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A variety of Business Stock Images

A variety of Business Stock Images

Nowadays, business has truly expanded its horizons in the global arena. So, one can easily think of investing in any of the business activity. But as we look back, 20 years ago people were worried and anxious to invest a huge amount in any business. Since then, lot of things have been changed now, people are much more confident to invest in businesses plentifully. In today’s scenario, business is no longer perceived as the drones that sit across telephone lines, faking accents to get you to pay your dues rather it is termed as management and decision making.

The value of any feature can be improved and enhanced by putting up a suitable image to it. However, it is very tiresome job to find out an image that compliments your article. Mostly, if you are working on any business related topics and themes; you may not able to search the correct kind of pictures. Mainly, a business based magazine wrap all the aspects that connect the day to day activities at workplace. At times, management based problems can also be raised. One major problem that occurs is that it might be a problematic task to find out an exact image that matches the story. Here, the length of the write-up plays an important role. Moreover, you may find a right image, but its size may not be according to the dimension of the write-ups and the space provided.

The inflating growth in businesses is due to the media passion and enthusiasm. Furthermore, the kind that resounds across brands, products and services. Having only a healthy and vigorous distribution system is just not enough, you need advertising, customer care-lines, CRM initiatives, below the line(BTL) activities, you need advertising agencies, Public Relation (PR) agencies, Digital Media agencies for building an image for your brand or product. That is why today, it is the image that attracts consumers to a certain product, brand or service. They need to belong to a certain perception of the good life and the brands they respond to are the ones they feel most emotionally close to. This is why it is crucial to have your visual communication in place as much as your brand communication. The images your agencies choose to pan out your media campaign will go on to become the way your brand or service looks. Therefore, it is always advisable to choose carefully, it is not easy to forget what one has seen and it is easy to forget what one may have read or heard.

This is where the business stock images come into the picture. They are ready to use images, customized to the finest details and available for purchase round the clock. Moreover, it proves be helpful in finding the accurate images for the write-ups at a nominal price. Generally, the images on this gallery are divided into categories and sub-categories wherein the writers can easily look for the suitable ones. Lastly, you need to purchase your selected business stock images. Largely, these online websites are user friendly so, you can simply shop for the varieties of business images. You do not require worrying about the royalty of images as you can easily gain a stock of royalty-free images on these websites.

So, if you have something to tell the world, you don’t just have to say it, you can say with an appropriate image to create a lasting impression.

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Tesco Stores Malaysia – Service Marketing Mix

Tesco Stores Malaysia – Service Marketing Mix

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Tesco Stores Malaysia Sdn. Bhd.

SHAIKH MOHAMMED FAISAL, Matrix 012010110114

MSU Graduate School of Management, March 2011

Introduction

Tesco History

Tesco originated in 1919 when Sir Jack Cohen used his gratuity from his Army service in the First World War to sell groceries from a market stall in the East End of London. By the late 1920s, Tesco (or TES from TE Stockell, a tea supplier that he used, and CO from Cohen) was selling from open-fronted shops in London high streets, the first store being at Burnt Oak, Edgware. Cohen’s motto was “Pile it high, sell it cheap,” referring to the idea that customers wanted inexpensive products at convenient locations and that volume would drive profitability. Sir Jack Cohen concentrated on growing the business, vigorously pursuing expansion. Tesco Stores (Holdings) Ltd was floated on the London Stock Exchange with a share price of 25 pence. Until the 1970’s, Tesco operated on the ‘pile it high, sell it cheap’ formula Cohen had imported from the USA. However, the market was changing, leaving the company with slim margins and a serious image problem. Under the leadership of Ian MacLaurin, who succeeded Jack Cohen in 1973, Tesco decided to try something dramatic and different which to become an ‘inspirational mass retailer’. Tesco decided to modernize itself, closing 500 unprofitable stores, and extensively upgrading and enlarging others. At this time, Tesco prioritized the development of large out-of-town stores where parking was convenient, the selection of goods broad, and where a higher volume of business could be generated at increased margins while reducing overheads.

Tesco Stores Malaysia Sdn. Bhd.

Tesco Stores (Malaysia) Sdn. Bhd. was incepted on 29 November 2001, as a strategic alliance between Tesco Plc UK and local conglomerate, Sime Darby Berhad of which the latter holds 30% of the total shares. Tesco opened its first store in Malaysia in February 2002 with the opening of its first hypermarket in Puchong, Selangor. Tesco Malaysia currently operates 33 Tesco and Tesco Extra stores. In 2004, Tesco Malaysia launched its own house brand, Tesco Choice. In December 2006, Tesco also acquired Makro Cash & Carry in Malaysia, a local wholesaler which was rebranded to Tesco Extra and provides products for small local retailers. In 2007, Tesco launched ‘Club Card’. This acts a way to say thank you to customers by giving back their money to them. Club card has received an overwhelming response from customers with nearly 2 million household members signed up to date. As of January 2009, Tesco have rewarded nearly RM10 million worth of Club card Cash Vouchers to the customers. Later in year 2008, Tesco introduce Green Club card and Green bags making Tesco Malaysia to be the first Tesco International business to introduce the Green Club card scheme. As part of its global commitment, Tesco Malaysia is market leading on tackling climate change in techniques of energy saving, launching Green Club card Points to incentivize customers shopping with their own bags, introduce degradable carrier bags, promote positive behavior among staff though Energy League competition intra stores and a recycling centre to facilitate customers to do their part for the environment. Apart from that, Tesco has launched new promotion campaign to the consumers, 50 basic needs guaranteed not beaten on price. 2009 has embarked Tesco as the number 1 Hypermarket in Malaysia.

Strengths

Own brand value

Tesco has a strong own brand value which is becoming known throughout Malaysia due to existing expansion program.

Competitive Pricing Strategy

The targeted price cuts enabled Tesco to attract more shoppers from competitors and capture the volume that supported the lower prices. Tesco has extended its low price positioning in core groceries across non-foods lines to undercut competition which actually Tesco selling with low price but provide high volume.

Customer loyalty/relationship

Tesco gained customer loyalty or relationship by launching Club Card scheme. Customers like the Club card program mainly due to the personalized treatment they receive and the relevance of rewards.

Acquisition of Makro

Tesco acquire Makro and convert it to Tesco Extra. What Tesco does is they operate it similar to Makro, but more flexible. For example, Makro do not allow customer to buy in small quantity, but Tesco Extra allow but charge higher than those buy in bulk. By doing so, Tesco could earn profit from those SME as well, besides individual customers or family type customers.

Strong hypermarket format

The expansion of new stores by adding space to existing locations has contributed to the growth of Tesco supermarket. Besides that, Tesco runs two type of hypermarkets format which Tesco Hypermarket and Tesco Extra Hypermarket.

Weaknesses

Dependable of UK business

Since Tesco Stores Malaysia is one of Tesco PLC UK market in Asia, all the business decision has to follow UK. This could be the weaknesses for Tesco Malaysia to expand their business widely. Since Tesco is foreign brand hypermarket in Malaysia, Tesco PLC has to adapt to local business. Although international business is still growing, and is expected to contribute greater amounts to Tesco’s profits over the next few years, Tesco Stores Malaysia is still highly dependent on the UK market (73.8% of 2003 revenues). Any changes in the UK supermarket industry over the next year for example, will somehow affect the Asia market such as Malaysia.

Burden of higher advertisement cost

Since Tesco Stores Malaysia is launching Everyday Low Price campaign, all the cost including papers, printing, people and distribution and marketing promotion has to be borne by Tesco.

High turnover rate of employees

Tesco experienced high turnover rate with their employees especially in the operation department. Many of their employees resign after only working one or two months in their supermarket, which is not good for them as they will need to find and employ new employees. The cost of training and development for new staff will burden Tesco.

Company’s Core Business

The UK is the biggest market and the core of TESCO business. The aim is to provide all of the customers with excellent value and choice. It has been innovative and energetic in finding ways to expand, such as making a large-scale move into the convenience-store sector, which the major supermarket chains have traditionally shunned. Tesco has 702 stores and is the largest food retailer in the United Kingdom. Tesco continue to increase market share through their policy of cheaper prices, offering better value and providing more choice and convenience for customers. Market share of the UK has grown steadily since the early nineties as a result of our customer focused strategy.

Company’s Supplementary Business

Non-food business

The aim is to be as strong in non-food as in food. This means offering the same great quality, range, price and service for our customers as in the food business. Many supermarket chains have attempted to diversify into other areas, but Tesco has been exceptionally successful. By late 2004 it was widely regarded as a major competitive threat to traditional high street chains in many sectors, from clothing to consumer electronics to health and beauty to media products. Tesco sells an expanding range of own-brand non-food products, including non-food Value and Finest ranges. It also has done quite well in non-food sales in Malaysia.

Community

Making Corporate Responsibility integral to our business is essential in applying our values as a responsible business. We believe it is also an opportunity for growth. Tesco Malaysia is committed to stay close to the heart of the communities Tesco Malaysia is part of. We responded and worked with many local communities including NGOs such as the National Cancer Council (MAKNA) to raise RM450, 000 through fundraising and Walk for Life series to raise cancer awareness. Tesco has also raised funds for the Malaysian Nature Society through the sales of its designer green bag and carrier bag sales and Walk for Schools donation to local primary schools. Tesco Malaysia’s Charity partner of the Year 2010 is Nur Salam, and we aim to help improve the quality of life for these children through customer and staff fundraising activities at all its stores nationwide.

Personal Finance

Tesco has followed its customers into the growing world of retailing services, aiming to bring simplicity and value to complex markets. Tesco Stores (Malaysia) Sdn Bhd is making it easier for customers at 22 of its stores nationwide to do hassle-free banking within 10 minutes through Easy by RHB at Tesco stores, collaboration with the RHB Banking Group. Following the successful launch of its first two financial products in January 2009, the co-brand Tesco-RHB Credit and Debit Cards, there are now five new, instant banking products being offered to existing and new customers expanding the range of products that customers can access quickly and conveniently while shopping at Tesco. Whether it’s opening a savings account, applying for a credit or debit card, buying life and personal accident insurance, arranging Amanah Saham Bumiputera financing or applying for personal loans up to RM50, 000, everything is quick and convenient at Tesco. Background checks and approvals are completed on the spot at conveniently located kiosks in Tesco stores. This signifies another important milestone for Tesco in expanding its financial services in Malaysia. This is Tesco’s way of showing that TESCO are looking into the needs of their customers by bringing them a more convenient way to get financial services and this new concept of banking allows our customers to get banking services during weekends and after office hours. They will consider any move to make shopping at Tesco an enjoyable and beneficial experience for our customers. Customers are of utmost importance and Tesco want to be able to give them as much benefit as they can. This may include entering into collaborations with other companies so that Tesco can offer the best in the market for their customers. It is a matter of keeping the interests of customers at heart. Easy by RHB @ Tesco is a revolutionary banking concept that offers simple, fast and convenient banking. Customers just need to bring their MyKad for on-the-spot approval and instant cash or loans up to RM50, 000, all without the need to fill-up any forms as details are captured electronically and a unique biometric verification system is used. This concept of being the first and only hypermarket in Malaysia to provide banking to their customers is exclusive to Tesco. The Easy by RHB @ Tesco kiosks are now available at 22 of Tesco’s 33 stores nationwide daily, open from 10am to 10pm. The RHB Banking Group is appreciative to Tesco in bringing Easy into their stores, and concern that this step will further strengthen our partnership and cooperation. There are 33 existing Easy outlets in operation, 26 standalone, 5 Easy by RHB @ Pos Malaysia, and 2 kiosks at LRT stations and now with Tesco as the distribution channel, which will make the total number of Easy by RHB outlets 55 hope to reach out to more customers and give them value-add services that they do not get from other financial providers. In addition to that, this easy banking concept, touted to be the first-of-its-kind, also empowers the people to take control of their finances in a simple, convenient and affordable manner.

Tesco’s Service Marketing Mix

Product Element

Tesco aim to:

– build strong relationships with our suppliers

– get the best value for our customers

– give our customers confidence that we maintain good standards throughout our supply chain

At Tesco their aim is to buy and sell products responsibly – so that customers know that everything they buy is produced under decent conditions, and everyone involved is treated fairly. They believe firmly in the benefits of trade. For customers, they use trading to put products within the reach of ordinary people, and ensure economic growth. For suppliers, they have a wide influence on the way they treat their workforce.

They want the right values in supply chain, good animal welfare, and decent prices and conditions for suppliers. At the same time, they also need to provide good value products to customers, many of whom are currently struggling to make ends meet.

Place & Time Element

Tesco Malaysia operates 36 stores and in two formats following the acquisition of the Makro Cash and Carry business in Malaysia in December 2006. Tesco Stores Malaysia Sdn Bhd has been separated into 2 formats which are Tesco Hypermarket and Tesco Extra Hypermarket.

Tesco Hypermarkets

The hypermarket format offers customers a complete one stop shopping for their needs from fresh food to groceries, from household needs to apparel. It carries more than 60,000 lines of products including nearly 3,000 own brand of products ranging from food to non-food items.

Tesco Extra Hypermarkets

The Tesco Extra format serves the needs of small businesses, families and individuals all under one roof by providing a comprehensive range of products and services focused for small businesses including bigger pack sizes, special trolleys and checkouts as well as a dedicated business development team to support small business owners with their orders. Tesco Extra, the newest business format in Malaysia opens its first store on 30th April in Seremban, with the conversion and refurbishment of what was once Makro Cash & Carry Seremban. Now, 7 other Extra stores are in operation. There are 3 Extra stores located in Klang Valley which is Extra Cheras, Extra Shah Alam and Extra Selayang. The remaining Extra Stores are located in Ipoh, Plentong Johor Bharu and Extra Sungai Dua in Penang. The new concept store will combine the best practices of both Tesco and Makro businesses. The Tesco Extra store will also cater to all the needs of individual customers and families through its services and extra range of food and non-food products as well as the unbeatable prices that have become the hallmark of Tesco in Malaysia. Tesco Extra also has enhanced facilities in the store including disabled parking and toilets, parent and baby parking, all credit cards accepted, customer loading facilities, and different types of trolleys and checkouts to cater to the varying segment of customers.

Promotion & Education Element

In order to attract customer, Tesco stress daily and weekly promotions. They use various methods like, Marketing Communication Tools which includes print pamphlets, retails advertising and internet promotions. Huge billboards attract crowds, free parking are some of the lures used by Tesco seems to work in their favor. Tesco is very good at using design across their own label, especially strategically. Tesco is often used as one of the best examples of own brand label in the retail industry. Majority of consumers buy the basic Tesco brand as it is cheap and good value for money. The use of Tesco logo is consistent in each of the products design. Brand values of Tesco are successfully throughout Tesco own brand ranges demonstrated through experience and way finding system. Tesco uses design to give something back to customers for shopping at Tesco. As competition is so intense retailers such as Tesco use design to differentiate from the competitors.

Price & Other Outlays Element

An Every Day Low Pricing (EDLP) strategy of Tesco is more popular with shoppers than one driven purely by promotions, according to a recent survey in the UK. But a combination of the two is the best means of keeping shoppers happy. Pricing was a key strategy and selling point for Tesco. Low prices were adopted to maximize sales. Tesco’s value-added products at low prices attracted many customers. After the launch of ‘unbeatable value’ campaign in 1996, Tesco went in for massive price reductions. The company adopted the strategy of ‘Everyday Low Pricing’ (EDLP), while continuing its other promotional activities. The EDLP program aimed to regularize low prices for Tesco customers. Low prices were not merely a strategy used for the occasional sale, but on a regular, daily basis. Adopting the EDLP strategy demonstrated Tesco’s commitment to its customers, putting customer interests first.

Physical Environment Element

Tesco ensures that the moment the customer enters their stores; they should have a personal experience which amounts to proper lighting, proper sign boards, and neat employees who are educated about the products they sell, clear prices marked on the product. Special attention is given to cleanliness of both the employees as well as the stores. Special emphasis is given on training the staff whereby staffs are evaluated and rewarded according to their performance.

Process Element

Some of the key indicators that shows how strong their operation process is determined by the following,

– We try to get it right first time

– We deliver consistently everyday

– We make our jobs easier to do

– We know how vital our jobs are

– We always save time and money

People Element

The company’s Values are ‘No-one tries harder for customers’ and ‘We treat people how we like to be treated’. These values are interlinked and underpin everything employees do at Tesco. It understands that by managing our people well – in a culture of trust and respect – they will in turn try their hardest for customers.

By offering competitive pay and benefits and an opportunity to develop a long-term varied career with good training, they are able to keep employees motivated, committed and excited about working at Tesco.

They believe that people are the most important asset and it is essential that they feel rewarded for the work they do and supported in their development. They offer good pay across all our businesses, as well as benefits in each market that reflect employees’ priorities.

As a leading global company, Tesco aims to offer the very best training and development for all its employees. The Tesco Academy helps provide an opportunity to get on for all our people. It develops thousands of world-class leaders through excellent training in leadership, management and technical skills.

Productivity and Quality Element

Tesco believes that having strong, well trained professionals, better pay, strong process and good leverage on negotiation with supply chain, great products can deliver efficiency and quality through which ultimately the customer will benefit.

Improvement Needed

The company should start thinking towards online presence, as more people are becoming net savvy. They should build up a strong virtual warehouse where people can buy non perishable goods which can be shipped directly to the customers. This will reduce Tesco’s footprint, both from assess as well as environment point of view. Reducing the warehouse footprint due to virtual stores can derive monetary benefits to the company.

Comparison Study with Competitors

In this retail industry there is stiff competition between hypermarkets. Name such as Giant, Carrefour and Jusco are the biggest rival for Tesco Stores Malaysia to compete in the industry. This report will explain further regarding the Tesco Stores Malaysia rival.

Giant Hypermarket
In Malaysia, the name Giant has become synonymous with everyday low prices, big variety and great value. This has been underscored by few surveys conduct in Malaysia, which showed that Giant was perceived as the cheapest place, in Malaysia, to shop for everyday groceries beside Tesco. Giant holds second biggest share market in retail industry in Malaysia for the year of 2010 after Tesco.

Jusco

In order to be successful, it is vital for a shopping centre to have the right environment and tenant mix. Only then will customers be willing to spend endless hours here in pursuit of activities that entertain and help them to relax. Jusco provide laid back environment in their shopping complex. Customer feels free to shop not just that, they can also spend time with their family eating at the food court provided by Jusco. Jusco holds 22% of market shares and the third biggest after Tesco and Giant for the year of 2010.

Carrefour Malaysia

Carrefour’s success is based on the talent and motivation of its staff. To increase efficiency and competitiveness, and in order to improve as a retailer, the Carrefour Malaysia is about to transform themselves and redesign its organization, enhance synergies between sales and purchasing, and create new relationships between head offices, countries and stores. Carrefour still sustains in the market in Malaysia and has 15% of market share in retail industry for the year of 2010.

Conclusion
The success of the Tesco Stores Malaysia shows how far the branding and effective service delivery can come in moving beyond splashing one’s logo on a billboard. It had fostered powerful identities by making their retailing concept into a virus and spending it out into the culture via a variety of channels which are cultural sponsorship, political controversy, consumer experience and brand extensions.

In a rapidly changing business environment with a high competitors pressure Tesco have to adopt new expansion strategies or diversified the existing in order to sustain its leading market position in an already established retailing market. The company must constantly adapt to the fast changing circumstances. Strategy formulation should therefore be regarded as a process of continuous learning, which includes learning about the goals, the effect of possible actions towards these goals and how to implement and execute these actions. The quality of a formulated strategy and the speed of its implementation will therefore directly depend on the quality of Tesco’s cognitive and behavioral learning processes.

In large organizations as Tesco strategy should be analyzed and implemented at various levels within the hierarchy. These different levels of strategy should be related and mutually supporting. Tesco’s strategy at a corporate level defines the businesses in which Tesco will compete, in a way that focuses resources to convert distinctive competence into competitive advantage.

References

http://www.tesco.com.my

http://www.tesco.com.

Johnson, G., Scholes, K., Whittington, R., (2005) Exploring Corporate Strategy Text and Cases, 7th Edition, FT Prentice Hall

M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, 1985

Jeannet, J., Hennessey, D.H, Global Marketing Strategies, 6th Edition, Houghton Mifflin

Video Source: Youtube

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Brand Your Interior Design

Brand Your Interior Design

Retail design is hugely important. Whatever it is you want to sell or promote, having the right coherency to the layout of your shop will mean that customers will find the items they need without becoming frustrated. The right ambience will lend itself to a comfortable place to browse, try on and purchase goods, and the right colours will invoke feelings of relaxation and put customers in the right frame of mind to want to splash out on themselves.

They will make use of point of sale display systems to prompt people to be drawn towards specific items that will either be extremely appealing to a mass audience or have a particularly good profit margin, and they will have lighting that makes items clear and accessible without feeling cold or clinical.

However, a point of sale display can only do so much. To have people want to visit your store again and again they need to be able to identify with the brand. Therefore, the very best retail design will also successfully incorporate brand.

One great example of this is fashion retailer Apricot who have a very distinctive ‘O’ in their logo. On the ceiling in their White City store is a gigantic ‘O’ that they have incorporated into the store’s design. It is functional (housing a great source of light) but also extremely eye-catching and is instantly memorable. Utilising such features in the design of a store is great at helping people form positive associations. Seeing such an impactful design when buying good clothes, customers will then be drawn back to the shop simply by the logo design, even if only subconsciously.

So, whatever type of look you want for your space, make sure that you consider branding it in a subtle way that has maximum impact. Doing so will help build brand recognition immensely.

The Article is written by www.barberdesign.co.uk providing Retail Design and Retail Designers Services.Visit http://www.barberdesign.co.uk for more information on www.barberdesign.co.uk Products & Services___________________________Copyright information This article is free for reproduction but must be reproduced in its entirety, including live links & this copyright statement must be included. Visit www.barberdesign.co.uk for more services!

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Helping Colorama Retail Network Unify Under One Retail Software Platform

Helping Colorama Retail Network Unify Under One Retail Software Platform

About Colorama

Colorama was founded in 2007 as the result of a confederationof three independent retail chains in Scandinavia: Spektrum (Sweden) and Färgtema (Sweden). With 175 retail outlets in Sweden, and a purchasing alliance in Norway and Finland, Colorama is the largest independent retail chain for paint in Northern Europe.

Each store in the Colorama network is owned by the individual store owner. Each owner maintains individual responsibility over marketing and sales,andenjoys democratic influence over the central governance of the retail chain.

In addition to paint and accessories, the Colorama assortment also includes wall paper, flooring and ceramic tiles.

In Sweden alone, the chain is approaching annual sales of 2.5billion SEK (455 Million USD) and operates with the vision to be Scandinavians leading retail chain of paint.

Unified under a one-brand umbrella, Colorama believes in a disciplined approach to branding, where brand consistency is critical to success, including the implementation of central campaigns, cross network use of manuals, training and ability to distribute content seamlessly across operations.

Business Challenge

As Colorama was established over five years ago, the Scandinavian retail chainbegan moving assertively to leverage its size to achieve cost savings through increased buying power, and focusing its marketing efforts to establish Colorama as a national brand with top of mind consumer awareness.

Said a company spokesperson at the inception of Colorama in 2007: “This is a step towards the goal: one single Scandinavian chain. The size is the only thing that matters to the suppliers”

While buying power is one of the immediate and apparent benefits when forming an alliance, there are many other roadblocks to overcome.

For example, a centrally owned company has a board with ultimate voting power and ability to enforce centrally coordinated program. But a network built up from individual stores, with brand legacies and systems of their own, compliance and cooperation can only be achieved by reaching consensus and agreement.

And growing from a multi-branded retail environment to a centrally coordinated mono-brand retail chain doesn’t come without its fair share of headaches.

Immediately at its inception, Colorama put a strong focus on creating an aggressive central branding platform, which included campaigns that included TV, Radio, Media and events.

As many owners of retailchains will testify, brand consistency and compliance can only be achieved if communication from the top is crystal clear and the right tools are in place. Without the right tools and processes in place, retail chains struggle to overcome these challenges, and grow effectively.

To further complicate the realization of its goals to build a national brand rapidly, the network of chains now operating as Colorama, operated on more than five different store software platforms.

So with over 1,000 employees, Colorama acknowledged that communicating effectively,and under one synchronizing platform, would be critical to its success.

The company decided to laser focus on implementingits mono brand platform, unifying its retail network with a highly integrated and flexible work platform that enabled communication, collaboration and content to be shared with speed and efficiency. By doing so, the company believed it would be better equipped to manage its brand.

According to Anders Lundblad, Marketing Director at Colorama, “Managing a large retail network with individual store owners requires a great need for communicating clearly and effectively. We have a responsibility to provide the members with the toolsthey require to succeed, while at the same time establishing a framework which is easy to follow and implement. In a nutshell, you need an intelligent software platform that facilitates day-to-day communications that is also able to guide and educate your organization about your brand concept in a manner that is approachable for all stores in real time.”

As a first step to laser focus on brand compliance, the executive leadership team at Colorama decided to implement a group-wide approach that would help: Bring together retailcommunications into one single platform Store, share, and maintain manuals, documents, and marketing materials in a one-stop platform Facilitate the design and execution of customer loyalty programs and marketing promotions while respecting the Colorama brand guidelines and standards

This approach would set it apart from the competition and provide what Chainformation terms “distinctive capability,” a retail chain’s unique formula for business success aimed at securing brand compliance while outperforming the competition.

For help in realizing an Intranet-based communication platform, Colorama wanted to team with a partner that would bring not only expertise in technical environments and system integration, but also bringing a deep understanding of the retail industry.

Chainformation was the logical choice. Over the past twelve years, Chainformation has provided retail- and franchise-software for some of Scandinavia’s largest franchise- and retail-chains, including industry leaders such as IC Company, Iduna andIKEA.

How we helped

In partnering with Chainformation, Coloramawere able to leverage a retail specific solution based on proven technologies.

The move gave Colorama instant access to a high powered Intranet that would function as the retail chain’s delivery vehicle for know-how, business data and content for the daily operations including: Faster, role-based communication Brand and Identity Guidelines Marketing Design Templates and Execution tools Daily Sales Reporting

While CCM is ready to be used out of the box and can be implemented in just 2-4 weeks, Colorama worked with Chainformation’steam of development expertsto realize a number of features to be used across the retail network including: Customer Loyalty Program Management and Mailing Features Access to preferred vendors and procurement processes E-mail and Text Message Marketing tool to drive customer traffic Access to purchasing agreements, discounts and vendors

“Having partnered with Chainformation since our inception, we have continuously worked with their team of experts to align the CCM platform with our business objectives and creating useful tools for the members of our retail network. For instance, we can use CCM to communicate withany, or all of our members of our loyalty program. We can send out mass mailings or test messages with special in store promotions,” says Anders Lundblad.

Another popular component of the CCM platform is the Colorama College – an individual module that offers e-learning directly to the store staff, regardless of their location.

This means that any employee with access to the Colorama network can access training programs, such as the “new recruitment training” or product specific training programs. As students go through various stages of interactive training programs, they then take tests online.

Some of the information shared via CCM is either confidential or business sensitive. But the retail software is completely role-based so that users will only see what they need to see. For instance, CCM captures critical sales information which is made available only to the central finance department.

More than just a gatekeeper of confidential information, CCM also helps streamline communication so that employees are not over-informed.

Perhaps one of the most useful features included with the retail software platform, is the Web Content Management Plug-in. This plug-in providesColorama with the ability to publish and manage content on local store website.

With pre-approved web-page templates and role-based user rights, Colorama can rely on the plug-in to published content according to pre-approved brand standards, and that websites will look the same in every location and geography.

How the implementation was done

In rolling out CCM in the Colorama network, Chainformation was committed to designing, testing and implementing CCM with minimal disruptions to existing daily business.

Chainformation deployed a team of professionals who were involved in all aspects of project delivery, beginning with analysing Colorama key processes, and business drivers. Through a series of requirements-gathering workshops and functional design sessions, Chainformation were able to frame a customer unique solution that supported Colorama in each of its focus areas, including guest management, brand management and staff education.

Once the functional design was in place, the team worked quickly to complete the CCM-platform customized for Colorama, including technical design, development and testing and system integration.

The primary solution components included:

The roll-out of CCM, a state of the art retail software and single point of entry and for the Colorama network.

This customized approach of an out-of-the-box solution was designed to meet all the system-, knowledge delivery- and communication-needs of the Colorama network.

The solution equips the members of the franchise network with a tool that makes daily operations easier and more transparent, while at the same time providing head office with a tool that helps secure brand compliance, improve communication flow and deplete operational deficiencies: A user friendly-interface for speedy publication of news and updates Real-time access to manuals, Brand Guidelines, and Identity Standards A media asset manager that contains brand-compliant visual elements such as images, logos and document templates. A design tool that enables the design of local promotions and e-mail campaigns A management tool for the Colorama loyalty club program A SMS Text Message Marketing Tool for executing campaigns that drive customer traffic Customer feedback functionality

High performance Delivered

With CCM by Chainformation, Colorama has transformed from a disparate network of stores to a leading Scandinavian retail star equipped with best practice work processes.

Says Anders Hall, Sales & Marketing Manager at Chainformation: “In 2007, Colorama was operating on five individual store software systems which made it incredibly difficult to capture relevant information on sales, and communicating effectively across the stores. By implementing CCM by Chainformation, we have been able to synchronize and funnel information from all legacy systems, while providing one single platform for store staff to use in day-to-day retail operations.”

Every Colorama location now has one single point of entry from which it can access manuals and marketing modules, communicate and cross-collaborate, while also receiving important updates and news from Colorama’shead office

As campaigns and marketing materials are made available in real-time, CCM also enables Colorama to see if individual staff member have missed to take part of important documents or content. The system even keeps track if anything has been printed out.

“The success of any retail chain begins with people and communications. With CCM by Chainformation, we have equipped our organization with a state of the art tool which allows us to maximize and fully leverage the potential of the Colorama network, from purchasing information to brand building. As we laser focus on building Scandinavia’s leading retail chain in our segment, we can implement large scale changes and keep our network informed in seconds,” explains Anders Lundblad.

In hindsight, the strategy has worked well for Colorama. They have carved out a clear leadership role in a short time and continue to expand. According to a recent internal report, Colorama has become one Sweden’s most recognized consumer brands, with a brand awareness of 25 per cent (closest competitor at 9%), and top of mind brand awareness for TV commercials.

According to Anders Hall, Sales and Marketing Manager at Chainformation, “Partnering with Colorama, we were able funnel the wealth of information flowing through fivelegacy computer systems in play across the Colorama network, while also providing a communication platform where Colorama could communicate and share business critical information. This is a great example of how Chainformation is able to rapidly deploya unifying approach and help deliver business critical knowledge when large chains and alliances are born.”

http://retail.ezinemark.com/helping-colorama-retail-network-unify-under-one-retail-software-platform-7d382fc21c1f.html