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    OGSM Sample Sportme Dummy Ogsm

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    nhungquoc1695
    SportME aims to become the leading sports goods provider in the Middle East and Levant region by 2012. Its goals include achieving $1 billion in annual sales with 10% profit margins, serving 250 million consumers across the region, distributing top global sports brands through 200 retail stores, and developing its own brand of trainers and apparel. To achieve these goals, SportME will focus on key markets like the UAE, Kuwait, and Saudi Arabia. It will focus on growing its retail operations and own brand, as well as growing the high-end football category. SportME will also invest in market research, marketing, logistics partnerships, and IT systems to drive efficiency and customer satisfaction.

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    OGSM Sample Sportme Dummy Ogsm

    Uploaded by

    nhungquoc1695
    3K views1 page
    SportME aims to become the leading sports goods provider in the Middle East and Levant region by 2012. Its goals include achieving $1 billion in annual sales with 10% profit margins, serving 250 million consumers across the region, distributing top global sports brands through 200 retail stores, and developing its own brand of trainers and apparel. To achieve these goals, SportME will focus on key markets like the UAE, Kuwait, and Saudi Arabia. It will focus on growing its retail operations and own brand, as well as growing the high-end football category. SportME will also invest in market research, marketing, logistics partnerships, and IT systems to drive efficiency and customer satisfaction.

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    SportME aims to become the leading sports goods provider in the Middle East and Levant region by 2012. Its goals include achieving $1 billion in annual sales with 10% profit margins, serving 250 million consumers across the region, distributing top global sports brands through 200 retail stores, and developing its own brand of trainers and apparel. To achieve these goals, SportME will focus on key markets like the UAE, Kuwait, and Saudi Arabia. It will focus on growing its retail operations and own brand, as well as growing the high-end football category. SportME will also invest in market research, marketing, logistics partnerships, and IT systems to drive efficiency and customer satisfaction.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    3K views1 page

    OGSM Sample Sportme Dummy Ogsm

    Uploaded by

    nhungquoc1695
    SportME aims to become the leading sports goods provider in the Middle East and Levant region by 2012. Its goals include achieving $1 billion in annual sales with 10% profit margins, serving 250 million consumers across the region, distributing top global sports brands through 200 retail stores, and developing its own brand of trainers and apparel. To achieve these goals, SportME will focus on key markets like the UAE, Kuwait, and Saudi Arabia. It will focus on growing its retail operations and own brand, as well as growing the high-end football category. SportME will also invest in market research, marketing, logistics partnerships, and IT systems to drive efficiency and customer satisfaction.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    of 1

    SportME (Sport Middle East) - OGSM: Highly Confidential

    OBJECTIVE Be the leading provider of premium sports goods in the Middle East & Levant.

    GOALS (by 2012)


    $1bn sales 10% profitability ($100M) Serve 250M consumers in Middle East (via geographical coverage) Distribute top 10 global sports brands 200 SportShop retail outlets Develop own brand

    STRATEGIES
    Markets, Channels, Categories Focus on Middle East: key priorities UAE, KUW, KSA Disproportionately grow emerging market Syria Focus on distribution Grow retail operations Develop own brand in trainers and apparel Focus on high end BIG brands Disproportionally grow football category Exit small product sub-categories and / or those which dont meet minimum profitability criteria Actions to Take Understand the consumer Develop BIC marketing plans for brands & implement with excellence Forge strategic partnership to outsource logistics & warehousing outside of UAE Invest in BIC I.T. operations Improve efficiency by leveraging technology Invest in market data Maintain positive cashflow Keep inventory at manageable levels Drive customer and consumer satisfaction culture Build, document, implement and review BIC systems & processes Drive SportME brand amongst key stakeholders (NOT consumers)

    MEASURES (by 2012 latest)


    90% revenue from Middle East UAE $200M, KUW $100M, KSA $300M 30% CAG Distribution operations $200M SportsShop*: 200 stores (75% Middle East market coverage) Brand & product developed & consumer validated. Trainers (2009); Apparel (2010) Turnover: Nike $100m; Adidas $200m; Prince $50m Turnover: football boots $50m; other accessories $25m All product sub-categories $5M. Example product sub-category = tennis rackets All product sub-categories 5% profitability 0.5% sales revenue invested in consumer research (on-going) Quantitative & qualitative study done in KSA to understand male sports consumers (Q1 2010) Marketing plans in place & approved by suppliers (on-going) Focus on TV (50% spend), PR & Sponsorship (30% spend) (on-going) Identify strategic partner & sign agreement (Q3 2009) All logistics & warehousing outsourced (Q1 2010) All legal entities integrated in a) Oracle b) SAP c) ERP (Q4 2010) All sales force issued with Palm pilots integrated in Oracle sales system (Q1 2009) Automated payment for collectables / receivables 90% (on-going) For key markets (UAE, KUW, KSA) buy AC Neilsen data for all categories worth $50M+ (on-going) +ve cashflow with no external finance (across group) (on-going) Max. 45 stock days (group average) All business units to have customer satisfaction measurement tools in place by End 2008 Satisfaction (surveys): 90% satisfied or very satisfied Key systems & processes reviewed, documented & implemented (trained) (end 2009) SportME branding clear and consistent (end 2009 / on-going) All legal entities sub-branded with SportME (end 2009) Corporate Training Department in place with clear deliverables (end 2009) Minimum 5 working days per year per employee invested in training / 3% fixed salaries (on-going) Training plans in place & tracked for 100% employees (on-going) Clear job descriptions / work plans and reporting lines for 100% employees (Q3 2009) New compensation IT system (end 2009) Compensation directly linked to KPIs that build the business AND organisation (Q1 2010) 50% local talent / 50% expatriate (2012) 30% women. At band 5 and above (inc. Board level) 2/10 positions filled by women (2012) Maximum 50 hours working week (on-going) Culture of take 100% holiday entitlement undisturbed (on-going) SportME culture mission, values, principles etc. reviewed and approved by board (Q3 2009) All senior management trained to promote culture across whole organisation (Q4 2009) Employee survey: key measures (e.g. perfection, integrity) top scores (on-going) Job satisfaction (survey): 90% satisfied or very satisfied (on-going) Formalise / standardise informal rewards & recognition programme across group (end 2009) BIC Intranet tool to promote networking & learning culture (end 2009) 2% profits donated to charitable causes (on-going)

    Efficient, well trained and motivated organisation

    Build Your Organisation Invest in training Comprehensive overview of evaluation & compensation system Leverage diversity as key competitive advantage Create healthy work / life balance Review and live SportME Culture Invest time in creating well-motivated organisation Leverage Intranet as a key organisational tool Activity build / support the communities in which we serve

    BIC = Best In Class

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