Team 11 Wonders

Part A
Presentation Sequence

Introduction - Boulevard Hypermarket

Micro environment

Macro environment

Value to target customer

Recommendations & Conclusion

Boulevard Hypermarket
Introduction

● Boulevard Hypermarket and Departmental Store Sdn Bhd is a subsidiary company of the

Shin Yang Group of Companies which located in Miri, Sarawak.

● It was established on December 2000 which was one of the biggest retail outlets in Miri

● It had expanded into 2 outlets in Miri on 2005, 1 outlet in Kuching Sarawak 2007, 1 outlet

in Kota Kinabalu Sabah on 2018 and 1 outlet at Bintulu Sarawak 2020.

Macro & Micro Environment SWOT Analysis

Internal Strength Weakness

(S) (W)
(Micro)
External Opportunity Threat
(Macro) (O) (T)
Macro & Micro Environment Summary

Macro
Political Economic
Micro
Entrants Supplier
Internal

S W
OExternalT
Legal Social

Substitutes Buyer

Competitor

Environmental Technological
Micro Environment
Micro Environment Porter’s 5 Force Analysis

Threat of
new
entrants

Rivalry
among Threat of
existing substitutes
competitors
Porter ‘s
5 force

Bargaining Bargaining
power of power of
buyer supplier
Microenvironment - Threat of New Entrants
Microenvironment - Threat of New Entrants
Microenvironment - Bargaining Power of Buyer & Supplier

Rising Significant
280 active Forward
Supply switching
suppliers integration
costs costs

Bargaining Power of Suppliers is high

Shortage manufacturing
Financial Distribution
supply and logistic
problems problems
problems problems
Microenvironment - Bargaining Power of Buyer & Supplier

Bargaining Power of Buyers is strong-

·
Better
customer
service
Type of customer
- walk-in customer
Higher Product
- online customer
quality different
product iation
Lower
prices

Type of market -
consumer markets, - Few
reseller markets, - substitutes
Switching
business markets - product
costs are
government markets are
low
available
Microenvironment - Threat of Substitutes
Microenvironment - Threat of Substitutes
Macro Environment
Macro Environment – PESTEL analysis

Political (P)

Legal (L) Economic (E’)

PESTEL

Environment Socio-culture
(E’) (S)

Technological
(T)
Macroenvironment - Political & Legal
Legal Factors
Political Factors
Macroenvironment - Economic & Social
Population and estimation income

● Estimated 300,000 population in Miri.

● Income averagely RM7235 household income.

Iban
Malay 43.49%
18.30%

Race Break Down

In Miri

Other Chinese
Bumiputeras 26.90%
10.90%
Indian
0.41%
Macroenvironment - Economic & Social

Bruneian Miri Citizen

RM 478/Person Miri Shopping 46.90% from total

Spending income. Spend on:
90.10% for Shopping Power Essentials, clothing
and shoes.
Macroenvironment - Economic & Social
Wood base Plantation
industries. (Oil palm) Shipbuilding
E.g. plywood,
MDF, housing
product.

Miri
Oil & Gas major economy
contributor

Education Tourism

Construction
Macroenvironment - Economic & Social
Current economic drive: Oil palm industries (MPOB DAILY MALAYSIA PRICES OF CRUDE PALM OIL) (RM/TONNE)
Harga Harian Minyak Sawit Mentah - Malaysia (RM/Tan) 2021
Month Average price RM/Tonne

Jan 3748.50

Feb 3895.50

Mar 4041.50

Apr 4220.00

May 4572.20

Jun 3830.50

Jul 4128.50

Aug 4555.00

Sep 4556.00

Oct 5051.00
Macroenvironment - Economic & Social

Sarawak government initiative BKSS 7.0 for SMEs for economy stimulation
package

BKSS 7.0 SMEs Job Retention

RM10,000

Maintain local economics

Macroenvironment - Economic & Social
Stimulation Economy In Miri

E.P.F
I-Sinar

B.P.R Miri Economy B.K.S.S

bantuan perihatin Stimulation bantuan khas
rakyat Package sayangku sarawak

E.P.F
I-Citra
Macroenvironment - Economic & Social
Religious and Belief

Christian Islam

Religions
And Hinduism
Buddhist belief

Taiosm Sikhism
Macroenvironment - Economic & Social

Bahasa Malaysia

Chinese English

Major Languages

Chinese
Dialect Bahasa Iban

Local Ethnic
Language
Macroenvironment - Economic & Social
Curtin Fajar International
University College
Australia
Educational
Institution

Ibs College Riam Tech Institute

● Provide job opportunity.

● Foreign exchange boost economy.
● Reduce local poverty rate
● Increasing buying power
Macroenvironment - Economic & Social

Chinese New Hari Raya

Year Aidilfitri

Major Festive
Celebration

Christmas Day
Hari Gawai
Dayak

● Economic stimulus.
● Buying power increases.
● Induce tourism activities due to cultural
activities.
Macroenvironment - Economic & Social
● Annual cultural and religious activities:

May Fest, Christmas Parade, Maulidul Rasul Parade and etc.

● Part of tourism mechanism in entice, attract and promote Miri as “Miri Resort City”

Niah Cave
Grand Old Lady
Lambir
National Park Miri Resort City
Borneo Tropical
Tusan Beach Rainforest Resort

● Cultural exchange attract foreigners.

● Increases local economics activities.
● It generate employments
● Increases buying power.
Macroenvironment - Technological

Mastercard Impact
Study 2020 -
Malaysia leads
SEA usage at 40%
Promoting - Need to diversify
Malaysia Budget into digital
use of E-
2021 - RM100 marketing/
wallet
credit to youth virtual store

Safety factor - Possible sales

boost due to
Aim at ease of shopping
least 90%
Sarawak areas have
Government Effort high speed
internet
Macroenvironment - Environmental

Miri Brunei
~138km (2-2.5 hours drive)

Safety walking alone

during daylight Very High
(80.98%)

Promotes
No political riot/ shopping
demonstration
Value to Target Customer
Create Value To Target Customer Analysis

Understand what drive values to your customers

Understand your value to your preposition

Identify the customers and segments where are you can create
more value relative to competitors.

Create a win-win price

Focus investments on your most valuable customers

Creating Value To Target Customers

Value drive to
your customer

Environment
(E’)
Creating Value To Target Customers

Understand what value to your preposition

a) The only hypermarket offered free deliver for above RM 50 and also can be through whatsapp or online.

b) They also offered different daily massive promotion or so called “harga runtuh” in local term.

c) They also offered different kind of promotion sales to the customer such as Hi 5 sales, Hari-hari promotion, Today

online special, Weekend promotion, One day sale and etc

d) They also offered freshmarket and hypermarket bulk sales where their price is relatively lower than others retail selling

price.
Creating Value To Target Customers - Identifying
Creating Value To Target Customers - Creating

Win-win situations to customers

★ Lucky draw
★ Store membership to redeem points
★ Monthly sale
★ Buy 2 free 1 concept
★ Travel vouchers to winner of the
Win-win lucky draw contest
★ Can choose cash or cashless
price payment
★ Safe and large free parking lots
★ More completed store with variety
of products
★ Massive promotion and fair
★ Free delivery service with any
purchase of RM50 and above
Creating Value To Target Customers - Focusing
Recommendation & Conclusion
Conclusion

In above analysis, it can be concluded that Boulevard Hypermarket continues to hold its leadership position within the highly
turbulent retail segment and required to pursue both cost leadership and differentiation strategies. Boulevard Hypermarket can
achieve both with the help of a lean and agile supply chain management, along with the strategic use of information technology.
Part B
Presentation Sequence

The 7Ps’ Marketing Mix Analysis

Implementation & Control

Conclusion
7Ps’ Marketing Mix Analysis
Focusing on 4Ps’ Marketing Mix Analysis
• Brand • Discount
• Services • Offer price
• Packaging • Shipping cost
• Quality • Competitors’ price

Product Price

Place Promotion

• Market • Advertising
• Channel • Branding
• Distribution • Sales promotion
• Website/Online • Social Media
Product
Product

House brand
Products Maintain quality of
“Boulevard” House brand and
External Brand

Products

Demo and After

Increasing Sales
Variety Service/Warranty
Price
Price
Promotion
Promotion
Place
Place
Targeted Market Area Coverage

Taman Tunku and Airport road Residential area Indicator:

Primary market:
Lutong Distance from 3km to
8km
Pujut

Tudan Area
Permy Jaya

Bakam Area
Bumiko Area
Riam area

Secondary market:
Piasau

Boulevard
Distance from 8km to
12km
Krokop

Luak area
Tertiary market:
Distance from 12km
Senadin and Kuala Baram Area 15km
Place
Competitors distance analysis
Servay
Hypermarket
Emart
Supermarket Approx 15km Approx 3km

Boulevard
Hypermarket
& Departmental Store

Approx 8km
Approx 5km
From Pujut Everwin
Parkson and
Supermarket
Everise
Place
Source of supply
Hardline products
( West Malaysia
Softline
and China)
products
( West Malaysia)

Boulevard
Hypermarket
& Departmental Store

90% consumable products (FMCG) Miri Local Suppliers

10% (FMCG) Outstation Suppliers
Place
Stocks Inventory Management

Departmental
Hypermarket
Store
Products Stocks Inventory Products
(30 days) Management (45-60 days)
Stock turn
Stock turn
Place
-Retail marketing
Distribution Channel channel
(manufacturer- retail
Suppliers to outlet- customers)
boulevard
hypermarket
-Wholesale
marketing channel
(manufacturer-
distributor-retail
outlet-customers)

Boulevard - Walk-in
hypermarket to - Drive thru and collect
Customers - Door to door delivery
Place
Website/Online
Boulevarde Store Website Boulevarde Store Facebook Page
(boulevardestore.com) (@Boulevard.Hypermarket)

- customers' and member's ongoing safety

- to receive feedbacks, complaints or suggestions
- customers to air their views
- easy to use e wallet such as “Sarawak Pay”
- to meet customers’ satisfaction
Implementation
Systems

Management and
tech system must
be in place to track
progress
Culture

Develop a creative
Resources
positive reward
program to
To ensure there is
achieving strategy
sufficient funds and
time implement
new ideas.

Structure

People Management must

To ensure Boulevard has
a strong management
team to put forward the
action plan.
be set in a structure
for appropriate line
authorities and have
clear open comms
Control
• To work out an • measuring
annual profitability of
allocation various products,
budget for channels,
marketing. territories,
customer groups,
order size, etc.

Annual
Profitability
Plan
control
control

• It deals with
assessing • Is a ways to
firm’s ability to Strategic Efficiency improve efficiency
define and of various
Control Control marketing entities
achieve
marketing like sales force,
goals, and advertising,
response distribution, sales
pattern to promotion, and
environment. so forth.
Thank You