Strategic plan of LIVeasy

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Executive Summary
There are very successful supermarket chains in this market; this shows that that the market is becoming more
attractive to investors. But customers felt that growing market still have a gap in providing service up to their
expectation, which is an ideal supermarket where they can do one stop shopping.
LIVeasy came into existence to fill up this gap by providing one stop shopping in a convenient environment. It
was identified from the SWOT analysis that there is a potential market for this concept of supermarket since
customers’ buying behaviour is changing from daily shopping to more planned weekly and monthly shopping
habits. Also because of their busy life, they prefer saving time by one stop shopping rather than going each and
every supermarket and corner shops to get their grocery items. By evaluating these opportunities LIVeasy came
up with their goals to provide convenient shopping experience and excellence customer service, to increase the
market share, expand the business and peak the revenue. To achieve these goals, objectives are being formed and
these objectives are grouped into five Key result areas: Store Quality, Customer Service, Staff Development,
Financial Base and Promotional Activities. Strategic options have been formed based on these five KRA’s, and
among these strategic alternatives, strategies are chosen based on the capability and resource available. Other
Strategies, which does not comply the Mission, strengths and weaknesses of the company have been rejected.
While these selected strategies will be implemented, there will be some challenges LIVeasy will face even though
they have capability and strong financial base, such as need for resources, finance and skilful knowledge and
expertise in some areas. And these challenges and changes will be evaluated and controlled.

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Table of Contents
1. Introduction ................................................................................................................................................. 4
1.1 Overview of the company ......................................................................................................................... 4
1.2 Mission...................................................................................................................................................... 4
1.3 Vision ........................................................................................................................................................ 4
1.4 Slogan........................................................................................................................................................ 4
1.5 Core values................................................................................................................................................ 5
1.6 Existing Skills, Resources and Capabilities .............................................................................................. 6
1.6.1 Competitive sustainability and development...................................................................................... 7
2. Strategy Analysis......................................................................................................................................... 8
2.1 Strategic Environment............................................................................................................................... 8
2.1.1 Macro environment Analysis (PESTEL)..................................................................................... 8
2.1.2 Industry Analysis................................................................................................................................ 9
2.1.3 Task Environment ............................................................................................................................ 12
2.2 Internal Analysis: organisational resources skills and resources....................................................... 22
2.2.1 SWOT Analysis......................................................................................................................... 22
2.2.2 Organizational Structure Analysis............................................................................................. 24
2.2.4 Value chain....................................................................................................................................... 25
3. Strategic Direction..................................................................................................................................... 26
3.1 Strategic goals, objectives and KRAs................................................................................................ 26
4. Strategic Options ....................................................................................................................................... 28
5. Strategic Choice......................................................................................................................................... 35
6. Strategic Implementation........................................................................................................................... 39
7. Evaluation and Control.............................................................................................................................. 43
8. Conclusion and Recommendation............................................................................................................. 45
Reference........................................................................................................................................................... 46
Annex ................................................................................................................................................................ 46

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Annex A: Meeting minutes ........................................................................................................................... 47
Annex B: Details of the SWOT Analysis...................................................................................................... 58
Annex C: Questionnaire Form used for Customer Analysis ......................................................................... 61
Annex D: Analysis of the Customer research analysis.................................................................................. 64
Annex E: Blue print of LIVeasy after implementing the strategic plan........................................................ 74
Annex F: Rejected strategies from each KRA............................................................................................... 76
Annex G: Gallery .......................................................................................................................................... 77
Annex H: Details of the ways in which existing skills, resources and capabilities can be sustained and
developed....................................................................................................................................................... 79
Annex I: Functions of each department......................................................................................................... 82
Annex J: Details of the skills required to have in employees........................................................................ 83

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1. Introduction
1.1 Overview of the company
LIVeasy is a supermarket in Male’, Maldives which offers variety of products for customers in order to
provide them a one stop shopping environment. Our core purpose of business is to reflect the offerings
and exchange with the changes that have come to the society in recent years. LIVeasy is based on the
model of Agora. From LIVeasy, customers would be able to choose their preferred brand of products as
there are varieties of products within each product category. This supermarket chain allows the
customers to have an easy and convenience shopping experience.
LIVeasy was founded in January 2012, 7 by Mohamed Jabir. When he moved back to Maldives after 8
years of higher studies in USA, he found that the varieties of products available in Maldivian
supermarkets are very few. Also, he noticed that there is a huge difference in the behaviour of the people
live in Male’. The people are living in a busy lifestyle and they got no time for shopping every day. He
noticed that the real supermarket where people can do one stop shopping with their families are very
few in Male’.
During the stay at USA, he used to do one stop shopping. As a result, he faced difficulty in shopping
after returning to Maldives. Maldivian supermarkets offer only few varieties of products and there is no
single supermarket with provides one stop shopping with variety of products even. Which was then he
got inspired that there is a need for a real supermarket which offers varieties of products for customers
in order to do a one stop shopping from their busy schedule
1.2 Mission
To delight our customers’ by providing unparalleled shopping experience in a friendly and professional
environment, that makes their lives easier.
1.3 Vision
To be the leading supermarket chain in Maldives
1.4 Slogan
‘Finally, the supermarket you deserve’

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1.5 Core values
Passion of knowing and understanding our customers and responding to their complaints immediately,
LIVeasy supermarket arrangements are made in such a way, that customers don’t have to waste time in
finding products. The whole supermarket is divided in to zones and product categories are differentiated
in order to make it more convenient for our customers.
Identifying the customer’s needs, LIVeasy has managed to provide a basement parking area in order to
make it more convenient for our customers. Moreover, LIVeasy location and area allows the customers
to experience one stop shopping
LIVeasy will value each and every visit of the customers. Staff will be well-informed with the needs and
concerns of the customers. We will ensure that every customer leave the supermarket with a smile of
satisfaction.
Creating and enhancing the value of all stakeholders (customers, employees, suppliers) by maintaining
good relationship and productively seeking good opportunities and implementing opportunity in order to
maximize profits and make the organization more profitable.
Customer Friendly
Convenient
Excellence service
Stakeholder relationship

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1.6 Existing Skills, Resources and Capabilities
 Supermarket (6,000 square feet) with a parking area
 Cold storage facility to store the vegetables, fruits, dessert such as ice-creams and meats (35’x 25’)
 Warehouse (48’x 16’)
 Elevator facility
 Security systems with hi-tech CCTV cameras
 Dynamic workforce which comprises of 58 staff:
 Workers (20 staff)
 Sales Staff (15 staff)
 Office and Administration (10 staff)
 Senior Management (5 staff)
 Research and development (8 staff)
 1 Delivery Van
 Convenient in-store shopping
 Experienced and energetic research and development team
 Partnership with an international audit firm
 Computerised Stock Management system using sophisticated software
 LIVeasy website and Facebook page
These resources need to be sustained and other resources and skills need to be developed in order to
compete and sustain the competitive advantages of LIVeasy.
 Good supplier relationship/ good bargaining power for lower prices
Skills, resources and Capabilities Need to develop
Existing, but Sustainability
required
Chain of Outlets 
Storage Capacity 
Safety and Security 
Dynamic workforce 
Proper inbound logistics 

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Convenient in-store shopping  
Supplier Relationship management 
Internationally accepted internal auditing 
Separate IT department 
Computerised stock Management System 
Skilful R&D team 
Reliable Customer Relationship Management  
Strong Financial Base  
Management Flexibility  
1.6.1 Competitive sustainability and development
To sustain the existing skills LIVeasy will have mechanism in which the business focuses on each and
every single skill, resource and capabilities. Also, there are some skills, resources and capabilities that
need to be developed in order to compete and sustain in the market place. Details of these strategies will
be shown in Annex H.

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2. Strategy Analysis
2.1 Strategic Environment
2.1.1 Macro environment Analysis (PESTEL)
Figure 2.1.1.1: PESTEL Analysis of LIVeasy
 Interactive information sharing tools used by consumers, suppliers and
other stakeholders
 Maldivians are moving from manual systems to computerised systems
 Better communication and infrastructural facilities
 More than 100,000 registered mobile internet users in the Maldives
Technological
Socio-cultural
 Maldivians moving from daily shopping to monthly shopping
 Increasing preferences for one stop shopping
 More busy lifestyle especially in the urban city of Male'
 The statistics published by Maldives Police Service shows that crime rate
has been increasing annually for the past four years
Political
 Political rivalry involving more than 5 political parties
 In 2011, Maldives was ranked as one of the most corrupt country in the
world with a score of 2.5 as Corruption Perception Index by Transparency
International
Economical
 At the end of first quarter in 2014, inflation rate was 3.4% and the
average annual inflation rate was 3.34% from 2013 onwards (month by
month)
 In the first quarter of 2014, the interest rate for loan and advances in
private sector was estimated to be 11.42% with no significant change
compared to previous months
 In second quarter of 2014, the exchange rate was MVR.15.40/USD and is
permitted to fluctuate within the ± 20% band, from the mid-point
MVR.12.85
 High unemployment rate


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Environmental
 Male' city is becoming more congested
 People moving for more environment friendly life style
 More pressures from Environmental agencies
 Government vision of low carbon emission
 Climate conditions are becoming more unpredictable
Legal
 GST is charged on the value of most of the goods and services
supplied, at the rate of 6%
 Companies, partnerships and other residents carrying business in
Maldives are charged BPT at 15%
 Except for Rice, Sugar and Flour all other food items are charged
import duties if it is not brought for re-export
 Mandatory contributions to pension scheme from both local and
foreign employees
 Different Laws including Consumer Protection Law, Environment
Laws, Corporate Laws, Fair Trading Laws and Employment Act of
Maldives
2.1.2 Industry Analysis
As supermarket industry is competitive and customer preferences are changing rapidly, it is important
for any business in this industry to properly assess the industry as a whole. In order to determine the
competitive intensity and therefore attractiveness of a market, porter’s five forces could be used as an
effective tool. Meanwhile, it also helps to understand the strength of an organisation’s current
competitive position, and the strength of a position that an organisation may look to move into. By
analysing the industry with the help of porter’s five forces, LIVeasy would be able to identify what are
the strategies or objectives that need to be formulated in order to successfully compete with a given
intensified competition in the supermarket industry.

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Figure 2.1.2.1: Porter’s Five Forces in supermarket industry
Threat of substitute products
 Buyers can easily find substitutes as many supermarkets exist
 Buyers can switch from one product to another of same quality with little cost
Threat of new entrance
 High amount of capital is required to start-up
 Low customer loyalty to the supermarkets
 No barriers to entry
 Profitability of existing supermarkets
 Majority of the products sold in the supermarkets are identical with other
supermarkets
High
Moderate
Bargaining power of buyers
 Low switching cost, if the buyer does not like a particular supermarket, he/she tends
to buy from the other supermarket
 There are many supermarkets with competing prices and quality
 Buying in small quantities
 Many buyers exist
 Buyers are price sensitive
 No threat of backward integration- customers would not find it feasible to switch
and buy large quantities from the distributors though they are dissatisfied with one
supermarket
Moderate to High

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2.1.2.1 Inference of Porter’s Five Forces
From the porter’s five force analysis it can be identified that there is intensified competition within the
supermarket industry as there are high bargaining power of suppliers, moderate to high bargaining
power of buyers, High threat of substitutes, moderate threat of new entrance and many competing
supermarkets within the industry such as Agora, VB Mart and Red Wave.
The supermarket industry can be said as a monopolistic market structure with many dominant firms
who provide supermarket service to the customers. In the supermarket industry it is identified that
large amount need to be spent on fixed costs to buy the required equipment and facilities such as
refrigerators and cold storage facilities. Also, a considerable amount of money need to spend on daily
operations of the business such as continuously motivating staff to ensure that excellent service is
being provided to the customers. The industry has potential to grow at a faster rate as people
behaviour changes with globalized forces and stimulus.
Competitive Rivalry
 Many dominant competitors such as Agora, Red Wave and VB mart
 Exit barriers are low as the firms can sell the products at the cost of purchase
 Products are not differentiated and can be easily be substituted
 Competitors are of equal size
 Low customer loyalty: buyers are not loyal to the supermarkets, but to the brands
(products)
High
Bargaining power of suppliers
 There are few suppliers but many buyers
 Suppliers hold exclusive distribution of some products (Drypers – ADK company
pvt. Ltd, Red bull – Euro store)
 Cost of switching to other brands of products is high as the customer has high
demand for these products
High

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2.1.3 Task Environment
2.1.3.1 Competitor Analysis
As LIVeasy in very competitive market with many dominant competitors, it is vital to analyse current
and potential competitor in depth in order to gain and maintain a competitive advantage in the market.
From the exploratory research, it is identified that there are many competitors who provide same service
(supermarket) in Male’. However, it is a challenging job to analyse each branch/store of every
competitor that exist in the market. So, strategic grouping is being done to make the analysis easier on
the assumption that these competitors will have more or less same kind of strategies when it comes to
different areas of operation in the market. Whole supermarket industry is being divided into three
strategic groups: High quality-High price, Medium quality- Medium price and Medium quality- low
price. In High quality-High price group, there is only one supermarket, ‘Fantasy’ which provides the
service to customers.
However, there are many other competitors who fit into the category, Medium quality-medium price
which includes Agora, VB mart, All 2, Shop and Save, Galleon Store, Evening mart and STO super
mart. These competitors strive to achieve competitive advantage over other supermarkets which is
similar in nature. Figure 2.1.3.1 shows the detailed analysis of competitors where both strengths and
weakness are been identified. The strengths and weaknesses of each supermarket or supermarket chain
is been analysed using the information obtained through observation, experience and in depth analysis
of each supermarket and branch.

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Figure 2.1.3.1: Competitor Analysis
Strategic Group: High quality-High price (Fantasy)
Strengths
 Five cash counters (separate for cash and card)
 Easy navigation as the name of the products are clearly displayed
 Wide range of fresh fruits, vegetables and meats
 Quality and branded products
 Special corners for fruits, vegetables, meats, ice-cream, dairy products and frozen foods
 Good in-between shelf space
 Good displaying of products on the shelf
 Wide range of products in every product category
 Good customer service as the staff have good knowledge about the products
 Availability of trolley and baskets to make easier for the customers
Weaknesses
 Focus only to high income earners
 Location of the store is not very attractive
 The supermarket currently has only one outlet
Strategic Group: Medium quality-Medium price (Agora)
Strengths
 Attractive location. Agora has its supermarket chains/branches located in very crowded
locations (Majeedhee Magu, Sosun Magu and near ISkandhar School) where crowds of
people are normally found in all times of the day.
 Ability to research and development. Agora’s supermarket chains have ability to
improve the service through research and development. Special corner for ‘Coca-Cola’,
red bull, milk and juice packets, bread, milo packets and tins, Anlene which is special
for elder women who have bone problems. Also, there are other important concepts
which have been applied. Agora’s supermarket chain has ‘today special offer’ corner to
display the products which are available for cheaper prices than normal.
 Supermarket has name of the products and category which enabled the customers to
navigate the products within the store.

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Weaknesses
 Fruits and vegetables are not of good quality
 Stocks are not managed well in some special corners such as Milo.
 The staff cannot be said as friendly as they usually concentrate on personal things such
as chatting with each other though customers ask for assistance. Also, it was found that
many staff was not aware about the availability of items in the store or not. So this
indicates that staff are not well informed about the products and services available at
the store and which are not.
 Prices of goods are normally very high when compared to other supermarkets such as
VB mart.
 All the goods are displayed well in the shelf which helps the store to have an attractive
look
 Offers wide variety of products within each product category. From the supermarket
most well-known are available from each product category.
 In the store, there is good in-between shelf space where the customers would be able to
move around the store easily for shopping.
 Have an exclusive distribution of world famous brand of ice cream ‘Baskin Robins’
which helps the store to increase sales through spill over effect.
 Have a cold storage facility to store the meats, fresh fruits and vegetables
 Availability of trolley and baskets for shopping
 Experience in the market place
Strategic Group: Medium quality-Medium price (VB Mart)
Strengths
 Good in-between shelf space which helps the customers shop easily without facing
difficulty to carry their goods with baskets.
 2 supermarket chains (one at Majeedheemagu, Maafannu and another at
Lonuziyaaraiymagu, Henveyru). Both locations seem attractive due to the presence of
crowd and Henveyru branch is located near some offices and a school.
 Some extent of marketing principles applies. There is special corners for corn flakes,
Safa, Chocos)
 Fresh fruits and vegetables compared to Agora
 In-store promotional advertisements on different products such as Mammy Poko pants,
Gernier men, snickers, L’Oreal.
 Cold storage facility within the same building

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Strategic Group: Medium quality-Medium price (Shop & Save)
Strengths
 Good in-between shelf space where customers can easily move around the shelf to
search for different products.
 2 cash counters and it is placed in a way that it reduces crowding near the counter.
 In-store advertisements about different types of chocolates and drinks.
 Special corner the brand ‘nestle’ and stock are well managed.
 2 branches, one located in Sosun Magu and other one is located in Lonuziyaaraiy Magu.
The location is attractive as there are crowd of people normally found in all times of the
day.
Weaknesses
 Product labels are not placed which leads difficulty for the customer to navigate the
products.
 The store has cash counters near the entrance which makes the store crowded with little
customer base than usual
 Even though staff are friendly, it was noticed that these staff are roaming around the
store sometimes which makes the customer difficult for shopping.
 Special offer corner is located near the cash counter
 Wide variety of well-known brands from each product category are made available
from the store
 The supermarket is exclusive distributor of Brand reputed ice cream brand ‘Move en
Pick’.
 Product are well displayed in the shelf
 Staff are friendly and has adequate knowledge about the products offered in the store
and where it is located. Also they know the terms and conditions of the trade of each
and every item which is sold.
Experience in the market place
Weaknesses
 No product labels on the shelf been placed. From the research, it identified that
customers find it difficult to navigate the products within the store while shopping.
 Limited variety of fruits and vegetables. Also, there is limited space to keep fruits and
vegetables. These products are found as not fresh
 Limited marketing and research ability as there is very little marketing concepts applied
within the store such as special corner only for the brand ‘Nestle’.

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Strategic Group: Medium quality-Medium price (Evening Mart)
Strengths
 Fresh fruits and vegetables compared to other supermarkets such as Agora
 Good arrangement of goods and tightly placed due to wide variety of products within
each product category.
 Special corner for red bull
Weaknesses
 Limited in-between shelf space and customers find it difficult to shop with baskets
especially
 No display is been placed in the shelf to make the customers easier to navigate the
products within the store
 Staff are not customer friendly and skilful. Staff are not aware about the products which
are available and are not. Meanwhile, the customers are not aware and well-informed
about the location of the products.
 Cash counter is located near the entrance which makes difficult to move around the shop
for the customers
Strategic Group: Medium quality-Medium price (Galleon Store)
Strengths
 2 Large cold storages which is designed to keep fresh fruits, vegetables, meats and
frozen products.
 Separate entry and exit
 Staff are very customer friendly and show the concern for the customer complaints.
 Wear uniforms which makes them identified among large crowd of customers
 Products are arranged in an attractive way.
 Separate corner for the brand ‘Enzi’, red bull and milo
 Product labels are placed on the shelf to make the customer easier to navigate the
products within the store while shopping
 Good in-between shelf space which makes the customer easier to move around the store
 Wide variety of product within same product category
 Availability of trolley and baskets to make the customer shopping environment easier
 Arrangements of the products are not so attractive for the customers.
 Limited awareness about the market due to lack of experience about different aspects of
the environment
 Staff are not friendly and busy with their own activities such as chatting with each other.

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Weaknesses
 2 cash counters are located near the entrance which blocks the path
 Lack of awareness in the market place
Strategic Group: Medium quality-Medium price (STO supermart)
Strengths
 Experience in the market place
 Location is attractive. It is located near the guest shops where there are many tourists
normally found
 Government subsidiary
 Wide variety of product, especially meat
 Special corner for chocolates and yogurts
 In-store promotional offers such as ‘Chocolate week’.
Weaknesses
 Stock are not managed well
 Tight in-between shelf space which makes the customer difficult to move around
 Staff are not customer friendly
 Fruits and vegetables are not fresh
 The labels are not placed on the shelf
Strategic Group: Medium quality-Medium price (All 2)
Strengths
 3 outlets
 Location is attractive. It is located near some offices such as election commission and
Fanaka Corporation
 Good in-between shelf space
 Products are arranged in an orderly manner
Weaknesses
 Staff are not friendly (no local staff)
 Lack of experience in the market since supermarket were opened this year
 Less variety of products within each product category
 The labels are not placed on the shelf

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Strategic Group: Medium quality-Low price (Red Wave)
Strengths
 Products or goods are arranged in an orderly manner in the shelf
 4 supermarket chains located in near Maldives Islamic Bank (MIB), Majeedheemagu,
and Chaandhanee Magu and near Dhiraagu Also, there is proposed supermarket chain
just near the main Agora located in Middle of the Majeedheemagu.
 Market research and development abilities as some marketing concepts and principles
are being applied.
 Has wider variety of products in each product category than other supermarkets in
Male’.
 Wide range of kitchen and electronic products such as ovens, refrigerators, stoves and
appliances
 Baskets are made available for the customer for easy shopping
Weaknesses
 Poor staff quality. Staff does not pay attention to the customers, rather they are
involved with their own works and business such as chatting and talking to each other
 Vegetables and fruits are not fresh
 The store is not applying the concept of customer orientation. They do not consider the
customer feelings, attitude and perception while providing the service. From the
observation it was found that staff was asked the customer to pay MVR 15 for a
product cost MVR 14.65. Stores that consider the customer feelings will adjust the
balance of MVR 0.50 after charging the customer with MVR 14.50.
 There is little or in-between shelf space in some branches of Red Wave such as the one
located in Galolhu National Stadium.
Strategic Group: Medium quality-Low price (Ihusaan Fihaara)
Strengths
 Lower prices compared to other stores
 Many in-store promotional offers
 There is always some promotional offer in any one of the product sold in the store such
as soft drinks and cakes
 3 cash counters were located in a way that it does not makes the store block
 Staff are friendly and show concern for the complaints of the customer
 Experience in the market

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Even though the dominant competitors are grouped strategically, there are other direct competitors for
the supermarket through other means such as corner shops. Corner shops gives the customers
opportunity to get the product in convenient locations, allows credit and delivery service for their
regular customers. So, this will reduce the customer base for the supermarkets where the locations may
not be convenient for all the customers. However, for the customers who seek the lower priced products,
the corner shops may not be attractive.
2.1.3.2 Customer Analysis
Recent globalization and advancement of technology has brought many changes to our life, which made
the people busier than before with day-to-day tasks. Furthermore, most of the people are living in Male
‘and working continuously for many hours to support their families. Even though it is the case, there is
no perfect solution for this problem. In Male’ there are many dominant competitors who offer the
service of supermarket for customers. However, these stores differ from each other in terms of quality,
price and variety of product offered. So, some people find it difficult to afford the products normally
sold in supermarkets.
2.1.3.2.1 Market need and expectation
From the research it shows that customers have a need for a convenient shopping experience where they
can do one stop shopping for their groceries. Among the target market, 54.55% of the people work 6-8
hours a day and the rest work even more. So, 40.26% of those questioned says that lack of time is a
major difficulty in their shopping. This is because 33% of the respondents needed to spend more than an
hour to do their shopping and a further 26% spent at least half an hour.
Some of the other difficulties faced by research participants are high traffic, queues in stores and
unavailability of some products due to being out of stock. In addition, as the respondents usually live in
Weaknesses
 Location is not attractive as it is located in very narrow road
 Display of the goods are not attractive
 Name tags are not displayed in the shelf to make the customers easier while shopping

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a household with 4 or more people (82% of research participants) they have to do the shopping for
others as well. Also, 70.13% of the respondents said that they are ready to use delivery service if it is
provided by a supermarket and further 27% said they may require using it in future.
From the research conducted among 70 respondents, on average the customers have similar expectations
when it comes to the features to be present on a good supermarket or ideal supermarket. Some of the
factors include friendly staff, availability of products, displaying of products, location, good in-between
shelf space, low price, high quality, wide variety of choices, fresh vegetables and fruits, easy to check-in
and check-out.
2.1.3.2.2 Buying Behaviour
Research shows that there are four types of shoppers amongst the market. They are those who buy each
item when needed, shoppers who buy daily, shoppers who buy weekly and those who buy monthly.
Shoppers who buy as required showed different buying behaviour from the latter three.
Those who buy each item when needed represent the highest percent (41%) of research Participants and
daily, weekly and monthly shoppers hold 9%, 15% and 35% respectively. The respondents who fall into
the categories daily, weekly and monthly displayed similar buying behaviour as these three groups do
their shopping after planning and at regular intervals. From the exploratory research, those people who
buy monthly answered that they previously buy the items when it is needed without planning on regular
intervals. Also, 37% of the respondents said that they do the shopping, while 19% said they sometimes
do the shopping list and rest of the 44% answered that they do not required doing any shopping list.
Considering the demographic factors of planned shoppers, 17% of these shoppers are 26-33 years old
and 33% gets a monthly income of MVR 11,000 to 17,000. Also, majority of the respondents (83%)
shop from a supermarket and only 17% buy the items from the corner shops. In addition, respondents
were asked about ‘which supermarkets do you shop usually?’ Majority (83%) said that they frequently
shop at Agora (83%) followed by Red Wave with 68% and VB Mart holds 65%. From the research it
was found that 92% of the respondents do not get the required items from one supermarket and only 8%
of the respondents answered that they are able to get all the necessary items from one supermarket.
Meanwhile, the research was also to see the awareness level of existing supermarkets among the
customers. From the respondents, 100% said that they heard the supermarkets such as Agora, VB Mart,

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Red Wave, Ihusaan Fihaara, Shop and Save, Evening Mart, Fantasy, STO supermarket. However, other
supermarkets existed in Male’ are not aware by the respondents. Among the respondents 33% said that
they hear the supermarket name ‘All 2’ and 50% said they know the existence of Galleon store in the
market place. Meanwhile the customers have different perception and attitude towards the supermarkets
that existed in Male’. Agora is positioned in the minds of the customers as the supermarket which has
exclusive distribution of world famous ice-cream ‘Ben & Jerry’. Other positioning includes VB Mart as
‘ Green Apple’, Red Wave as ‘Cheap’, All 2 as ‘ less variety’, Shop and Save as ‘Cheap’, Evening Mart
as ‘congested’, Fantasy as ‘high quality and high class’, Galleon Store as ‘affordable’ and Ihusaan
Fihaara as ‘Cheap or promotion’.
Also from the customer analysis it is identified that customers have some criteria while choosing a
supermarket like other consumer products. Most important criteria for the customers are availability of
products with 41% followed by price (27%). Also, they consider location of the supermarket and
friendly staff which represents 23% and 9% respectively.
2.1.3.2.3 Market Growth
As the number of people living in Maldives grows (including foreigners) the number of people in the
target market will also keep growing. And as the population of Male’ increases some problems such as
traffic and queuing in stores will keep increasing and so the need for LIVEasy will grow as well.
(Ministry of Planning and National Development, 2007)

2014
22
2.1.3.3 Labour Market Analysis
In the environment of Maldives it is easy to find suitable labour’s to work in supermarkets because
unemployment rate is very high in here and also lots of graduates are here in need of jobs. There are lots
of people who have the skills that are required for the supermarket jobs. Moreover due to lack of jobs in
Maldives the turnover rate will be very less. There will be less cost incurred while finding suitable
labour’s to work. Details of the skills required for each personnel will be shown in Annex J.
2.2 Internal Analysis: organisational resources skills and resources
2.2.1 SWOT Analysis
Strengths
 Professional and trained labour force
 Easy navigation within the store
 Environmental friendly (shopping bag
provided)
 Located in an attractive place
 Parking Area within the building
 MIB ATM at the entrance and BML ATM
in front of the supermarket
 Wider choices within each product
category
 Computerised Stock Management System
 Weak relationship with financial
intermediaries such as banks
Weaknesses
 Lack experience in the market
 One outlet located in Majeedheemagu,
Henveyru
 Not well-established inbound logistics
 Insubstantial Supplier Relationship
Management

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23
2.2.1.1 Inference of the SWOT
Previously, customers buy the items when it is needed; no planning of purchases is being done prior.
However due to the globalized forces and marketing stimulus, customers’ behaviour is now shaped
towards having a planned weekly or monthly shopping from a supermarket. This would be a real
opportunity for a supermarket like LIVeasy which provides one stop shopping for the customers to save
their valuable time spent on shopping from different supermarkets or corner shops. The political
instability in Male’ emphasis more on saving their time, thus customers would prefer one stop shopping
for their items. Also, the well-established and dominating supermarkets does not normally employ the
concept of customer orientation where the every single visit by the customer is being taken as valuable
sales for the business. However, LIVeasy is practicing the concept of customer orientation in every
service encounter; staff are well trained and informed with the needs of the customers. For the available
opportunities in the market place, the main weakness to capture these would be lack of experience in the
market when compared to other dominant and competing competitors such as Agora, VB Mart and Red
Wave.
Opportunities
 Maldivians are moving from daily
shopping to weekly and monthly shopping
 Customer preferences towards one stop
shopping
 Increase in need for security for
customers’ safety
 Majority of customers are aware of latest
technologies
 Long queues and other shopping
difficulties due to busy life style
 Increase in number of migrants into Male’
 Increase in working population
 Weak positioning of existing supermarkets
in the minds of the customers
Threats
 Political instability – blocking roads and
protests
 Rise in inflation rate – Reduces purchasing
power of customers
 High unemployment rate
 Fluctuation in the exchange rate – imports
become expensive
 Increase in dominant and potential
competitors with many outlets
 Customers are not loyal to a single
supermarket, rather loyal to brands
 Business Profit Tax (BPT) of 15%

2014
24
Managing
Director
Senior
Management
(5 Staff)
Accounting and
Finance
(19 Staff)
Human
Resource
(12 Staff)
Sales and
Marketing
(22 Staff)
HR
Division
IT Division Accountin
g
Procuremen
t
Marketing
Division
Sales
Division
Public
Relation
 Manager (1)
 HR Assistant
(2)
 Data
Administrato
r (2)
 Manager (1)
 IT Assistant
(1)
 Data
Administrato
r (1)
 Manager (1)
 PR Assistant
(2)
 Data
Administrato
r (1)
 Manager (2)
 Assistant
Accountant
(2)
 Budget
Officer (2)
 Data
Administrato
r (2)
 Manager (1)
 Secretary (2)
 Manual
Workers (8)
 Manager (1)
 Marketing
Assistant (3)
 Data
Administrato
r (2)
 Manager
(1)
 Sales
Assistant
(10)
 Manual
Workers (5)
2.2.2 Organizational Structure Analysis
LIVeasy has major three departments, working together to deliver the best value for the customers.
Detail of each department is shown in Annex I.

2014
25
2.2.4 Value chain
Primary Activities
Inbound logistics
 The procurement division tries to locate the supplier with the most attractive incentives to
place the order. Thus, this involves careful analysis of the potential suppliers of different
products
Inbound logistics
 A High capacity warehousing facility including a cold storage mechanism in place allows the
stock to be kept in good conditions for longer periods.
 The careful supervisory control of the stocks enables to reduce defects.
Outbound logistics
 The procurement division tries to use the company van as much as possible in order to reduce
costs
 The Sales Division tries to place the products in the most eye-catching way with the advice
from the marketing division.
Sales
 Sales assistants help customers to resolve in store difficulties
 Friendly Point of Sale staff enables customers to have an enjoyable shopping time
 Up to date customer records enables customer and sales staff to verify previous purchases
Service
 For certain products sales assistance provides aftersales services like delivering the product
and sometimes assembling them in customer’s house
 Warranties are provided for most of the expensive products. The customers are compensated
with a new product, if they return the faulty product within the warranty period.
Support Activities
Organizational systems/Infra structure
 Convenient parking areas for customers
 Lift facilities are provided for the ease of the customers
Human resource Management
 Creation of a motivated work force by organising barbeque outings in every two months and
conducting other recreational activities

2014
26
 Giving Overtime pays. If they meet certain sales target set by top management they get
bonuses
 In order to improve service quality customer service trainings are given occasionally with
recognised certificates
Technology support
 Online supplier and customer order system
 Computerized stock management
Procurement
 Building and retaining good supplier relationship by arranging different meetings
occasionally
Marketing
 Collaborative work of marketing division with others in order to build customer value and
buy quality products
 Each department tries to reduce the unnecessary costs incurred in their department, done in a
continuous manner
 Marketing department tries to reach as much customers as possible through interactive tools
like Facebook and twitter
3. Strategic Direction
3.1 Strategic goals, objectives and KRAs
To fulfil our mission, vision, and to comply with our core values, LIVeasy is devoted to achieving the
following strategic goals over the next five years. The direction of the business is to provide
supermarket which provides the products that are affordable to all customer groups and which has a
standard of quality.
1. To provide unparalleled customer service
2. To provide a convenient shopping experience
3. To increase market share
4. To Expand the business operation
5. To peak the revenue

2014
27
These goals form the fundamental of our Strategic Plan and represent our long-term strategic
commitments. They recommend the targets to aim for in areas concerning LIVeasy development. Still
no single goal has priority over the other goals rather it is interconnected with each other. In such as
interrelated goals in the hand, success in one depends on the success of others. Hence, Strategic Plan
cannot be implemented as a progression of sequential steps, rather implementing in an all-inclusive
manner moving forward all the areas simultaneously.
For the purpose of achieving the goals which in turn help to achieve the LIVeasy mission, vision and
core values. Since the strategic goals are too broad to use as a guide to formulate strategies, specific
objectives to achieve each goals need to be formulated carefully. So, strategic objectives are formulated
based on the view that success in achieving the objectives will lead to the achievement of strategic goals
and hence the overall purpose of the business described in the company’s mission and vision statement.
The following are the strategic objectives for each of the following strategic goals identified for the
success of LIVeasy in the next five years of its operation in its competitive environment.
Strategic Goals Objectives
1. To provide a convenient shopping
experience
 Improve the navigation within the store
 Provide augmented services to the customers
 Maintain good stock availability
2. To provide Unparalleled customer
service
 Keeping a good customer relationship
Management
 Maintaining staff quality
 Effective complaint System
 Improve and sustain quality of the store

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3. To increase the market share
 Effective Promotional Campaign
 Providing Augmented services
4. To Expand the Business operation
 Increase the outlets
 Have sufficient liquidity
5. Continuously Peak the revenue
 In-store promotions
 Cheaper prices
 Friendly and helpful staff
 Key Result Areas
KRA I: Store Quality
KRA II: Customer Services
KRA III: Staff Development
KRA IV: Financial Base
KRA V: Promotional Activities
4. Strategic Options
As LIVeasy is said to be the corporate and business unit, the corporate strategies and the business level
strategies does not show much of the difference. There are essentially three options when it comes to
competing in a given market. As per the porters generic model, a firm or business could choose either
overall cost leadership, differentiation and focus.

2014
29
1. Overall cost leadership Strategy:
It is the strategy available for the firm when it wants to become the low cost provider of supermarket
service in the industry for the customers. It includes the firm ability to search for ways to achieve the
economies of scale, proprietary technology, preferential goods required for the supermarket. The firm
seeking to possess cost leadership strategy should be able to gain this advantage from all the areas of the
business operation such as getting the goods at very cheap prices from the distributors or dealers, getting
professional and friendly staff at low cost and the ability to minimise the cost within the business
operation. Most of the time this strategy is best suited to those supermarkets which have broad scope of
its operation such as many branches all over the market or geographical location.
2. Differentiation Strategy:
Each and every supermarket within the industry may not be able to possess uniqueness within the
operation or products provided. In this strategy the supermarket selects one or more attributes that many
buyers in an industry perceive as important, and uniquely positioned itself to meet the needs of the
customers. By providing the uniqueness to the customers the firm will be able to charge premium prices
from the customers. Differentiation can be achieved in many ways: providing a high quality and branded
products, differentiating the packaging of the product and differentiating the way the business is
operated or the value is been delivered to the customers.
Differentiation Overall cost leadership
Focus
Uniqueness perceived by the
customer
Low Cost Position
Particular
Segment Only
Industry Wide
Strategic AdvantageStrategicTarget

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3. Focus Strategy:
This is the strategy available for the supermarkets when it wants to offer the service to a particular group
which is normally regarded as niche market. This strategy is normally implemented when the
supermarkets find it resource limitations and the intensified competition within the mass market. The
supermarket targeting to particular segment may implement focus differentiation or focus cost
leadership within the operations of providing the service to the customers.
Analysing the alternative strategic options for LIVeasy, different view need to employed in the minds of
the management. After formulating the generic alternatives, it also needs to formulate alternatives based
on Ansoff matrix. By using this model the firm would be able to formulate the strategic alternatives for
growth available.
Market Penetration
 LIVeasy is currently located in Male’
allowing the customers experience a
one stop shopping
 Opening new outlets in other
locations of Male’ such as Maafannu.
Product Development
 Provide augmented services such as
delivery service to the customers
 Price comparison and sales promotion
awareness website
 Introduce world’s famous ice-cream
brand ‘Ben & Jerry’s’
 Digital Map in the entrance which
helps the customer to navigate the
product easily
Market Development
 Open a LIVeasy supermarket outlet in
other developed regions with higher
population such as
H.Dh.Kulhudhufushi and S. Feydhoo
Diversification
 Wholesale electronic items to
businesses and retail outlets located in
Male’
Products and services
Existing New
Markets
ExistingNew

2014
31
Also, there are strategic alternatives available when it comes to the achievement of strategic goals and
objectives identified. For each goal there are many objectives identified and similar objectives are
grouped into KRAs where LIVeasy needs to perform better in order to compete within the industry. The
following indicates the available strategies for each KRA.
 Key Result Area I: Store Quality
Rationale: Maintain and sustain the store image by delivering excellent service in terms of wide
variety of quality product where customers get a real feel of convenience through one stop
shopping.
Strategies Time Frame Expected Outcome
1. Increase in the variety of
products available from
each product category
Continuously
Increase in the sales and market share as
there are customers who seek variety of
products. Also, customers prefer to have
one top shopping to save their valuable
time spent on shopping.
2. Renovate and maintain
the building (including
painting)
Once in every three
months
It will enhance the store’s outlook both
internally and externally. So, this will
create a positive perception and good
brand image in the minds of the
customers.
3. Cleaning the shelf Every day
Customers will feel that products
available are of good quality and the
atmosphere is excellent to shop.
4. Arrangement of the
products and checking for
stock outs
Every hour
Customers will find that the store
maintains the professionalism in all the
activities of the operation.
5. Separate cash counter for
fruits and vegetables
Within 6 months
Easy for the employees to maintain the
store. For instance, all the fruits are sold
according to its weight. So, LIVeasy will
find it easy to handle these sales.
6. Sell some products with Within 3 years Enhance the brand image of the store.

2014
32
LIVeasy brand name Hence customers will form a positive
perception towards the store.
7. Change the interior design
of the store according to
the preferences of the
customers.
Once in every 2
years
Increase the sales as the customers find
that the store value the customer feelings
and concerns.
8. Change the uniform to a
more professional one
Within 6 months
Customers will perceive that the staff are
professional and well-informed about
products available and the needs and
wants of the customers.
9. Introduce price checking
system
Within 1 year after
expansion
Customers will find it easier to check the
prices of each and every item sold in the
supermarket. So, the store image and
brand reputation will be increased.
10. Introduce self-
checkout system
Within 3 years after
expansion
It will reduce the staff requirement and
checkout for customers. Hence, it will
improve the customers’ service and
perception towards the store.
Note: The time frame will start to count from the date of submission of this strategic plan.
 Key Result Area II: Customer Service
Rationale: Valuing each and every visit of the customers by continuously delivering the total
satisfaction to ensure that every customer leaves the store with a smile.
1. Introduce LIVeasy
website (including
feedback, availability of
products and different
promotions of the store)
Within 2 years
Customers find it easier to express their
feelings and concerns with LIVeasy.
Also, they will find it easier to plan for
their purchases. Hence, it will increase
the awareness among the customers.
2. Provide trollies for the Within 6 months It will enhance the store’s outlook both

2014
33
customers to make their
shopping easier.
internally and externally. So, this will
create a positive perception and good
brand image in the minds of the
customers.
3. Collect the contact
information to greet the
loyal customers on special
occasions.
Continuously
Customers will feel that they are valuable
part of the business and increase the
number loyal customers.
4. Help customers to carry
their purchased items up
to their vehicles.
Continuously
Customers will find that staff are helpful
and value their single visit. So, the
perception towards the store will be
enhanced.
5. Introduce a service centre
of LIVeasy
Within 3 years
Customers will find it easier to repair and
maintain the electronic items such as
ovens, refrigerators and mixtures in good
conditions. So, the brand image of the
store will be enhanced.
 Key Result Area III: Staff Development
Rationale: Create a learning environment to motivate, encourage and empower the employees to
work within the supermarket while maintaining friendliness and professionalism while dealing with
customers and other stakeholders.
1. Continuous training and
development for every
staff in each department
Within 1 year after
the expansion
Employees will be well informed about
different marketing and other techniques
that need to be employed in the working
environment. Also, it will enhance the
performance level of the employees and
be more professional when dealing with
customers and other stakeholders.

2014
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 Key Result Area IV: Financial Base
Rationale: Making the business to stand out in the crowd by continuous management of liquidity
and profit to ensure future development of the supermarket.
2. Revise and Develop
employee recognition and
rewarding system
Within 1 year
Employees will be motivated and
committed to express their ideas with the
management. Also, it will enable the
organisation to get good strategic options
before expanding the business in different
locations of Male’.
3. Develop a staff committee Within 2 years
It will be working as an intermediary
between the employees and top
management regarding different issues
raised by the staff. So, the commitment
from employees will be increased and
they will feel that they are valuable part
of the organisation.
1. Negotiations with the
supplier to extend the
credit period and other
terms and conditions of
purchase
Continuously
Improve the cash flow within the
business which helps to expand the
supermarket outlets in other locations of
Male’
2. Increase the sales by
providing value added
services
Within 1 year
Customers find it easier to shop for their
required items and feel the real
experience of convenience.
3. Make partnership with an
existing supermarket
which has strong financial
base
Within 3 years
It will enhance the financial availability
for LIVEasy to expand the supermarket
outlets in different locations of Male’.

2014
35
 Key Result Area V: Promotional Activities
Rationale: Enable to concrete the brand image by delivering up to date and reliable information to
our valuable customers.
5. Strategic Choice
Among the available strategic alternatives, there are some strategies that do not comply with LIVeasy
strengths and weaknesses. However, others are appropriate for LIVeasy to enhance the performance of
the supermarket and achieve competitive advantage. All these strategic options are difficult to evaluate
in terms of monetary value that each strategy will generate. So, evaluation of the strategies is based on
the strengths and weaknesses that LIVeasy has. These choices are based on strategic analysis and
strategic direction. The following are the Strategic choices that best suits to LIVeasy.
1. Use electronic marketing
through SMS, Facebook,
Twitter and other social
Medias
Continuously
Increase awareness of the customers
about LIVeasy. Hence, it will increase the
sales.
2. Conduct a promotional
campaign to increase the
awareness about price
checker
One month before
the introduction of
the system
Customers find it easier to check the
prices without approaching to the cash
counter every time.
3. Conduct a promotional
awareness about self-
checkout system.
One month before
the introduction of
the system
It will reduce the labour cost and help the
customers’ easy check out.
4. Sponsoring national
famous events such
Dhivehi League and Bride
fair.
Within 1 year
It will increase the awareness among the
customers and general public as a whole.
Also, customers will have a positive
perception towards the supermarket as a
corporate social responsible business.

2014
36
Among the generic strategic alternatives available, LIVeasy is practicing differentiation strategy where
the business differentiates the supermarket by the way service is being delivered to the customers.
LIVeasy is providing customers the opportunity to experience one stop shopping where they are able to
get wide variety of products from each product category. The growth and other strategic choices are
based on this concept as a fundamental.
LIVeasy has chosen market penetration and product development from the available growth strategic
alternatives. To penetrate the existing market, LIVeasy will be expanding the business into other
locations of Male’ such as Maafannu. It is because LIVeasy has only one outlet located in Henveyru and
it is not able to capture the majority of the market share without expanding into different locations. It is
because customers have tendency to buy the goods from the supermarkets which are convenient for
them. Also, from the SWOT analysis it was identified that the people who are coming to Male’ is
increasing day by day. Besides, the option of product development is very suitable for LIVeasy
considering the current situation analysis. From the customer analysis it was identified that people face
many difficulties while they shop and there is potential for augmented services such as delivery.
Meanwhile, to compete within the industry LIVeasy needs to introduce world famous ice cream brand
‘Ben & Jerry’s’ as other supermarkets such as Agora has ‘Baskin Robins’.
Moreover, to strengthen the position of one stop shopping and make the customers to feel convenient, a
digital map will be placed near the entrance. Through this map customers will be able to locate the
product easily. This strategy would be very important to a supermarket such as LIVeasy where the
customers will find it difficult to locate the product from such a huge shopping area.
Apart from these strategic choices, specific strategies need to be selected from the alternatives that have
been identified for each KRA. The following table 5.1 shows the strategies chosen from strategic
alternatives available from each KRA. The strategies which are rejected will be shown and explained in
Annex F.

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Table 5.1: Strategies Chosen
Strategies # Justification of the choice
Increase in the variety of
products available from
each product category
1
It supports the overall generic strategy, differentiation of
LIVeasy. Also, currently the supermarket has strength as
being the supermarket who provides wide variety of
customers to make their shopping easier through one stop
shopping.
Renovate and maintain
the building (including
painting)
2
LIVeasy has professional and trained labour force to take
advantage of this strategy which enhances the store
quality.
Cleaning the shelf 3
Professional and trained staff are available to ensure that
the shelf is always clean. This will show the quality and
professionalism of the store to the customers.
Arrangement of the
products and checking for
stock outs
4
Currently the store employs the concept of easy
navigation within the store and has professional and
trained labour force.
Change the uniform to a
more professional one
8
It support the overall mission of LIVeasy and the store
has the ability in terms of finance.
Introduce price checking
system
9
Professional and trained staff to help the customers to use
this system and financial ability to support the system.
Introduce self-checkout
system
10
Professional and trained staff where the customers can
seek help and the store has financial capability to install
such a system.
KRA II: Customer Service
Introduce LIVeasy
website (including
feedback, availability of
products and different
promotions of the store)
1
LIVeasy has professional and trained staff who are well-
informed with the needs and wants of the customers.
Provide trollies for the 2 Financial ability to purchase.

2014
38
customers to make their
shopping easier.
Collect the contact
information to greet the
loyal customers on special
occasions.
3
Professional and trained staff who are friendly when
dealing with customers. LIVeasy employs the concept of
customer orientation where the supermarket concerns
with every single comment or complain of the customer.
Introduce a service centre
of LIVeasy
5
LIVeasy possess professional and trained staff who are
capable of repairing the items such as washing machine,
oven and other electronic equipment when it is demanded
by the customers.
Continuous training and
development for every
staff in each department
1
LIVeasy strongly believe that proper value can only be
delivered to the customers by encouraging the employees
to develop their carrier. Also, the expected cost of the
strategy would be able to afford by the business.
Revise and Develop
employee recognition and
rewarding system
2
As the supermarket industry is very competitive, LIVeasy
needs to find the way to sustain in the market place. So,
by rewarding and motivating the employees the business
would be able to generate creative ideas.
Negotiations with the
supplier to extend the
credit period and other
terms and conditions of
purchase
1
Even though LIVeasy has strong financial ability, the
relationships with suppliers are not that strong. However,
in this competitive industry a good deal and terms and
conditions are essential to survive.
Increase the sales by
providing value added
services
2
LIVeasy has its own vehicle, profession and trained staff
who are capable of providing augmented services such as
delivery. This strategy was taken to capitalize the
opportunity and potential that the market exists for such a
service.
Use electronic marketing 1 Great opportunity to capitalize as Maldivians is very up

2014
39
6. Strategic Implementation
Even though the selected strategies have ability to outperform and gain competitive advantage in this
industry, the success depends on the ability to implement it. Among these strategies, some can be
implemented with little or no changes to the current operation, resources and capabilities. However,
there are other strategies which require additional resources that need to be employed and changes that
need to be made within the operation of the business. The following are the strategies which will bring
some changes to the operation, required resources and capabilities from each KRA.
Strategy 1: Increase the variety of products available from each product category
Changes and Challenges: LIVeasy needs to increase the number of shelves and some changes need to
be made in the arrangement of products in the shelves. Also, the business needs to have financial
capacity to support this strategy.
through SMS, Facebook,
Twitter and other social
Medias
to date with technology and social medias. Moreover,
LIVeasy has little experience when compares with other
dominant competitors such as Agora, VB Mart and Red
Wave. So, this strategy is mainly to overcome one of the
weaknesses of LIVeasy through awareness.
Conduct a promotional
checker
2
Customers are not familiar with these types systems as it
is not currently used in any supermarket located in Male’.
So, to capture the market share and gain the competitive
advantage this strategy was selected to best use the
available financial resources.
Conduct a promotional
checker self-checkout
system.
3
Customers find many difficulties while they shop for
their items. So, this strategy will enable the business to
gain a competitive advantage over other rivals within the
industry.

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40
Strategy 9: Introduce price checking system
Changes and Challenges: Additional Financial resources are required. Also, it will enhance the
operation of the business as it will indicate any product which is not entered to the system.
Strategy 10: Introduce self-checkout system
Changes and Challenges: LIVeasy may have to conduct passive awareness campaigns to make the
customers informed how to use the system. To implement this strategy LIVeasy may face many
challenges since there are differences in the knowledge and technology used among the customers.
Additional capital will be required to install the system even though LIVeasy currently possess strong
financial base.
Strategy 2: Provide trollies for the customers to make their shopping easier
Changes and Challenges: Some changes need to be made within the store to have a separate space to
keep the trollies. LIVeasy needs to consider that this arrangement should not interrupt the customers’
shopping experience.
Strategy 5: Introduce a service centre of LIVeasy
Changes and Challenges: Separate area need to be rented or built near the supermarket. Also,
additional employees who have technical knowledge and expertise need to be recruited. LIVeasy might
face difficulties in recruiting employees as the recruitment process usually takes time.
Strategy 1: Continuous training and development for every staff in each department
Changes and Challenges: Changes will come to the duty and schedule of staff. LIVeasy might face
communication difficulties in selecting the staff to be trained in a given period. The business needs to
maintain and solve conflicts that may arise due to this.
Strategy 2: Revise and Develop employee recognition and rewarding system
Changes and Challenges: Changes will come to the way business is managed and operated. Staff may
get confused and conflict may arise due to the resistance by some employees to the changes. Hence,
LIVeasy might face difficulty in managing and convincing the staff. Also, there might be possibility of
high turnover.

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41
Strategy 2: Increase the sales by providing value added services such as delivery
Changes and Challenges: Additional resources such as labour and vehicles. So, the financial capacity
needs to be improved. LIVeasy might face difficulty in handling the orders at the same time managing
the sales within the store.
Strategy 2: Conduct a promotional campaign to increase awareness about price checker
Changes and Challenges: LIVeasy will incur additional expenses. There will be changes in the
arrangement of the items in the store.
Strategy 3: Conduct a promotional campaign to increase awareness about self-checkout system
Changes and Challenges: There will be changes within the store in terms of arrangements of the items.
LIVeasy needs to consider that the placement of this system should not interrupt the customer who
wants experience a convenient one stop shopping. Also, LIVeasy will be able to reduce the cost on
labour, but the investment on this system requires additional finance which might be difficult.
Note: Even though LIVeasy has strong financial base, some strategies such as introduction of self-
checkout system requires additional finance. This is because available finance needs to be used for the
purpose of enhancing the daily operations.

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Chart 6.1: Strategy by strategy Implementation process (Gantt chart)
Note: The Square indicates the starting date (Month) of the implementation of a given strategy. Some
strategies are continuously implemented throughout the strategic plan period 2015 to 2020.

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Chart 6.2: Formal Implementation process
7. Evaluation and Control
In practice, the effectiveness of a right strategy depends on the ability to outperform the business or gain
a competitive advantage. This can only be achieved by having a proper mechanism to monitor, evaluate
and control the strategies that have been selected. Also, it is important to note that implementation
requires all the peoples’ commitment, some obstacles and difficulties will be encountered. However,
ability to the business to overcome these obstacles by a proper mechanism defines the real success in a
competitive environment such as supermarket industry. In reality it is difficult for any business to
monitor, evaluate and control each and every strategy selected. Considering this, LIVeasy will be
focusing to evaluate and control each Key Result Area separately.
Evaluation Control
Continuously monitor and evaluate the
behaviour of the customers within the store.
Also, duration they stay within the store. It is
assumed customer behaviour will reflect true
Identify the reasons why customers behaviour
seems changing compared to the past. After,
analysing those reasons LIVeasy will be
committed to improve the store quality (interior
Stretegic Assessment
(Managing Director)
Strategic Analysis
(Departments)
Strategic Direction
(Senior Management)
Strategic Option
(Departments &
Senior Management)
Strategic Choice
(Senior Management)
Strategic
Implementation
(Staff)
Evaluationandcontrol

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44
value and quality of the store when it is
successfully achieved.
design, displaying of goods, navigation, etc.) as
per the customer expectations.
Evaluating the satisfaction level of each and
every customer through proper feedback
mechanism. This mechanism will include all
those convenient ways such as suggestion
box and LIVeasy website where customers
can share and express their feeling s and
concerns with LIVEasy.
The performance of this KRA can be controlled
by providing the customers with reliable
information regarding the products available,
procedures within the supermarket and others.
Also, staff will be well-informed and encouraged
to deal with customers’ concerns.
Performance and ability of the staff will be
monitored continuously through performance
evaluation by respective department
supervisor.
Identifying the variation between expected and
actual performance of the staff at a given point in
time. Meanwhile, LIVeasy will continuously
adjust the training and development schedule to
ensure that those staff are retrained.
Continuously monitoring the pattern of cash
flow and profits comparing with previous
months.
Proper communication and maintaining the
relationship with suppliers and financial
intermediaries. Also, proper book keeping and
monitoring daily transactions.
Effectiveness of the strategies in this Area
will be evaluated on the basis of increase in
Change the promotional activities as per the
customer expectations. Also, the business

2014
45
customer base compared with previous
period. Moreover, through proper research
the level of awareness can be evaluated and
how people perceive the store after
implementing those strategies. Furthermore,
customers can be evaluated whether they
perceive LIVeasy as ‘One stop shopping’.
identifies the strategies that best work in the
supermarket industry.
8. Conclusion and Recommendation
In conclusion, LIVeasy was able to maintain the concept of one stop shopping while competing with
dominant competitors. To allow LIVeasy continuity all the stakeholders will be given the priority to
same level. The LIVeasy might face difficulties and challenges while implementing the selected
strategies. So, implementation should be carefully scheduled and monitored regularly.
As both macro and micro environment is very dynamic, the strategies need to be continuously revised
based on it in order to succeed. The selected strategies many not be suitable for the circumstances that is
unpredictable. Some strategies such as introduction of price checker and self-checkout system need to
monitored and controlled well when compared to other strategies. More emphasis should be given to the
motivation and staff development as it is a key to success in delivering the required value to the
customers.
Meanwhile, LIVeasy should consider the option of e-commerce as the majority of the population is
aware and familiar with the latest technologies available to supermarket industry. Hence, LIVeasy
should closely observe and evaluate the actions of dominant competitors in order to capture the market
and achieves the goals identified.

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Reference
Ministry of Planning and National Development. (2007). Population and Hosuing Census of Maldives.
Retrieved April 23, 2014, from www.planning.gov.mv:
http://www.planning.gov.mv/publications/Population%20and%20Housing%20Census%202006/

2014
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Annex
Annex A: Meeting minutes
Meeting 1
Date: 16thMarch 2014 (Sunday)
Time: 12:00am-13:30pm
Members present: Mohamed Jabir (33686), Nashifa Abdullah (33671), Shassa Naseer (30581),
Ahmed Shiaar (25692) and Ahmadhulla Mauthoof (33380)
Details:
 Meeting was held on Faculty of Management and Computing classroom B3-21
 Purpose of this meeting was to discuss on which company/ model we will choose in order to do
the strategic plan
 First everyone contributed their ideas and those were taken into consideration.
 The members were asked to bring more ideas for the next meeting.
 This meeting was ended by announcing that next meeting will be held on 18 March 2014
Meeting 2
Date: 18 March 2014 (Tuesday)
Time: 15:30pm-16:30pm
Members present: Mohamed Jabir, Nashifa Abdullah, Shassa Naseer, Ahmed Shiaar and
Ahmadhulla Mauthoof
Details:
 Meeting was held at Faculty of Management and Computing study room
 Purpose of this meeting is to finalize an idea to do our assignment
 We have agreed on Jabir’s idea of making a model on Allied Insurance.
 This meeting was ended by announcing that next meeting will be held on 22nd March 2014

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Meeting 3
Date: 24th March 2014 (Saturday)
Time: 10.30am to 12:00am
Ahmadhulla Mauthoof.
Details:
 Meeting was held on Faculty of Management and Computing library
 Purpose of this meeting was to discuss the questions which will be asked for the interview with
Allied Insurance.
 The members were asked to bring additional questions for the next meeting
 We ended this Meeting by announcing that next meeting will be held on 23rd March 2014
Meeting 4
Date: 23rd March 2014 (Sunday)
Time: 12:30pm-13:30pm
Details:
 Meeting was held on Faculty of Management and Computing Library
 Purpose of this meeting is to finalize the questions which will be asked in the interview
 This meeting was ended by reminding that the interview with Allied Insurance will be held on
tomorrow at 11:00am. Group members were asked to be there before 10 minutes.

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Meeting 5
Date: 24th March 2014 (Monday)
Time: 10:50am-12:30pm
Members present: Mohamed Jabir, Nashifa Abdullah, Shassa Naseer and Ahmed Shiaar.
Members absent: Ahmadhulla Mauthoof (He is working in an office and the interview was held
during office hours)
Details:
 Interview was held on Fen Building 3rd floor
 Purpose of this interview was to get the required information in order to our strategic plan
 We were not able to get enough information due to their company privacy policy
 All the members were informed that there will be a meeting soon and the time of the meeting will
be informed later through SMS.
Meeting 6
Date: 26th March 2014 (Wednesday)
Time: 10.00am to 12.30pm
Details:
 Meeting was held on Faculty of Management and Computing bench
 purpose of this meeting was to finalise on whether we do a strategic plan on allied insurance or not
due to the difficulties on the sector we have chosen and due to lack of information we received
 We ended this meeting on agreeing that it will be discussed with lecturer and after that we will
think of doing the strategic plan on it.
 Group members were asked to think of other companies for which we can do our strategic plan
and contribute their ideas on the following meeting
 Meeting was ended by announcing that the next meeting will be held 29th March 2014.

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50
Meeting 7
Date: 29th March 2014 (Saturday)
Time: 13.30pm to 15.30pm
Details:
 Meeting was held on MNU Business Library study room
 Purpose of this meeting was discuss about other options available for us in order to do the
strategic plan.
 Group leader, Jabir contributed the idea of making a modelled supermarket in the name of
LIVeasy based on the concept of Agora.
 All members supported the idea
 The meeting was ended by finalizing that we will be doing strategic plan for LIVeasy supermarket
 Also it was announced that next meeting will be held on 31st March 2014
Meeting 8
Date: 31st March 2014(Monday)
Time: 16:30pm- 18:15pm
Details:
 Purpose of this meeting is to formulate and finalize the structure of the strategic plan
 We ended the meeting by announcing that next meeting will be held on 02nd April 2014

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Meeting 9
Date: 02nd April 2014 (Wednesday)
Time: 17:45pm-19:00pm
Details:
 Meeting was held on Faculty of Management and Computing second floor
 Purpose of this meeting is to assign the task for group members
 Tasks assigned:
 Jabir: introduction of the company
 Nashifa And Shassa: think about the Mission and vision statement for the company
 Shiaar and Mauthoof: think about slogan and core values for the company
 We ended the meeting by announcing that next meeting will be held on 05th April 2014
Meeting 10
Date: 04th April 2014 (Friday)
Time: 16:00pm- 19:00pm
Details:
 Meeting was held on Shassa, group member’s house
 Purpose of this meeting is to finalize the introduction of the company, mission and vision
statement, slogan and core values for the company.
 we ended the meeting by announcing that next meeting will be held on 06th April 2014

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Meeting 11
Date: 06th
April 2014 (Sunday)
Time: 13:30pm -15:30pm
Members present: Mohamed Jabir, Nashifa Abdullah and Shassa Naseer, Ahmed Shiaar and
Ahmadhulla Mauthoof
Details:
 Purpose of this meeting was to visit the stores in order to analyse the strengths and weaknesses of
the competitors
Meeting 12
Date: 07th
April 2014 (Monday)
Time: 10:00 am -11:45am
Members present: Mohamed Jabir, Nashifa Abdulla and Shassa Naseer, Ahmed Shiaar and
Ahmadhulla Mauthoof
Details:
 Purpose of this meeting was to visit the remaining stores in order to find the strengths and
weaknesses of competitors.
 We ended the meeting by announcing that the time of the next meeting will be informed later
by sending a SMS

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Meeting 13
Date: 09th
April 2014 (Wednesday)
Time: 13.30pm to 16:00pm
Members present: Mohamed Jabir, Nashifa Abdullah, Shassa Naseer and Ahmed Shiaar
Members absent: Ahmadhulla Mauthoof (office working hours)
Details:
 Purpose of this meeting was to compile the competitor analysis
 This meeting was ended by announcing that next meeting will be held on 10th April 2014
Meeting 14
Date: 10th
April 2014 (Thursday)
Time: 14:00- 16:00
Members present: Mohamed Jabir, Nashifa Abdullah, Shassa Naseer, Ahmed Shiaar
Members absent: Ahmadhulla Mauthoof (office working hours)
Details:
 Purpose of this meeting was to assign the task for group members
 Tasks assigned are:
 Jabir: Organizational structure analysis
 Shassa: SWOT analysis
 Nashifa: Industry analysis
 Shiaar: Labour Market
 Mauthoof: PESTEL analysis
 Group members were asked to finish the assigned tasks for the next meeting
 The meeting was ended by announcing that next meeting will be held on 14th April 2014

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Meeting 15
Date: 14th
April 2014 (Monday)
Time: 16:00pm- 18:00pm
Details:
 Purpose of this meeting was to finalize the SWOT analysis, Industry Analysis, PESTEL analysis
and Labour market analysis.
 Also in this meeting we prepared and finalised the survey questionnaire in order to do the
customer analysis.
Meeting 16
Date: 16th
April 2014 (Wednesday)
Time: 13:00pm- 16:00pm
Members present: Mohamed Jabir, Nashifa Abdullah and Shassa Naseer
Members Absent: Ahmed Shiaar and Ahmadhulla Mauthoof (Because of some sickness)
Details:
 Purpose of this meeting was to conduct the survey in order to do customer analysis

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Meeting 17
Date: 17th
Time: 14:30pm to 18:00pm
Members present: Mohamed Jabir, Nashifa Abdullah, Shassa Naseer and Ahmed Shiaar
Members Absent: Ahmadhulla Mauthoof (he was sick)
Details:
 Purpose of this meeting is to compile the customer analysis
 Also task was assigned to Mauthoof as he was absent. The task assigned was to do the value chain
analysis
 This meeting was ended by announcing that next meeting will be held on 19th April 2014
Meeting 18
Date: 19th
April 2014 (Saturday)
Time: 13.00pm to 18.00pm
Details:
 Purpose of this meeting was to identify and finalize the resources that LIVeasy possess and need
to be developed in order to successfully compete in the market.
 Also we have formulated ways how to sustain existing resources and how to develop the needed
resources.

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Meeting 19
Date: 20th
April 2014 (Sunday)
Time: 12:30pm to 17.00pm
Details:
 Purpose of this meeting was to formulate and finalize the strategic direction of LIVeasy
 We ended the meeting by announcing that next meeting will be held on 21st April 2014
Meeting 20
Date: 21st April 2014 (Monday)
Time: 09:30am- 18:00pm
Details:
 Purpose of this meeting was to formulate and finalize the strategic options for LIVeasy
 The meeting was ended by announcing that next meeting will be held on 22nd April 2014

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Meeting 21
Date: 22nd
April 2014 (Tuesday)
Time: 09:00am to 16:00pm
Details:
 Purpose of this meeting was to formulate and finalize the strategic choice for LIVeasy
 We ended the meeting by announcing that next meeting will be held on 23rd April 2014
Meeting 22
Date: 23rd April 2014 (Wednesday)
Time: 09:00 am- 16.00pm
Details:
 Purpose of this meeting was to write up the parts “implementation and control” and “conclusion
and recommendation”.
 Also during this meeting the report had been finalized and given for group members to proof read
the finalized strategic plan.

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Meeting 23
Date: 24th
Time: 09:00am to 18.00pm
Details:
 Purpose of this meeting was to correct any mistakes found out during proof read and finalize the
strategic plan after proof reading together.
 We ended the meeting by submitting the strategic plan
Annex B: Details of the SWOT Analysis
Strengths
Unlike all other supermarkets LIVeasy is very different in service wise. LIVeasy labour force is
professional and trained, after recruitment all it is compulsory to take part in the training before joining
the work officially. This will help the company to provide total customer satisfaction, and employees to
have full knowledge about their working environment.
In addition, the store will have navigation boards to represent the product category at the shelves. Unlike
some dominant supermarkets, this feature will help the customers to find the item easily without wasting
much time. LIVeasy is very concerned about the environmental issues facing in Maldives. Therefore
LIVeasy encourage people to buy cloth bags from the store, and use them for the next visit to the store.
If the customer brings it on his/her next visit, the store offers bag discounts.
The current outlet of LIVeasy is located in Henveyru near ADK which is considered as a very busy area
since there is a hospital including shopping area and a college nearby. For the purpose of convenience
LIVeasy have a basement parking area for the customers who visit the store, this will save the customers
time in finding parking space.

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The store also has an ATM of MIB (Maldives Islamic Bank) at the entrance and ATM of BML (bank of
Maldives) in front of the supermarket. Moreover, LIVeasy have a wide selection of grocery and home
care products in order to provide all the needed products for the customers at same place. LIVeasy
manages using computerized stock management system. This will help to identify the product out of
stock and the most demanding products. Moreover, to make sure that no product is out of stock, the
sales people check the stock daily and update the store managers.
Weaknesses
Since LIVeasy is new to the market, the awareness is low compare to other existing supermarkets. Due
to this, LIVeasy faced difficulties at the beginning in contacting the suppliers and going through legal
procedures. Also this affects the inbound logistics. But LIVeasy will hire employees from different
markets to make sure that the supermarkets gets the best offered deals in the market and to deliver the
finest and fresh products available. Also this will make the inbound logistics more effective and
efficient. Moreover, LIVeasy face difficulties in building relationships with financial intermediaries.
Since LIVeasy business came into existence recently, the public image and the strength of financial base
will be unknown. This will lead difficulties in getting required finance. In addition to that, supplier
relationship will be weak compare to the existing firms.
Unlike the growing supermarket chains in Maldives at the moment, LIVeasy has only one outlet. This
will minimize the reach of customers.
Opportunities
According the survey conducted, the shopping habits of Maldivians are moving from daily shopping to
weekly and monthly shopping. This is an opportunity to LIVeasy. LIVeasy came with the promise of
providing ‘one stop shopping to customers’. This survey also shows that customers prefer to have one
stop shopping which isn’t available in Maldives at the moment. Customers prefer one stop shopping
because of their busy life styles.
Moreover, the statistics shows that Crime rate is increasing in Maldives. Because of this customers
hesitate to go to corner shops since most of them do not have security surveillance unlike supermarkets.
LIVeasy has 24 hours CCTV monitoring including the surrounding area of the shop.

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It’s vital to note that Large proportionate of population is using latest technologies with more than
100,000 mobile Internet users. This shows that the community is aware of latest technology, which
helps in promoting the business via social network and Internet.
Threats
Due to unstable political situations in the past six months, there have been lots of protests and political
activities in different areas of Male’. During the period, people used to block the roads, have parties and
meetings. This created major difficulty for people to travel from one place to another, although the
location of LIVeasy isn’t a spot for this, Majeedhee Magu is major focus for such activities.
Raising inflation is also a very big issue for the economy. It is been increasing rapidly in the past few
years. This reduces the purchasing power of people. Moreover, the unemployment rate has increased in
Maldives, which eventually decreases the purchasing power of customers.
As LIVeasy imports most of its goods, the fluctuation in the exchange rate is also a very big concern for
the business. Even though there is a specific permitted exchange rate, it is very difficult to get the dollar
at that rate which will incur extra expenses to the business.

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Annex C: Questionnaire Form used for Customer Analysis
Survey Questionnaire
This survey is done to explore and study the shopping behaviour of customers and whether
there is potential market for a supermarket which offers one stop shopping. LIVeasy
supermarket will provide customers with an easy and convenient shopping environment.
“Your views and comments are welcomed and it will be used for the purpose of this
study only.”
1. Gender
a. Male
b. Female
2. Age
a. 18 - 25
b. 26 - 33
c. 34 and above
3. Income (MVR)
a. Less than 5,000
b. 5,000 to 10,000
c. 11,000 to 17,000
d. 18,000 and above
4. How many hours do you work in a day?
a. 3 to 5 hours
b. 6 to 8 hours
c. 9 to 11 hours
d. 12 hours or more
5. Number of people at home?
a. 1 to 3
b. 4 to 6
c. 7 to 9
d. 10 or more
6. How much time do you spend on shopping?
a. Less than 0.5 hours
b. 0.5 to 1 hour
c. 1 to 2 hours
d. More than 2 hours

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7. What are the difficulties in shopping?
a. Traffic
b. Lack of time
c. Out of stock
d. Waiting in queues
8. How Frequent do you shop for your groceries?
a. Daily
b. Weekly
c. Monthly
d. Others
9. Which one You prefer most?
a. Corner Shops
b. Supermarkets
10. Do you make shopping list before you shop?
a. yes
b. No
c. Sometimes
11. Do you think it is possible to get all your necessary goods from one store?
a. Yes
b. No
12. Will you use delivery service if it provided by a supermarket?
a. Yes
b. May be in future
c. No
13. Which supermarkets do you usually shop at?
a. Agora
b. Red wave
c. Fantasy
d. All 2
e. Galleon Store
f. Ihusaan Fihaara
g. Evening Mart
h. Shop & Save
i. VB Mart
j. STO
k. Others

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14. Have you heard of these store names?
a. Agora
b. VB mart
c. Red Wave
d. All 2
e. Giant super store
f. Shop & Save
g. Evening Mart
h. Fantasy
i. STO
j. Galleon Store
k. Ihusaan Fihaara
15. What factors you determine before choosing a particular supermarket to shop?
a. Price
b. Location
c. Availability of Products
d. Friendly staff
16. What comes to your mind when you see or hear the name (s)
a. Agora
b. VB mart
c. Red Wave
d. All 2
e. Giant super store
f. Shop & Save
g. Evening Mart
h. Fantasy
i. STO
j. Galleon Store
k. Ihusaan Fihaara
17. In your view which of the shop is?
a. Low priced
b. Quality
c. Friendly staff
d. Enough in-between shelf space
e. Displaying of goods
18. What features you expect to be in an ideal supermarket?
_____________________________________________________________________________
_____________________________________________________________________________
Thank You!

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Annex D: Analysis of the Customer research analysis
Figure 1: Frequency of shopping
Figure 2: Behaviour about making shopping list
9.00%
15.00%
35.00%
41.00%
How frequent you go for shopping?
Daily Weekly Monthly Buy when needed
37.00%
19.00%
44.00%
Do you make shopping list while you go for
shopping?
yes no sometimes

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65
Figure 3: Age
Figure 4: Gender
50.00%
17.00%
33.00%
Age
18-25 26-33 34 and above
47.00%
53.00%
Gender
Male Female

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Figure 5: Income level of the people
Figure 6: Attitude towards supermarkets
40.00%
17.00%
33.00%
10.00%
Income (MVR)
less than 5000 5,000-10,000 11,000-17,000 18,000 and above
17.00%
83.00%
Which one you prefer most?
cornershops supermarkets

2014
67
Figure 7: Preferred supermarkets among the respondents
Figure 8: Perception of the customers about shopping from current dominant supermarkets
83
68
0 0
17
33
17
65
50
2
17
0
10
20
30
40
50
60
70
80
90
Agora Red
wave
Fantasy Galleon
store
Ihusaan
Fihaara
Evening
Mart
Shop &
save
VB mart STO All2 Other
Which supermarkets do you shop usually?
8.00%
92.00%
Do you think it is possible to get all your
necessay goods from one store?
yes no

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Figure 9: Awareness of the existing supermarkets
Figure 10: Number of working hours
100 100 100
33
50
100 100 100 100 100
Agora Redwave Fantasy All2 Galleon
Store
Ihusaan
fihaara
Evening
Mart
Shop &
Save
VB Mart STO
Awareness among the existing supermarket
8.00%
54.55%
31.00%
6.45%
How many hours do you work in a day?
3 to 5 hours 6-8 hours 9-11 hours 12 or more hours

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69
Figure 11: Difficulties face while shopping
Figure 12: Duration spent on shopping
11.24%
40.26%36.20%
12.30%
What are the difficulties in shopping?
Traffic Lack of time Out of stock Waiting in queues
30.00%
26.00%
33.00%
11.00%
How much time do you spend on shopping?
less than 0.5 hours 0.5 to 1 hours 1 to 2 hours more than 2 hours

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Figure 13: Household size
Figure 14: Potential for augmented services such as delivery
18.00%
55.00%
22.00%
5.00%
No.of people at home
1 to 3 4 to 6 7 to 9 10 or more
70.13%
27.00%
2.87%
Will you use delivery service if it provided by
a supermarket?
Yes May be in future No

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Figure 15: Factors considered while choosing a supermarket
No Description Categories No %
1 Gender
Male 33 47
Female 37 53
2 Age
18-25 35 50
26-33 12 17
34 and above 23 33
3 Income
Less than 5000 28 40
5,000 to 10,000 12 17
11,000 to 17,000 23 33
18,000 and above 7 10
4 Hours worked/day
3 to 5 hours 21 30
6 to 8 hours 18 26
9 to 11 hours 23 33
12hours or more 8 11
5 People at home
1 to 3 13 18
4 to 6 38 55
23%
27%
41%
9%
What factors you determine before choosing
a particular supermarket to shop?
Price Location Avalability of products Friendly staff

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72
7 to 9 15 22
10 or more 4 5
6 Time spent on shopping
Less than 0.5 Hours 21 30
0.5 to 1 hour 18 26
1 to 2 hours 23 33
More than 2 hours 8 11
7 Difficulties faced while shopping
Traffic 8 11.24
Lack of time 28 40.26
Out of stock 25 36.2
Waiting in queues 9 12.3
8 Frequency of Shopping
Daily 6 9
Weekly 10 15
Monthly 25 35
Buy when needed 29 41
9 Preferred type of shop
Supermarket 12 17
Corner shop 58 83
10 Make shopping list
Yes 26 37
No 13 19
Sometimes 31 44
11 One stop shopping
Yes 6 8
No 64 92
12 Delivery by supermarkets
Yes 49 70.13
May be in future 19 27
No 2 2.87
13 Supermarkets usually shop
Agora 58 83
Red Wave 48 68
Fantasy 0 0
All 2 1 2
Galleon Store 0 0

2014
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Ihusaan Fihaara 12 17
Evening Mart 23 33
Shop & Save 12 17
VB Mart 46 65
STO 35 50
Others 12 17
14 Awareness
Agora 70 100
Red Wave 70 100
Fantasy 70 100
All 2 23 33
Galleon Store 35 50
Ihusaan Fihaara 70 100
Evening Mart 70 100
Shop & Save 70 100
VB Mart 70 100
STO 70 100
15
Factors which determines the choice of
supermarket
Price 19 27
Location 16 23
Availability of
products
29 41
Friendly staff 6 9

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Annex E: Blue print of LIVeasy after implementing the strategic plan

Strategic plan of LIVeasy

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