Strategic Management Assignment: Plan For Galeries Lafayette-Doha

Question

Task: Choose an organisation. This organisation may be your current employer, your own business enterprise, or some other organisation of medium- to large- size or scale. An important consideration is that you have access to financial information and annual reports, some important organisational information, and that you will be able to interview at least two (2) senior executives to shed light or the expound on key data, information or insights culled from secondary sources.
Your role is that of a Junior Associate Consultant, and your task is to document a STRATEGIC PLAN. You will critically assess the company’s strategic (internal and external) environment, and recommend a strategy and plan to help the firm achieve sustainable competitive advantage and facilitate ensuring continued and/or growing market share and profits, while effectively satisfying all its stakeholders. You will also make a PowerPoint Presentation using ten slides to report on the highlights.

Your STRATEGIC PLAN REPORT shall cover the following tasks:
I. Understand the external environment affecting an organisation. (LO1)
1. Explain the importance of external factors affecting an organisation. (1.1)
•Consider PESTLE, Porter’s Industry Five Forces, Stakeholder Analysis,
and the External Factor Evaluation Matrix.
2. Analyse the needs and expectations of stakeholders of an organisation. (1.2)
3. Analyse the major changes taking place in the external environment that
will affect strategy. (1.3)
Due Date of External Analysis: 18 April 2020
II. Be able to review existing business plans and strategies of an organisation. (LO2)
4. Use appropriate tools to analyse the effects of current business plans. (2.1)
•Consider current strategic approach, the use of financial analyses (horizontal,
vertical, ratio analyses for at least balance sheet and income sheet information),
Porter’s Value Chain analysis, VRIN or VRIO analysis, the Competitive Profile
Matrix, and the Internal Evaluation Matrix.
5. Review the position of an organisation in its current market. (2.2)
6. Evaluate the competitive strengths and weaknesses of an organisation’s current
business strategies. (2.3)
Due Date of Internal Analysis: 25 April 2020
III. Be able to develop options for strategic planning for an organisation. (LO3)
7. Use modelling tools to develop strategic options for an organisation. (3.1)
•Consider I/E Matrix plus any two (2) of the following: Ansoff Matrix, BCG Matrix,
SPACE Matrix, Grand Strategy Matrix, SWOT Matrix.
8. Develop a comparative understanding of activity from organisations in the market. (3.2)
9. Create options to form the basis of future organisational strategy. (3.3)
Due Date of Strategy Analysis: 02 May 2020
IV. Be able to construct a strategy plan for an organisation. (LO4)
10. Propose a suitable structure for a strategy plan that ensures appropriate participation
from all stakeholders of an organisation. (4.1)
•Consider use of strategy maps for strategic options, the use of the QSPM,
a recommended strategic plan outline
11. Develop criteria for reviewing potential options for a strategy plan. (4.2)
12. Construct an agreed strategy plan that includes resource implications. (4.3)
V. Be able to examine factors affecting an organisational strategy plan. (LO5)
13. Compare core organisational values (ethical, cultural, environmental, social and business)
with the current business objectives of an organisation. (5.1)
14. Develop appropriate vision and mission statements for an organisation. (5.2)
15. Produce agreed future management objectives for an organisation. (5.3)
16. Develop measures for evaluating a strategy plan. (5.4)
Due Date of Strategic Plan: 02 May 2020
VI. Be able to plan for the implementation of a strategy plan. (LO6)
17. Develop a schedule for implementing a strategy plan in an organisation. (6.1)
•An implementation Gantt chart,
18. Create appropriate dissemination processes to gain commitment from stakeholders
in an organisation. (6.2)
•Consider a communication/roll-out plan that impacts stakeholders, a proposed
organisational structure, and if necessary, project management or committee structures
that clearly show which components of the strategy these will be responsible for, and a
proposed general financing plan to fund the strategy (if applicable).
19. Design monitoring and evaluation systems for the implementation of a strategy
plan in an organisation. (6.3)

Answer

Introduction
The concept of strategic management of the companies explained in the strategic management assignment is essential for the smooth functioning of the business unit. It enables the firm to analyse its internal and external environment, according to which the firms can strategize its operations. In this report of strategic management assignment, planning strategies will be developed for the strategic management of Galeries Lafayette-Doha. Galeries Lafayette is one of the trusted brands of France that sells luxury retail products like jewellery, apparel, watches and shoes (Mira, 2017). It has been established with DGL holding of Ali Bin Ali in Doha. Thus, strategic planning will help the firm to strengthen its base in Doha- Qatar region.

LO1 - Understand the external environment affecting an organisation
1.1 - Importance of external factors affecting an organisation
Must constantly adapt their strategies to represent the world in which their company operates to keep the business ahead of the competition. The developments in the global climate have been examined affecting the company's target market (Wilson and Gilligan, 2012). For analysing the importance of the external environment in the strategic management assignment, the PESTLE, is yet to consider. Further knowledge, it has been discussed the importance below;

PESTEL Analysis – Analysis performed in the strategic management assignment can be used to address new markets. When a lot of negativity plagues it, it is an industry that is hard to excel in. As explained by Frue, K. (2017), considering bridging the company into a new market, PESTLE helps to decide whether it is a good decision or not. From the study by Osmani, E. (2015), the study has shown that the external environment plays a major role in creating and having a competitive advantage. It is important to remember that external factors influence the competitive advantage greatly wherein it covers: economy, politics, competitors, customers, and even the weather are all uncontrollable factors that can influence business performance. GL-Doha needs to initially understand its external environment to generate healthy business. Considering the importance of tangible and intangible assets is particularly important in strategic planning for managers.

Political - This is all about whether and to what degree a government intervenes in the economy, including laws, regulations, and restrictions on Qatar. GL-Doha must require analysing and compiling these regulations of the government to avoid any misleading and violation that might affect their business. Example: due to enhance precaution of physical contact over the work place, GL-Doha preferred to close down the store and it’s all shops to avoid full physical contact. With this GL-Doha struggling to maintain its sales performance as they can only offer shopping delivery.

Economic - Have a major effect on how efficient the company is doing business, including economic growth, interest rates, and exchange rates. From ProfessionalAcademy. (2018), economic factors are broken down into macroeconomic and microeconomic factors. The decreasing unemployment rate is an important opportunity for GL-Doha's business because with the rising jobs rate more people are likely to buy the company's luxury fashion apparels and accessories. Hence the economic factors have a positive overall impact on GL-Doha's sector.

Technological - Based on the new technology, it is stated herein strategic management assignment that GL-Doha can use e-retail options and process internet orders at any time and from any place to satisfy the customer demand about the product purchase. Technologies such as the internet, mobile phones, e-shop options and mobile payment solutions are changing the way retail organizations work (Ismail, 2018). The advances in emerging technology are particularly beneficial to GL Doha.

Legal - The laws concerning the advertising limitations prohibit the company from implementing its advertising strategies in the region. Therefore, the organisation's execution of a restricted advertisement campaign cannot achieve the desired amount of return from the market.

Environmental – As awareness among consumers about environmental concerns is growing, it has become relevant for the company to include environmental concepts in advertising and product development. While it represents a great opportunity for the company to improve its credibility and brand recognition, it raises the business' operational costs and is therefore a major challenge to GL Doha.

Using this tool as illustrated in the strategic management assignment may help the Galeries Lafayette-Doha build such analysis on how to react on environmental changes like often shifts in government policy are unexpected, that doesn't mean you can't prepare for them. Developing a process for performing an environmental analysis is the most successful way for the company to be agile and adaptive as an example is to identify the brand preferences of major customers. Building this analysis on strategic management assignment, GL-Doha may able to figure the most requested and demand types of goods and services to be offer, as most of the clients want to bring most recent trends.

1.2 - Analyse the needs and expectations of an organisation's stakeholders
This role outlined in the strategic management assignment includes a discussion of organisational structure which can be established with stakeholder involvement. The figure below describes GL-Doha stakeholder participants.

Figure 1: GL-Doha Stakeholders

Organisations and their leaders are the central characters who use their staff and other tools to conceptualise the built structures to achieve defined goals and objectives. We can use stakeholder analysis system to further analyses the needs and expectations of stakeholders within this strategic management assignment.

Different types of stakeholder with different expectations and needs. Here are the needs of stakeholder’s need and expectations analysis for GL-Doha.

Customer – Expectations include compatible standard quality of service, rewarding loyalty, communication and product transparency. GL-Doha should build long-term customer relationships and become trusted partners.

Employee – they are needed to be innovative in continues education and training development, and they are expecting full assurances for their safety, transparency of wages, happy working environment and possible promotion or bonus.

Investors/Owners – wants to grow the business and expectation of to get premium growth rate by month and year. They are the highest reputation who needs to their business on top of their hand and well communicated.

Suppliers – they need to be treated as high important partners as they hold preferred brands and they are expecting to be serving and paid on time for every order.

Communities – in Qatar there are high percentage of communities for the GL-Doha which the expectation is to provide luxury of serves and bring their needed items with high quality.

Government – the strategic management assignment examines that their need is to serve each customer at their best right based on the local policies and their expectation is that each business should comply the roles and give the best rights of customers. 

Stakeholder Analysis System - Prioritising Stakeholders is the following process. This can be done using Power / Interest Grid, with this system, Gill building can position their cardinal stakeholders, and they can be: loans, consumers, senior executives, executives, and providers. And this information provided in the strategic management assignment is specifying the power grid from low to high for priority setting.

Figure 2:Power/interest Grid by Thompson, (2020)

From the above figure provided in the strategic management assignment that the stakeholder calculation dependent on its level is shown.

High power, highly interest the most influential people are extremely interested in and make the greatest efforts to please them.

High power, less interest are those people who showed low interest, but even less interest are they still part of the business we still have to keep them happy.

Low power, people of high interest must always communicate with them to make sure that no major problems emerge to the process.

Low control, less interest still needs to be in controlling these people and not giving unnecessary contact that could annoy them.

This study mentioned in the strategic management assignment essentially focuses on knowing the entire prime stakeholders, and explains the style that will impact them. Determine what we need from them and what they need, so that we can achieve our goals.

GL -Doha Stakeholders

1.3 What are the major changes taking place in the external environment that will affect strategy executed in the strategic management assignment?
GL-Doha managers must be able to predict, understand and cope with changes in the external world to develop and prosper. The strategic management assignment examines the words of Jessee, T. (2020) that change is unavoidable and having the ability to cope with unforeseen changes in the market will make an organisation's difference between survival and extinction. An environmental scan is a process of interpreting data about external opportunities and threats which will help to find the most recent major changes in an external environment that possibly affects business strategy. The Posters analysis performed in the strategic management assignment is one of the most common approaches used to do an environmental scan and this being used to analyse below:

This analysis done in this strategic management assignment shows the importance of external analysis and how GL-Doha affects its strategy by the major/most changes in the retail industry. So, GL-Doha may act according to these changes to make strong planning strategies.

LO2 - Review an organisation's current strategic plans and strategies
2.1 Analyse the effects of current business plans using the appropriate tool
The appropriate tools to analyse the current plan of Galeries Lafayette-Doha illustrated in the strategic management assignment are to use income statements, monthly profit ratio, visitor statistics, SWOT analysis, and Porter analysis.

In several cases, carrying out a SWOT analysis can be beneficial. This tool discusses GL Doha's current situation explored in the strategic management assignment, as well as the areas to be tackled to achieve sustainability and business growth. Together with Porter’s tool, it helps to evaluate the effects of GL-Doha business plans that determine the competitive landscape of the industry.

Figure 3: GL-Doha Swot Analysis

Figure 4: GL-Doha Income Statement (Internal Source-Confidential)

This report considered in this strategic management assignment taking only from March 2019 to Dec. 2019, because GL-Doha opens last March 2019. Conclusion: 15.12% Jump in revenue in 2^nd half of 2019 is a good indication of better sales compared to 1^st half. During 2^nd half period, there where Eid holiday in the September of 2019, new AW20 collections events in November and December, and end of season promotion which gives a good pitch of sales performance of the store.

Figure 5:GL-Doha Monthly Profit (Internal Source-Confidential)

The above data provided in the strategic management assignment shows the continuously increasing revenue of the GL-Doha. In these figures provided in the strategic management assignment, it decried the profit ratio by monthly. The current strategy may be convenient for a long-term period. However, this period is watchful, because many of the rivals have some of the strong brands which most demand by the consumers. Also, there is a new big entrant who is offering the same luxury brands in the region and yet soon to open. Advisable for GL-Doha to closely watch these points.

Figure 6:GL-Doha Nationalities Review (Internal Source-Confidential)

This graph depicted in the strategic management assignment shows the situation of Galeries Lafayette-Doha in the market as almost all the nationalities present in the region adopted this Store and started taking services of this company in the retail industry. GL-Doha is more targeting Elite Qatari consumers, using this table can help GL-Doha to visualise the target goal. According to Seidel, M. (2019) to gain the greatest potential share, it's important to consider different ethnic groups, and it's important to target a market that can afford goods and services.

2.2 Review the position of GL-Doha in its current market
The positioning map presented in the strategic management assignment is used to shows the relationship between the primary benefit that a product provides to customers and the prices of all the products in a given market. From Maggiore, D. (2018) positioning a map can reveal a competitive advantage to compete and make it profitable. The map shows two dimensions. The horizontal dimension represents products that include the availability of strong brands. The vertical dimensions reflect prestige, the competitiveness of the prices, and excellent service.

Figure 7: Doha Retail Dept. Composition (Internal data -Confidential)

The figure above illustrated in the strategic management assignment shows the difference between the rivals which is low and how very competitive in the market. For this analysis, GL-Doha owns its 2nd level in the retail industry of Qatar. It shows it’s a strong level, but GL-Doha aims to be the top. To achieve this goal, GL-Doha must have the most elevate its brand positioning.

2.3 Evaluate the competitive strengths and weaknesses of Galeries Lafayette-Doha’s current business strategies.
The identification of strengths and weaknesses involves many facets, as this review offers some approaches for Galeries Lafayette-Doha to enhance the company's overall operation. The key success factor is strategic planning which helps the company to compete and also helps to maintain the planning of projects. Within a single review, the company requires to analyse the positive and negative attributes (Mirkovic, 2019). Strengths and weaknesses of Galeries Lafayette-Doha are discussed below within this strategic management assignment-

Figure 8:Competitive Strength Assessment (Internal Data-Confidential)

The GL-Doha is weighted as 2nd, compared to the other retail department, according to this calculation. Since Harvey Nicols is more brand-strategized and more popular with new trend products to be sold. The degree competitiveness of each store is determined in this figure which is provided in the above section of strategic management assignment and GL-Doha calculated its intensity in the market.

LO3 - Strategic Planning
3.1 - I/E matrix
The internal/external matrix is a management tool that helps in analysing the working environment and the strategic position of the business unit. As the name suggests, the matrix combines all the internal and external factors impacting the success of the business.

Figure 9:I/E Matrix Source: (Du and Yu, 2017)

The I/E matrix has two axes, that is the X and Y. In the X, IFE (internal) the score of 1.0 to 1.99 represents weak, 2.0 to 2.99 showcases average while 3.0 to 4.0 is a strong position. Similarly, on the Y axis, 1.0 to 1.99 is a low score, 2.0 to 2.99 is average and 3.0 to 4.0 is strong (Du and Yu, 2017). Thus, the positioning of the firm's factors on the matrix will identify its position in the market. 

The retail business of the company includes fashion segments like designers’ collections, high brands form shoes, watches, high jewellery and leather goods. Thus, it can be said that the market positioning of the firm is strong and falls under a score of 3.0 to 4.0 on the X and Y-axis. Galeries Lafeyette have a strong presence in the niche luxury market as the industry is dominated by very few sellers. The ‘strong’ and ‘high’ divisions on both the axis predetermines market penetration, market development and product development. In this scenario, the company is successfully penetrated many products, developed different products in niche markets worldwide.

Figure 10: I/E Matrix

The internal factors of the company measured by the total weighted score is calculated between 3.0 to 4.0, it can be assumed to be 3.5. The effects from internal and external factors on this large group can be ascertained from the above PESTLE, Porter’s and stakeholder analysis. Hence the scores have been ascertained accordingly. The total weighted score is 3.5 also the external weighted score can also be assumed to be between 3.0 to 4.0. Diagnosing I/E matrix, it can be said that it enables stating where the company should hold and maintain its current position. In grid I of the company where the company’s position have been ascertained, the company should adopt growth strategy. It is extensive aggressive and intensive strategy. GL-Doha is already vast outreach with its exclusive retail products. It needs expand presence of its retail stores in various places in the Middle East such as Jordan, Abu Dhabi and other countries although the company is in planning to expand it in Kuwait. The company will initially set up branches in Doha post which it can set up branches in other parts of Middle East by determining feasibility.

These countries are highly developed and can offer tremendous potential for growth for the company. These countries have huge consumer base and have high consumer spending in the retail category of goods. The company needs to focus on market penetration strategy in Qatar. It can open more stores around to gain greater share of the market. The company in its growing strategy can also include product development to include more product categories to offer. Expanding on its product categories will allow attracting more customers towards the company.

Apart from external expansion, the company needs to implement internal collaboration to implement value chain analysis. Value chain analysis evaluated in the strategic management assignment will allow backward, forward and horizontal integration with varied different stakeholders groups from operational perspective will enable greater profitability for the company. This integration will also allow the company to become agile and gaining significant competence for the organization.

Ansoff matrix
The matrix was formulated by H. Igor Ansoff for providing business strategies to the business leaders. The matrix has four quadrants that are market development, diversification, market penetration and product development (Khajezadeh et al, 2019).

Figure 11: ANSOFF Matrix Source: (Khajezadeh et al, 2019)

This strategic matrix depicted in the strategic management assignment allows the company to expand its current business operation hence increasing the profitability and revenue of the company. Thus, the Ansoff matrix can be applied to the business model of GL-Doha for strategizing plans. In this scenario, the company should use the market penetration strategy to explore the market of Doha with the existing products and services. This will the firm strengthen the company’s existence in Doha- Qatar region. By utilising the market penetration strategy niche markets are explored with existing products. Galeries Lafayette has successfully collaborated with Ali Bin Ali through the local markets will be easily accessed. The market in Qatar offers tremendous opportunities for opening up retail stores. The population of the State of Qatar is greater than 28 lakhs (estimated) and it is equivalent to 0.04% of the total world population. The nation has almost 80% of its population present in its surrounding suburbs. Though the economic centre of the state is Doha, its suburban areas offers tremendous potential for retail business. The State of Qatar is characterised by higher consumer spending and consumers have high propensity to spend in various retail products. The consumers in the State of Qatar have high disposable income which has tremendous opportunities for the company to expand across multiple places in the State of Qatar.

BCG Matrix
Boston Consulting Group Product Portfolio Matrix is also known as the BCG matrix (Khairat and Alromeedy, 2016). Like Ansoff, this matrix also has four quadrants. In the horizontal axis market share is portrayed while on the vertical axis market growth is taken into consideration. The basic idea of this matrix developed in the strategic management assignment to understand which product and markets should be explored while which brands should be divested. Using internal data of the company, I have able to share below the overall performance of Galeries Lafayette as a whole (worldwide contribution) to better understanding its competitiveness in the industry.

Figure 12: BCG Matrix Source: (Du and Yu, 2017)

In the first quadrant shown in the strategic management assignment, that is the question mark which is products in high growth and low market share (Khairat and Alromeedy, 2016). In this scenario, Galeries Lafayette has many stores around the world but the stores in NewYork, Singapore and Casa Blanca have not been successful. Eventually, the company has closed these stores and is planning to open new 10 stores in China.

In the second left quadrant is poor dogs, this strategy displays companies should disinvest in the products that have low growth and high market share (Khairat and Alromeedy, 2016). In this regard, there are many stores like LaSer Cofinoga and BHV stores that have declining sales growth of 2% per annum (Muret, 2015). The company should announce renovation plans to uplift the sales of these stores.

In the third quadrant mentioned in this strategic management assignment, a star is a strategy through which the firms sell products that have high growth and market share. By this matrix Galeries Lafayette is in the position with products in high growth and market share. The company has 280 stores with 1 million visitors each day and earns around €4.5 billion in retail sales. In a recent venture, the company has opened its gold atm in Doha where the customers can put it cash and get gold. This, identifies that company targets high-class customers and places its products in high growth markets of many countries. Therefore, the company should explore the Gulf market for higher profitability. 

In the fourth quadrant considered in this strategic management assignment, also known to cash cows where products are placed in low growth and high markets. In this regard, the company is a retail luxury brand and sells its products in the high growth market of DOHA. Thus, there no line of products that are placed in the low market and high market share.

3.2 - Comparative advantage
Qatar is one of the richest regions worldwide due to which the retail sector has also experienced high growth. In the year 2013, the GDP per capita was estimated to grow at $93.714 (Dizon, 2019). Additionally, GDP of Qatar has risen from 2013 and in Dec 2019, its nominal GDP reached 46.1 USD (CEIC, 2019).

Ansar group of companies can be stated as one of the major competitor of the Galeries Lafayette. The company has 8 outlets in Qatar and 17 operating centers in GCC. Ansar group of companies promises enriching shopping experience with all the national and international brands. It targets all the income groups of society (Ansar Group, 2020). Unlike the Ansar group, Galeries Lafayette targets the rich classes of society (Mira, 2017). Owning to the constitution of wealthy people in Doha Galeries Lafayette provides a shopping paradise to all its visitors. The competitive strength of Galeries Lafayette is high as it provides Ready to Wear clothes for women, children and men (Bateman, 2019). The company has many loyalty programs and client customisation services that are not provided by its competitors. The clients are provided with ready to try outfits while the customizations can be done. The company has loyalty card named as Galeries Lafayette Doha rewards card through which the customers can reward points. Once the customer starts shopping, rewards points are added by Galeries Lafayette. Thus, the customers can earn special discounts and rewards through the card. Hence, by comparing the competitors Galeries Lafayette-Doha has a stronger advantage in Qatar.

3.3 - Option for future organisational strategy
Comparing and understanding the evaluation of the varied strategies suggested for the organisation as depicted in the strategic management assignment reveals the course of future organisation strategy for the company. It is important before to consider the various strategic objectives that the organisation needs to adopt as the basis of future organisational strategy. Considering the current revenue streams and earning capability of the company, the company can consider diversifying across various neighbouring countries. The company needs to divert its financial and other resources to other countries such that it can set up retail stores across neighbouring countries and within the State of Qatar for market development. Entering into new markets will provide opportunity for the company. Setting up new retail stores across neighbouring countries and at various locations across the State of Qatar will allow setting up its brand names. The information framed in this piece of strategic management assignment signifies that this will allow reaching out to new consumer base and creating greater brand name for the company. It can allow increasing greater brand awareness of the company. The company needs to expand its offering through online retailing. Gradual growth of online markets in the Middle East can provide another growing opportunity for the company. Setting up online retailing of the company can create greater brand name and brand acceptability for the company. Creating more stores across varied locations and in Qatar and setting up website for online retailing of products needs to be the future organisational strategy for the company.

With the presence of high technological penetration in Qatar, hence it is fairly to set up online store and website for the company. In the current scenario of pandemic mentioned in the strategic management assignment online expansion can be suitable method as it will incur significantly low costs. There is also a growing trend in online shopping in Qatar which will provide a suitable portion for the company. 

LO4 - Factors Affecting Organisational Plan
4.1 - Structure for Strategy Plan for an Organisation
Strategy Map
To implement strategic course of action for the organisation, it is crucial that all internal stakeholders of the organisation participates. The organisation chosen to develop this strategic management assignment has varied group of stakeholders such as the finance department, operations department, internal processes, consumers and so on. Strategy map through simple graphic depicts logical cause and effect connection amongst strategic objectives. Strategy map is one of the most powerful balanced scorecard methodologies that are used to communicate way in which value is created in the organisation. The strategic map for this organisation provided in the context of strategic management assignment will enable communicating ways in which its strategy communication efforts can be improved.

Figure 13: GL-Doha Strategy Map

The above strategy map illustrated in the strategic management assignment provides the cause and effect relationship between the objectives. The arrows provide the objectives in the lower perspective that drives success of the higher ones. This strategy map given in the strategic management assignment reveals way in which long-term shareholder value can be maximised by meeting customer expectation and by inspiring loyalty. Customer expectation and loyalty can be attained by way of internal business processes, that aim at creating quality partnership, maximisation of operation effectiveness and creation of high-quality retail products. This strategy map reveals the strategic course of action that needs to be taken by the company for attaining its strategic objectives.

Recommended strategic plan outline - QSPM
Having made some simple calculations in the QSPM Quantitative Strategic Planning Matrix as provided in the strategic management assignment, we came to the conclusion that it is a safer choice to start a new program (Online Shopping Services). This is given by the Sum Total Score for Attractiveness. The start a new program strategy yields higher score than the strategy of Opening New Store in Qatar. Starting a new system strategy has a score of 5.56 shown below within the strategic management assignment in the QSPM, while the Opening New Store strategy has a score of 3.36 less.

From the above Matrix depicted in the strategic management assignment, it helps to identify which is the most priority to gain the most beneficial way for the company like expanding its performance, able to reach target customers, getting the privilege of being as a top competitor in the market, able to gain competitive sales performance. In Addition to the above points discussed in this strategic management assignment, this Matrix help to empower the aims of creating quality partnership, maximisation of operation effectiveness and creation of high-quality retail products.

4.2 - Developing Criteria for Reviewing Strategy Plan
There are several reviewing options that companies should adopt for their strategic management assignment.

Attractiveness to Stakeholders- The Company should mend policies to attract its stakeholders. Stakeholders of the company include its employees, customers and other shareholders. In this regard, GL-Doha has sustainable development policies that require stakeholders' support. As the market of the Doha is fragmented, the company should aim to develop policies that attract the suppliers to collaborate with the firm.

Feasibility- The feasibility index of the company provided in this section of strategic management assignment relates to competitive advantages. GL-Doha should modify its policies for attracting a new customer base at Doha. The company has existing customer loyalty programs and services but strengthening these, in the long run, will help to capture the Doha retail sector 

Market Position- The retail market of Doha is fragmented. Thus, the market position of GL-Doha is strong with less competitiveness in the market. GL-Doha is a brand name with successful fashion stores worldwide. Thus, a market position can be strengthened through brand awareness.

Risk- The company selected in the strategic management assignment should be able to access risk factors like natural calamity, change in consumer minds to protect its business from losses. New competitors in the market can pose business risks to GL-Doha. Thus, strategic planning can help in evading the potential risks of the business. 

Strategic Plan for Resource Implications
The strategic plan of SOSTAC by Smith noted in the strategic management assignment is an appropriate tool for measuring resource implications. SOCTAC stands for situation, objectives, strategy, tactics, action and control (Wijaya and Hermawan, 2018). In these six acronyms, strategy and tactics are most suitable for GL-Doha.

Situation- Galeries Lafayatte has many branches in regions France, Paris and it aims to expand in the Middle East.

Objectives- Galeries Lafyatte wants to be largest upselling brand in the world. Thus, its expansion in Doha region will help it achieve its objectives.

Strategy – At present, Galeries Lafyatte has opened its branch in Doha (Qatar). Doha is a different market as compared to that of France, China, and nations. Thus, company strategies regarding the product, services, stakeholders should be modified.

Tactics- This implies successful tactics for a profitable business. In this scenario, the company is established in Doha. Its tactics should include higher customer satisfaction. The existing tactics like ready to wear products, personal stylists and customer loyalty might require further modifications. As the company is strengthened its position in the new tactics should implement high competitiveness in Doha.

Actions- The Company has collaborated with Ali Bin Ali for its expansion opportunities. The collaboration will help in grasping the local market at a faster pace. 

Control- one of the objectives stated in the strategic management assignment of being largest selling brand is accomplished due to expansion in Doha. Several other strategies will me made for strengthening its positioning in Qatar.

4.3 - Strategy Plan with resource implications
Foundation
Mission
The mission of DGL Trading outlined in the strategic management assignment is to provide exclusive retail consumer products through exclusive customer experience.

Vision
The vision of the DGL Trading stated in the strategic management assignment is aimed at providing consumers a unique experience through their exclusive retail products.

Competitive Advantages

1. Offers exclusive retail items through its French upscale department store located at 21 High Street.
2. Spread over 15,000 sqm with exquisite retail space designed with architectural beauty designed by Bruno Moinard and Claire Betaille, world famous architects, which offers consumers a sense of exquisiteness.
3. The retail stores are spread across three floors with 400 global fashion brands that customers can select from. This wide variety of choices is not available elsewhere.
4. The retail space also offers services to its customers by providing top level cafeterias and restaurants. This offers consumers with a wholesome experience at the store.
5. It offers consumers with a world-class experience as the company has uncontested international epicentres of fashion stores around the world.

Organisation-Wide Strategies 

Organisation-Wide Focus:

2019- Setting up of retail store in Doha

2020-Execute market development strategy to increase top line

2020- Prepare infrastructure for growth

Strategic Objectives and Organisation Goals

Financial

1. Revenue Growth to be targeted at 30% each year
   1. KPI- Generate sales of $2 million by the end of the year
2. Productivity Improvement by maintaining 20% Net Profit Margins each year
   1. Maintaining budget allocation for investing 50% for business re-investment for product development and market development.

Customer

3. Provide customer satisfaction in terms of quality and best-valued products.
4. Providing professional service to customers by being preferred professional partner of choice.

Internal/ Operational

5. Innovate product Development by researching local market
6. Develop new markets for setting up retail stores
7. Setting up online stores to expand offerings to existing customers
8. Develop and maintain overall operations to maintain efficient overheads

People and Learning

9. Training actively team members to develop and grow professionally and personally to support flexible work-life balance.
10. Engage in community development by implementing strategy as in accordance to competitive advantages

Key Performance Indicators
Measuring Success

• Target $2 million in sales
• $200 per billable hour
• Increase 80% customer base annually

Implementation

• It is noted herein strategic management assignment that appointing a strategic plan manager for implementation and review of the strategic plan.
• Providing responsibilities to people accountable for attaining strategic goals.
• Coach team members for their development.
• Holding effective meetings for strategy implementation.
• Evaluating and monitoring outcomes on monthly basis is important.

LO5 - Factors Affecting an Organisational Strategy Plan
5.1 - Comparing core organisational values
Business Risks
Many business risks are involved in the expansion of the firms (Barsness, 2017). Some of the risks for multinational firms mentioned in the strategic management assignment include cultural differences, supply chain issues, demands and strikes by the workers. In this regard, GL-Doha is wisely collaborated through the DGL trading of Ali Bin Ali for understanding the local needs, tastes and preferences. Thus, collaborating with the local and well-established family business of Ali Bin Ali, the business risks of the firm is lowered.

Social
As per the research on strategic management assignment, Galeries Lafayette-Doha has sustainable development policies requiring support from its stakeholders like employees. It has uplifted many women employees as 65% of its managers are females (Galeries Lafayette, 2020). Being a socially responsible company, it has donated equivalent meals to about 200000 needy individuals. The company builds relationships with non-profit making organisations of all its overseas partners.

Environmental
Corporate houses are majorly responsible for environmental degradation as they do not follow the policies and guidelines. GL-Doha has been operating under safe environmental concerns. The company utilises around 25% of recycled wastes for its products and services (Galeries Lafyette, 2020). The energy management of its store is certified under ISO50001 while it has cultivated approximately 3200 sqm of agriculture lands on its rooftops. The retail giant ensures 100% delivery in CNG vehicles to reduce combustion (Galeries Lafyette, 2020).

Cultural
Many companies established might face risk from cultural aspects of the region. The business units need to align their operations with that of the cultural heritage of the region it has established (The Macat Team, 2017). In this regard it is mentioned in the strategic management assignment that GL-Doha is committed to participating in public spaces while inviting all the creators and artists to invest in the store spaces, fronts and animation programs. To sustain the cultural heritage of the region it had dedicated 300sqm of its stores to store cultural heritage (Galeries Lafyette, 2020). This reduces the risk from culture especially when the country is established in Gulf Countries like Doha. Also, GL-Doha is located in one of the most historic cultural village.

Ethical
Many of the companies have been banned from operating on an unethical code of conduct. The ethical code of conduct includes the following environmental policies, fair trade, and social responsibility. The company follows all three ethical codes of conduct. It has launched and long-term initiative named "Go for Good" at the end of August 2018 (Cammareri, 2018). GL-Doha will increase its social contribution through which it can reap opportunity. It has hosted a series of ethically focused events with brands/designers sustainably recognised.

5.2 - Vision and Mission Statements
The vision and mission statements are " Bring together retail and creation". by this the company aims to create a core value of its own identity. Its actions favor democratization, participation and innovation (Galeries Lafyette, 2020). Thus, the company has visionary to promote art and culture through its business. It has focused on creativity in all forms and provides its visitor's insights into creation. The mission of the company seen in this strategic management assignment is to build a sustainable retail chain in the luxury upmarket. The company follows all the ecological methods for promoting its mission.

5.3 - Future Management Objectives
Galeries Lafayette-Doha has a huge potential to become a retail giant in the upmarket. There are management objectives that are suggested for smoother operations.

Mobilising best talent
The study developed within the strategic management assignment signifies that the company recruits several designers for personal styling products following their customer demands. Thus, the organisation should provide internships from renowned colleges and universities around the world. Internships will help the company to get the best talents by training the candidates before recruiting them into jobs. The recruitment process should involve campus placements that promise to admit the best candidates to their institutions. Since the company has collaborated its business in Doha, many prominent designers from the region could be recruited to provide better insights about local demand.

Promoting Research and Development
The research and development wing should be part of the operational team of the firm (Gvozdev and Kirillov, 2019). It helps in customising products and services in alignment with the trends and local demands. Galeries Lafayette has collaborated with Ali Bin Ali that will help in aligning its fashion products according to the local demands. Research sell should be made in the Doha store for in-depth knowledge. This will help the company to serve best with high customer satisfaction. The tastes and preferences of Doha may vary with that of France due to its cultural changes. The research on strategic management assignment will be helpful for the managers working in Galeries Lafayette-Doha store.

Optimum Utilization of Resources
Business units use natural, human and man-made resources for their operations. Thus, the natural resources should be sustainably used so that is conserved for our future generations, However, GL-Doha has been involved in many sustainable practices. Thus, 25% of its clothes rare recycled while it uses only CNG vehicles for delivering the products (Galeries Lafyette, 2020). The company should increase more sustainable practices in Doha.

 The human resources are backbones of the company. As the company hired 65% of its women managers (Galeries Lafyette, 2020), a sexual harassment cell should be made to protect the interest of employees. Thus, it is clear on this strategic management assignment that a code of conduct among the employee enhances their work relationships that further yield the best outcomes.

5.4 - Measures for Strategic Plan
Balanced scorecards can be produced specifically for GL-Doha, for any form of company. The strategic plan or goals for GL-Doha outlined in this report of strategic management assignment will start with an effective and successful balanced scorecard. Such goals are then restated on the basis of the company level to which the balanced scorecard relates.

GL-Doha target aims shown in this scorecard. It is a very helpful metric, which ensures that what is actually measured must be accurate, and there must be a basis for comparison — either organization expectations or individual goals. Each level mentioned in the strategic management assignment has its on strategic plan and target to achieve, using this measure will help identify where to end and when to celebrate.

LO6 - Implementation of Strategy Plan for case of strategic management assignment
6.1 - Gantt Chart
This Gantt chart based on the scenario of strategic management assignment has constructed for 8 months in which the company can plan, research, implement and measure its profitability in Doha

Figure 14: Gantt Chart

6.2 - Dissemination Process
A proper communication plan to implement are identified below within this strategic management assignment -

Communication Plan

• Formal Communication
• Meeting
• Email
• Morning Huddle
• Informal Communication
• One on One
• Group/Team Conversation

An effective communication plan rolled out will enable to keep all relevant stakeholders of the project informed and to gain commitment from the relevant stakeholder group. To implement a strategic plan, there needs to be appropriate communication undertaken for the dissemination process. The important stakeholders mentioned in the strategic management assignment who needs to take part in the implementation of the strategy includes all relevant internal stakeholders as well as some external stakeholders. While internal stakeholders will ascertain relevant course of action and carry out the necessary stages of the strategy implementation, external stakeholders will provide funding, evaluation or monitoring of the same. Internal stakeholders such as team leaders, managers, directors and senior management will ascertain implementation of the strategic goals to their relevant team members.

The project management structure defined herein strategic management assignment will be headed by relevant members from the above stakeholder group. They will state goals and provide the necessary strategic course of action that will need to be undertaken. Once these leaders/managers decide upon relevant strategic course of action, then the team members will be responsible for carrying out the strategic course of action will commence on the suitable course of action. The team members for achieving relevant strategic goals will be called for regular meetings and also communicated relevant course of action that needs to be undertaken by them. The finance team will be responsible for allocating finances for the proper functioning of the strategic course of action. Similarly, the operations team will conduct their operations as per the directives received by them. It is noted in this segment of strategic management assignment that the human resource team members might require recruiting new staffs for additional responsibilities for the project. They might also be required to train staffs for generating appropriate and suitable outcomes for the project. The project managers and leaders will interact on a weekly basis with all relevant stakeholders to ensure that they are working as per strategic course of actions communicated to them. There will be regular reporting back to project leaders to ensure that there is compliance to the laid down strategic course of action. There will be reporting standards and formats that needs to be adhered to by all the relevant participants taking part in the project. The project committee will steer directives and ensure outcomes as per their set standards for monitoring. Such regular reporting standards will ensure compliance to the project and commitment from relevant group of stakeholders in the project.

The general financing plan illustrated in the context of strategic management assignment to the strategic course of action will be from the internal revenues of the company. The organisation will divert some of its revenues into the new strategic course of action so as to generate greater revenues for the firm. The senior project members or leaders will also try and get some external financing from relevant stakeholders. As there is already present certain investors and external financers willing to put their funds in the business, the new strategic directive might be able to attract fresh funds for being invested into the new expansion plan. Stakeholders will however then bear responsibility for meeting the needs of the investors in the new strategic directives of the organisation.

6.3 - Monitoring and evaluation systems for strategy implementation
While strategy is implemented there needs to be an appropriate plan for evaluation and monitoring. An appropriate plan for monitoring and evaluation will allow understanding if the strategic course of action is adequately catering to the ascertained target. The company will assign specific industry based KPI (Key Performance Indicator) score for arriving at specific targets as per the strategic course. Then evaluate its performance in accordance to its performance parameters. The strategic course of action, the company will decide upon currently is setting up 2 stores in the State of Qatar on similar model of its current store. The strategic goal outlined in this strategic management assignment will need to be completed within 6 months form the current date of starting on its project. Moreover, the quality standards of infrastructure, product availability and human resources will need to be maintained on similar platforms. The newly established stores will need to be generating a minimum of 25% of the original store revenues located in Doha.

Keeping the above monitoring parameters provided in the strategic management assignment in mind, there will be evaluative framework ascertained. Such evaluation done in the context of strategic management assignment will need to be undertaken on every 6-month basis. Every 6 months the progress on the above monitoring framework can be noted. During the first 6 months, till the development and set up of the new retail center is taking place, there will need to be evaluating regarding staff training, progress of infrastructure development and so on. This evaluative framework analysed in the strategic management assignment, will allow the monitoring progress of the strategic plan and enable complying to the same.

Conclusion
The strategic plan for every business unit is essential for running a profitable business. Thus, it is specified in this strategic management assignment that various strategies for Galeries Lafayette, Doha has been developed in this report. Initially the varied strategies that can be applied to the company have been explored, then suitable strategy for the company have been selected which can be applied. As per the I/E matrix the market position of the company is strong, with a score of less than 3.0 to 4.0 on the X axis and the Y axis. The Ansoff matrix can be used in the business model of GL-Doha planning. The company should use its market penetration strategy to take advantage of the Doha market using existing products and services. As per the BCG matrix the company needs to focus on its Cash cows (product to get maximum profitability in the market). The strategy map above shows the cause and effect of the relationship between the goals. It offers goals from a lower point of view, leading to greater success. This strategic map developed on this strategic management assignment shows how to maximise long-term shareholder value by meeting customer expectations and increasing loyalty. When assessing the company's strategic progress, it is necessary to develop a quantitative strategic planning matrix (QSPM) to recommend a strategic plan. QSPM offers an analytical method for more viable alternatives. This approach is included in the third phase of the strategy development process. Smith's strategic plan, SOSTAC, is a good tool for measuring the impact of resources availability in the company and is used for ascertaining resource to be used in its strategic implications. GL-Doha needs to include communication policy for getting support of stakeholders and employees in the company. A comprehensive financial plan for strategic action is provided by your own revenue company. The company evaluates key performance indicators (KPIs) on the basis of a strategic approach to achieving specific targets. The strategies are made through theoretical concepts of I/E, Ansoff, BCG matrix.

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APPENDIX:
A.C 6.1 -Gantt Chart