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The company that doesn't grow is shrinking
You might be happy to keep your network the size it is, but if your competitors keep growing, you're getting relatively smaller.
Not to mention the risks of competing with ever larger networks, with bargaining power with suppliers and greater dilution of marketing funds.
Nobody is talking about growing for the sake of growing, but in a dynamic scenario, it's important to explore opportunities.
And the best way to explore these opportunities is to have a growth strategy, hence the importance of this study and its relevance to Geomarketing as a whole.
Project presentation (1h)
The consultant will give a conceptual presentation of Geomarketing and how it is used by various professional networks in their expansion projects.
Client-consultant alignment (2 hours)
Clear and sincere explanation of expectations regarding expansion objectives.
It's worth reviewing the first parts of the article: Customer service in Geomarketing projects.
Trust in the relationship with the consultant will be key for the expansion strategy to be the most appropriate to the company's reality.
Survey of:
- Strategic Objectives
- List of stores with billing information
- Customer mailing list with purchase information
- List of main competitors
Development (~hs)
The consultant will examine the information collected and seek the standards of success.
In the first part, you will study the benchmarks of good performance, then you will look for patterns of success in other target markets.
Publication of the studies:
- Success factors
- Segmentation of units
- Average area of influence by unit segment
- Competitive presence and other complementary networks
- Logistical restrictions
- Potential markets
- Estimated cost for the expansion and its expected return
Alignment with the client (2 hours)
Debate about the main findings and definition of paths to follow.
Review of studies for new indications.
This review may come from the client himself, who, faced with a low expansion potential, revises his operating model.
In such cases, the networks opt for smaller formats, reducing the average ticket or the assortment.
It also happens that they opt for larger formats, such as Category Killer, that seek to increase the relevance of existing stores.
Refinement (~hs)
Depending on the impact of the changes defined in the previous phase, this phase may be a repetition of Development activities.
But its ultimate goal is to provide a matrix of decisions with which the network can assess opportunities.
In this same phase, it is possible to identify some ideal markets already identified.
It is not part of the scope of this project to identify commercial properties that may house the new store.
This type of study serves as a guide in the valuation of real estate and can be shared with real estate professionals who will do the acquisition.
Final presentation (1h)
After this journey, the consulting staff will present the complete cycle of analysis, learning and conclusion.
This presentation may be recorded for consultation and subsequent dissemination.
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