-
QUESTION
- Select a company that is acknowledged publicly (eg by a news item) to require digital business transformation for its survival BUT which has NOT identified publicly how that digital transformation is to occur. Analyse if and how the company is able to meet the requirements and the deliverables of this assignment.
- Analyse, describe and synthesize details on your approved company in a suitable business report
- Apply suitable tools, models and frameworks (NOT SWOT) appropriately to assist your analysis.
- Utilise Project Management techniques for both: 1. proposed implementation planning in the report AND, 2. management of your team's activities in this assignment. These must be available in either the main text of your business report or in appendices.
| Subject | Business | Pages | 4 | Style | APA |
|---|
Answer
The Change Model to Help in Developing an Implementation Plan
The Plan-Do-Check-Act (PDCA) model is used in developing Chanel’s digital transformation plan.
- Plan
Chanel profits is significantly hit with the COVID-19 pandemic because it had to close shops globally and idle manufacturing locations as the virus surged in the main market of China. Chanel is hesitant to shift its fashion to online sales claiming its customers prefer a more exclusive and personable method. Chanel is stuck on its strategy of selling primarily through its network of shops despite the pandemic (Nguyen et al., 2020). The continuing collaboration with Farfetch illustrates that Chanel fashion is wiling to experiment. But Chanel can make this digital experiment livelier by providing Extremely Important People (EIP) memberships. Thus, this can make Chanel customize their shopping experience.
EIP members can unlock unique benefits comprising a personal shopped that supplies the luxury goods to a house address, waits until the customer tries the clothes on and then gathers any goods to be refunded. Also, another benefit for EIP members might include pre-order services, shopping new items thirty-six hours before they are availed to other buyers, private sales, and amaze gifts accessible to EIP members. Hence Chanel can capitalize on this high-end consumer desire and make big sales from e-commerce. Also, Chanel can segment their clients by their lifetime client value and then advertise exclusive sales or early shopping openings to the highest-ranked clients as a means to hearten other clients to make same buys to unlock same benefits.
- Do
Constant updates can be established. also, meetings will be held regularly to suggest measures for rising client individualism as a main -value and successive unique selling point. To guarantee that results are traceable, every department can be required to record client experience and sales information. Also, a team mandated with implementing and driving this digital change will be created. This team can be responsible for guaranteeing that workforce stay connected, motivated and productive. One way to do this is through training the sales advisors on using the Shop Floor app and likewise encouraging interaction between client and salesperson via Zoom or live stream.
- Check
The department heads and the digital workforce can ensure that weekly reports are shared with their teams and sent to the CFO and the e-commerce manual for customer care is fully implemented. The sales workforce and digital team performance can be appraised by questionnaire-based survey, on-line, on-site survey, and written tests.
- Act
The feedback from meetings can be implemented and counter-measures actualized to enhance client experience.
The Implementation Plan
Chanel can merge the online and offline fashion shopping experience. Chanel can use geo-targeting to drive clients into stores once they becoming contented with the online buying encounter. Also, Chanel can offer of buying online and picking in-store (BOPIS) services by underlining restricted only available in-store items which will hearten in-person buying (Tomczak et al., 2017). Also, Channel can tell their story via social media. Social media assumes a vital function in changing visitors to clients (Galati et al., 2017). Chanel can use story-telling on social media in engaging numerous visitors and possible clients with their brand identity and also as a means of generating engagement with their fashion. Through advertising their fashion story visitors might capitalize in the awareness and might visit the site to learn more about Chanel.
The Alignment
The content marketing through e-commerce provides Chanel the ability of conveying its brand’s aesthetic high level to the specified target audience in its semantic and appearance. Hence generating content that fosters uniqueness and EIP members benefits resonates with Chanel’s strategic intent of enhancing human interaction and a personal touch to its clients.
References
|
Galati, A., Crescimanno, M., Tinervia, S., & Fagnani, F. (2017). Social media as a strategic marketing tool in the Sicilian wine industry: Evidence from Facebook. Wine Economics and Policy, 6(1), 40-47. Nguyen, V., Nguyen, N., Schumacher, B., & Tran, T. (2020). Practical Application of Plan–Do–Check–Act Cycle for Quality Improvement of Sustainable Packaging: A Case Study. Applied Sciences, 10(18), 6332. Tomczak, T., Reinecke, S., & Kuss, A. (2017). Strategic marketing: Market-oriented corporate and business unit planning. Springer.
|