Alanna BrownChristina DukesKeyona HayesKenyatta MilesJames Specker

Organizational Structure

External Analysis: Current Trends

Industry EnvironmentHigh Entry/Exit Barriers

External/MacroLower Interest RatesLower Construction Costs

Competitor (strategic group) Environment

Technology/Online ShoppingSustainabilityLife Style Centers

OpportunitiesStrong PortfolioDiversification of

LeadershipGrowing Real Estate

Market

ThreatsDeclining Market

Share

Value Chain Activity Value Adding, Neutral or Negative Impact on Value

Inbound Logistics Value Added

Operations Value Added

Outbound Logistics Value Added

Marketing and Sales Neutral

Customer Service Neutral

CAPABILITIES COORDINATE UNIT

ACTIVITIESUTILIZE HUMAN

RESOURCES DEVELOP

DISTINCTIVE ADVANTAGES

IDENTIFY MARKET NICHES

MONITOR PRODUCT STRATEGIES

CORE COMPETENCYPROVIDE HIGH-END

RETAIL EXPERIENCEBUILD STRONG BRAND

LOYALTYADD VALUE THAT

COMPETITORS CANNOT REPLICATE

Sustainable Competitive Advantage• Positioning

Identifies and communicates a brand's uniqueness, differentiation and verifiable value

• Major Componentamenities offered at properties as well as mall layout and design

STRENGHTS WEAKNESSES

S1: Strong Property PortfolioS2: Successful Reorganization

W1: Declining Market Share in Sector

OPPORTUNITES THREATS

O1: Real Estate Market OutlookO2: Diversification into Specialized Markets

T1: US Business Risk T2: Competitive Pressure

SWOT

Recommended Business-Level Strategy

Differentiation Strategy• Create an added value that cannot be achieved competitors• Enables the creation of a sustainable competitive advantage

– Convenient– Upscale– Quality environment for their customers and retailers– Distinguished amongst competitors

Strategic Implementation: What• Goal 1

Build Long-Term Customer Relationships

• Goal 2 Redesign and Redevelopment of Flagship Mall

Properties

• Goal 3 Focus on Providing the Latest Technology and

Innovation

• Research and Development• What are new trends

• Technology• Mobile Apps• Share & Gather Customer Information

• Customer Relationships• Sales Training

Strategic Implementation: How

• CEO• Human Resources• Research & Development• Sales & Marketing

Strategy Implementation: Who

Implementation Timeline (When)Phase I

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecPhase IIdentify trends in customer service and ways to improve the overall experience

Identify strategic partnerships for retail, food and beverage, lodging and theaters for pilot locationsResearch and Development to conduct needs assessment on current locations to identify pilot locations for new strategy Request for proposal (RFP) for property redesign Request for proposal (RFP) for the development of the mobile application and mall credit cards including customer database management

Review RFPs for the development of the mobile app, mall credit cards, and database management

2013 2014 2015

Phase IIJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Phase IISchedule meetings with potential strategic partners to discuss identified pilot locations and the redesign of the propertiesReview RFP for property redesign

Send Business Process Improvement Questionnaire to all departments, location managers and client to ensure all needs are met for new design and improved technologySend demonstration scripts to finalist vendors for mobile app, mall credit card and database management system

Invite finalist to demo their designs for mobile app, mall credit card and database management systemNotify winning vendor and give timeline for implementationFinalize pilot locationsChoose new customer service stragegies for pilot locationsSend demonstration script to finalist for property redesign

Invite finalist to demo their proposals for property redesignNotify winning vendors for property redesign and give timeline construction; conduct walk throughs at pilot locations

2013 2014 2015

Phase IIIJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Phase IIIBegin design and marketing for mobile apps and mall credit cardsDevelop measurement tools for startegy successBegin redesign conctruction on mall propertiesBegin marketing campaign for new propery and promote the new customer experience Mobile app Beta phaseLaunch mobile appBegin application process for mall credit cards

2013 2014 2015

Strategy Implementation: Where

• Strategic Pilot Locations• Growing Trends• Growth Potential• Current Portfolio

Evaluation Metrics: Balanced Scorecard

Focus on Four Perspectives Financial– Revenues

Customer– Feedback

Internal Business Processes– Alignment

Organizational Capacity– Learning, Growth, & Development

Ethical Implications• Immoral Practices to gain entry

into new markets in the Long-Term

• Non-compliance with applicable laws and governmental rules and regulations

• Ignoring unethical practices by vendors and/or their suppliers – Child Labor Violations – Unethical Treatment to Animals

Strategic Costs• Goal 1 Build Long-Term Customer Relationships

Employee Training (200 employees x $300 each)Total Cost = $60,000

• Goal 2 Redesign and Redevelopment of Flagship Mall Properties

Goal 3: PROVIDE THE LATEST TECHNOLOGY AND INNOVATION•

Revenue & Profit MarginSales Training adds about 5% revenue increase

Tax Credit of $26 million for Energy Efficiency

Projected Revenue Increase of $2.2 million

Questions