Growth Strategy To Be Market Leader In Retail Marketing Essay

Growth Strategy To Be Market Leader In Retail Marketing EssayMydin Mohamed Holdings Bhd is a local business brass in sell indus judge at a lower place the leadership of chief executive, Datuk Ameer Ali Mydin. The business starts its operation since 1957 in retail and wholesale. In the economic environment, Mydin face challenge from different key players much(prenominal) as Giant, Tesco, Carrefour and Econsave. Currently Mydin has 4 hypermarkets and its total stores argon 55 which located at Klang Valley, Terengganu, Kota Bharu, Seremban, Nilai, Johor, Alor Setar, Melaka, Penang, Pahang and Kelantan. To compete, the confederation plans to expand their business and grow organically. Mydin obligate low pricing strategies and stand economically terms goods to its customers. Surely, the elaborateness and proceeds lead influence the business objective. Below is the comparison data of retailers with its procedure of stores in Malaysia.RetailerNumber of storesGiant.40(hypermarke t/superstores)Total Giant stores 100Tesco.35(hypermarket)Carrefour.23(hypermarket)Econsave.38(supermarket hypermarket)Mydin.4 hypermarkets.Total Mydin stores 55Hypermarket list is not exhaustive.Business Times , Saturday, July 31, 2010Therefore I would like to investigate whether Mydins expansions and growth strategy is workable to the business to evolve market sh ar and emerge as market leader.RESEARCH BACKGROUND.This scuttle allow fordt will be based on these following supporting documentsMYDIN EXPECTS 10pc wind IN PROFIT,QA with Datuk Ameer Ali (Mydin)/SKORCAREERMydin to built its biggest hypermart in Kota Baru/Business Times.New logo,motto for purchase Malaysian Campaign/mydin.com.myINTERNAL CENTRE OF LEADERSHIP(ICLIF)-2009/MYDIN CASE STUDY.Microsoft Supports Malaysian Retailers pugnacious Plans to Expend.Malaysia mulls bar-code system for halal, carrefours Business TimesMARKETING.Marketing Planning.As a retail company in Malaysia, Mydin had implement several merchandi sing planning to boost their sales and obtaining bigger market share. Therefore, this commentary will examine the merchandising mix approached by Mydin to successfully market their product and formulate their trade strategy. Therefore, Mydin bath moves towards becoming a market leader.Marketing mixProduct.Mydin has a wide range of product draw such as sustenance line, soft line, hard-line and household items. Due to the wide range of product, Mydin will benefits from larger customer base. This will give positive advantage to Mydin as its customer can obtain all products needed here at lower and cheaper price. As a local player, Mydin provide items that are accompaniment with its customers need. Majority of Malaysian are Moslems. Therefore, Mydin provide local supplication mats, prayer garment for women and traditional product which are rarely found elsewhere. However, Mydin should believe its non-Muslim customers due to the scene of the place where only Muslim shops.Place. Besides, Mydin is currently spending their business into different format namely hypermarkets, emporium, and My grocery store (24 hour dodge stores). As referred to growth of Mydins chain by the year 2009 to 2020, the business forecasted to founder 26 Hypermarket, 60 Convenience Store, 20 Emporium and 5 My Mart1. This investment cost the business a large amount of exchange which is RM 200million for supermarket and 60 million for the building of hypermarket2. The managing director tries to emulate the growth strategies of Kmart by having My Mart although Kmart experience bankruptcy. This expansion can help Mydin, reachable for its customers with different channel of distribution. For example, the choice to build the biggest hypermarket in Malaysia at Kota Baharu3is due to lavishly demand and larger land available. However, Mydin should examine their large expansion as they may be affected by diseconomies of scale.Promotion.In terms of publicityal material Mydin apply me-to -promotion where Mydin follow and respond to their rivals marketing strategies such as purchasing similar advertisement board and article from newspaper4. One of its outlets in Subang Jaya has a digital billboard, controlled digitally from its office. This provides fast response toward its rivals advertisement. Besides, Mydin should consider having other marketing strategies such as advertisement through website or radio receiver to provide detailed information and awareness of their existence.Price.Mydin is well-known for selling its product at wholesale price (40% of its business is wholesale). As compared to its rival, (Giant, Tesco and Carrefour) Mydin is a favorite place for shopping especially in period of economic subdue turn. They move in RM 1.3 billion in 2009 from RM 1.1.in 20085. This proves that as Mydin grow organically, they gain energy in volume, thus can sell cheaper as compared to its rivals. Therefore, the spatial relation is inciting its marketing objective. Positioning.Market positioning is crucial to portray a good incorporated find out and differentiate Mydins product over rivals. The unique selling fleck (USP) of Mydin that makes the business stand out from others is the embracing the concept of Halal (following the dietetical law in Islam)6. As most Malaysian are Muslim and very particular in Halal product, the USP is an added advantage.Mydin popular slogans Where everybody can demoralize7also provide a perception towards the customers that in retail industry, you can buy product cheaper at Mydin. But Mydin need to sustain the image by providing items cheap and not providing cheap items with low qualities. Mydin can behold its brand to be a bargain brands (at high quality but with low price) although its hard to sustain. Therefore, with the growth and expansion strategies, Mydin is moving from Economy brands towards raft brands.8QualityHigh downheartedHighPremium brandsCowboy brandsLowBargain brandsEconomy brandsPriceFigure 1 Perception function showing relationship between price and quality.The slogan is in line with governments social movement, Buy Malaysian9which educates Malaysian to buy local product (Mydin provide local product on its shelves). Mydins outlet at Subang Jaya has been chosen as the place for exhibition attends by Prime Minister to launch the campaign10. Besides, Mydin together with Halal Development Council (HDC) organized Halal training broadcast course for small- and medium-sized entrepreneurs (SMEs)11. The corporate social responsibilities (CSR) done by Mydin enhance its image and will attract customers to choose Mydin instead of others.OPERATION MANAGEMENT.Product Planning.As Mydin grow, the business may affected by overtrading due to armourypiling12. This situation can increase cost and later absorb on the price of product. Hence, Mydin decide on Microsoft Dynamics AX for Retail to applied Just-In-Time stock restrainment13. The software provides information for its suppliers and finality-makers so that the distribution of stocks runs smoothly from stores to sum up chain14. By this, Mydin can be more(prenominal) responsive to its customers, edit out their break-even point, and improve cash flow and the working capital cycle15. Consequently, provide competitive advantage towards its rival.HUMAN RESOURCES.Organizational Structure.Besides, Mydin interfere coordination problem of its managers as the business grow hierarchal taller and wider span of control. Communication across the organisational structure will become time consuming and in indisputable case may be distorted. To overcome this, Mydin decide on Microsoft post SharePoint Server 200716that allows massive information to be provided to all layer of the organization and its suppliers.Motivation.In becoming a market leader, Mydin must have a productive employees to generate larger working capital.16.2% of its workers are foreigners and the remaining are locals17. To create sense of belonging to work and generate teambuilding between workers, the company provides financial and emotional support18. According to Maslows hierarchy of needs, people are motivated more than just money19. Mydin meets the social needs of its worker by conducting birthday parties, cultural dance and inter-branch sports.20CONCLUSION.Mydin has implemented huge expansion and organic growth of its company. They try to gain their market share by becoming more competitive toward its rival. In becoming so, a innovation throughout the organization is done. Based on the marketing planning carried out, Mydin is currently on the right direction towards its corporate objectives. We can notice how Mydin set about strategic marketing mix to successfully market their product. However, there is around areas that should be improved and focus on. In terms of product, Mydin can try to attract non-Muslim customers by having a promotion or creating an image of Mydin as a place for anyone.Besides that Mydin has wid e channel of distribution. However, Mydin should also consider dealing with diseconomies of scales. One of the choices is by introducing measures to remove productive inefficiencies. Mydin might view the effectiveness of each of the business format. The marketing strategies indicate that Mydin can gain higher market share from its competitive advantage in promotion and price.In positioning their product, Mydin had done it well through their USP, slogan and CSR played. They manage to give clear perception of the business to public. Hence, they can gain more customers in the future. In operation management and human resources, Mydin try to modify their management to hinder business runs at loss and to generate efficiencies. Their decision to cooperate with Microsoft Corp. is a right choice to place Mydin at devolve amongst other key players. Also, without neglecting its employees needs and demands.Overall, based on the analysis of marketing planning, operation management and human resource Mydin expansion and growth strategies is viable for the business to be a market leader in retail industry.