Rose wine-making process inc. bottling, labelling and distribution) $5,500 (Shipping order & Melba’s inventory) $275,000 (Advertising) Employment: $401,882 (for the year) -9-
  10. 10. Implementation Schedule 3.1 KPI’s At South Oz Wines, there are two Key Performance Indicators which will help them measure the effectiveness of their implementation plan. 3. The percentage of revenue received from the new Rose product. 4. The percentage of revenue received from Melba’s Confectionary store. These KPI’s rely on the advertising by South Oz Wines to generate awareness. If the advertising is not effective, then South Oz Wines will struggle to reach their objectives and have effective KPI’s. 3.2 KRA’s The Key Result Area for employees’ accountabilities of the implementation plan is important to ensure that all of the responsibilities are completed. We have outlined the KRA’s for the two most important roles in the Implementation Plan. The KRA’s were determined by using the process outlined in Life- Role Development Group’s (2001) KRA article. The CEO’s key result areas is approving plans and budgets to ensure that South Oz Wines are making effective decisions and leadership and communication to keep the culture and corporate structure together by informing employees and clients and ensuring all communication is understood. The Marketing Manager’s key result areas is managing advertisements and lead marketing team to ensure that what South Oz Wines is putting out to the public is correct and delivering correct information by holding meetings with clients and partners. One other KRA for the marketing manager is measuring effectiveness to ensure that our marketing plan has been implemented correctly and our advertising and reached our target audiences. 3.5 Timeline See Appendix A. - 10 -
  11. 11. Measurement and Control 4.1 Quality Assurance South Oz Winery aims to maintain their quality assurance by ensuring that all systems within the company are keeping the product and services so that the customers and South Oz Winery are satisfied with the quality and consistency. We have many advantages from our current quality assurance are as follows;  Increasing customer confidence in our product and services.  Encouraging and improving staff performance with benefits.  Finding and fixing any problems which have/could occur.  Understanding risks and how to manage them. 4.2 Risk Management Risks Management Unpredictable weather (shortages in product due Insurance or knowledge of wholesaler grapes. to soiled grapes.) Workplace incidents Liability Insurance Guest accidents Communicate safety procedures; ensure safety (OHS&W) signs are visible. Liability insurance. Owner/Manager/Employee sickness Ensure other managers and employees are trained in other employees’ roles to back up. Make rosters to ensure employees know when they are working. Excessive alcohol consumption Responsible Service of Alcohol is in place. Security when festivals are on. Thefts Security system installed. Security company assigned to monitor premises. - 11 -
  12. 12. Conclusion After South Oz Winery has implemented their strategic marketing plan, management will get together and communicate the issues that may have occurred while the implementation plan was being performed and determined how they would fix this in the coming years. South Oz Wines will then continue to strongly look back on their objectives and also their strategies into developing customer communication so that they can then improve their business and also develop reasons of improvement. South Oz Wines need to make sure that this plan is looked at frequently so that they can then determine if the implementation plan has been used effectively. - 12 -
  13. 13. References Kyle, J. (2008) “Product Strategies” Learning Marketing. Accessed 15 June, 2010. <http://www.learnmarketing.net/product.htm> Life Role Development Group (2001) Highlight: Key Result Areas. Accessed 15 June, 2010. <http://www.life-role.com/documents/Summary-%20Key%20Result%20Areas.pdf> Thorpe, E.R. & Morgan, R.E (2006) “In pursuit of the “ideal approach” to successful marketing strategy implementation” European Journal of Marketing, Vol. 42. No. 5/6. Pp 659-677. Accessed 15 June, 2010. - 13 -
  14. 14. Appendix A: Timeline Responsibilities 2010 Duration Task and (days) Accountabilities - 14 -

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