1.
LOCAL STORE
MARKETING SEMINAR
April 18 & 19, 1999
Paradise Resort, Malolos, Bulacan

2.
MARKETING
DEPARTMENT
R.A.Ortiz
L.Nolasco-Alfonso
A.Oliva
P.Maglaya
E.Tecson
K.Sace
M.Rodil
B.Del Rosario
A.Rodriguez

3.
VISION STATEMENT
• A team of dynamic, creative and effective
marketing professionals working
aggressively to propel company Video
•A highly effective, organized and
empowered local store marketing team that
will carry out the strategic marketing
program of the company.

4.
GOAL AND OBJECTIVE
•Define the role for Local Store Marketing
•Develop a formidable Local store Marketing
Team
•Identify the key success factors and
measurement of the team’s effectivity and
contribution of the organization
•Finalize strategies and tactics

5.
FUNCTION OF LSM
•To conceptualize, implement and evaluate
local store marketing programs
•Coordinate with store operations regarding
the required marketing programs and
activities
•Motivate, direct and evaluate the
performance of Store Marketing Officer

6.
CHARACTERISTIC
OF THE TEAM
• Innovative
• Aggressive
• Effective
• Team Player
• Accurate
• Honest

7.
SOP’S
•Weekly key initiatives list should be
submitted during the weekly marketing
focus team meeting
•Reports should be ready at 9:00 A.M.
•Conduct the evaluation of LSM staff

8.
SOP’S
•Attend the regular Bi-weekly meeting and
contribute interesting ideas during the
meeting
•Meet the required performance target and
introduce the necessary measures to
remedy the problem
•Gather relevant market information and
discuss their implication in our business

9.
REPORTS TO BE
SUBMITTED
•Weekly key initiative list
•Weekly store’s update (sales and marketing
activities)
•Action Plans/Monthly Planner on or before
the first day of the month
•Other reports to be required by Marketing
Manager

10.
REGULAR MEETING
•Monday- 1st week and third week of the
month reporting and discussion of the
plans, problems and accomplishments
•“Market Focus” - an hour of brainstorming
every Friday or Saturday (need to basis)
•“Market Review” - a monthly assessment
of programs implemented in the stores

11.
MARKETING
CALENDAR
•Area Marketing Officer are required to
submit a comprehensive marketing action
plan and it should contain the following:
âObjective
âStrategies and Tactics
âExpected Output
âTimeline
âBudget

12.
LSM UMBRELLA
CONCEPT
•EXPERIENCE company VIDEO
âA banner concept for the LSM, the
objective is to persuade the consumers to
visit our stores and experience our superb
service and exciting promotions. Each Area
Marketing Officer is expected to develop a
winning marketing activities to ensure the
success of experience company Video”

13.
KEY AREAS FOR
CONSIDERATION
•Saturation drives
•Direct mail and coupons
•Customer Intimacy program
•Database marketing
•Mascots, parades, motorcades
•Other exciting and innovative marketing
concepts

14.
GOAL AND OBJECTIVE
•Develop effective and dynamic local store
marketing team
•Introduce a systematic and measurable
local store marketing programs
•Achieve target sales of the store
•Contribute to the long term objective of the
company

15.
TODAY’S SITUATION
•The basic infrastructure has been set but in
need of further evaluation and fine tuning
•There is no comprehensive understanding
on the role of the local store marketing

16.
WHAT IS LOCAL STORE
MARKETING?
•A disciplined process of marketing a store
establishment in the immediate training
area
•Developing a localized marketing activity
that aims to build sales within a special
trade area through in store and community
related activity.
âThe key word is disciplined because you have limited
resources in terms of time and money thus, it is important that
your local marketing efforts are targeted to provide maximum
impact on sales and profits

17.
7 SIMPLE STEPS IN
DEVELOPING LOCAL STORE
MARKETING PLAN
•Fact Gathering Analysis
•Problems and Opportunities
•Objectives
•Strategy and Tactics
•Budget Plan
•Execution
•Evaluation

18.
JOB PROFILE AND
DELIVERABLES
•Marketing Assistant 1- Market and
Business Development
â17-24 years old, senior Marketing , Management or
Communications Student from good schools. If possible, a full
time staff
âExcellent oral and communication skills
âExcellent public relations and has pleasing personality
âDeliverables - penetrate trading areas through systematic
direct marketing programs and non-traditional form of
advertising and promotions
âBasic task - negotiations and group sales development for
companies, organizations, subdivisions, telemarketing, etc.

19.
JOB PROFILE AND
DELIVERABLES
•Store Marketing Officer 2 â17-24 years old, senior Marketing , Management or
Communications Student from good schools. If
possible, a full time staff
âDeliverables - special events in the store like parties
etc., community events, discount cards, coupons, etc.
To fully cover the trading areas through saturation
drives.
âBasic task - promote in-store promos to the trading
areas through tie-ins, saturation drives and direct mail.
Distribution of flyers, negotiate the installation of
streamers and posters

20.
THE MARKET
CHAMPIONS
•LSM Staff shall be trained to conduct
saturation drives
•LSM Staffs are given separate tasks aside
from doing saturation drives
•Two LSM’s shall fully concentrate on
covering the trading areas through the
distribution of flyers

21.
LOCAL STORE
MARKETING

22.
LOCAL STORE
MARKETING (LSM)
Is a developing a localized marketing activity that aims to build
sales within a specific trade area through in-store and community
related activities.
In working out sales, there are only two factors to monitor and to
address LSM efforts to:
AVERAGE CHECK
-
Total sales divided by
transaction count.
TRANSACTION COUNT-
Total number of bills or
transactions per segment or
as a whole the Total bills of
the store.
Any down trend of either of the two basic elements of sales may
be address through LSM.

23.
WHERE DO YOU ADDRESS
YOUR LSM EFFORTS?
Only within your trade area. The trade area is the specified
parameters where each store can move around to do his marketing
efforts. This be enhancing awareness of a new activity, goodwill, bring
in new customers, increasing frequency or increasing customers average
check.
Each Trade Area has your list of traffic generators such as
schools, banks, cinemas, malls, bookstores, etc. This is where you can
address leafleting activity in the light that redemption do happen
because you are doing your distribution in places where there is high
traffic or volume of people who do gather for a purpose.
The only way to maximize the awareness campaign that the store
wants in order to generate trial and a high level is by doing a blitz
activity. This means practically walking door to door, street to street
and dropping those handbills.
As you do this leafleting activity, we must keep in mind who the
ACA Video customer is basically of the ABC income class between 5 to
60 years old, both male and female.

24.
CUSTOMER
SATISFACTION
As customer satisfaction is your best marketing tool, assuring you
of repeat purchases in a more frequent manner, please do these:
As you know, a sale differs on a payweek and non-payweek. Your
hourly sale also differs on a day to day basis. Adjust your roistering
accordingly.
Aside from allotting exclusive marketing hours for your store, you
will realize by doing your roster based on your hourly sales per day, on
payweek/non-payweek, you will find an hour or two or even more per
day where you can do a “planned” pullout of people to implement
marketing.
This is your very basic LSM for your store. Before you consider
doing a thousand and one things you think may boost sales, please do all
of the above first because if you cannot deliver customer satisfaction
100% all the time, no amount of Marketing can build your stores sales
long term.

25.
OPENING A NEW
STORE
Your Trade Area
Your new store is located within a certain “market place”. Each “market place” has
certain characteristics that would spell out the kind of sales this new store will have. As the
store Manager, you have to be aware of the following in order for you to prepare for sales
opportunities and customer flow in your trade area.
A.
The Pedestrian Count
The first thing you should do is conducting a pedestrian count. This is done hourly in
front of your future store site between 10 a.m. until 8 p.m. both on a weekday and on a
weekend.
E.g.
10 - 11
11 - 12
12 - 1
1-2
2-3
3-4
4-5
5-6
6-7
7-8
Wednesday
Saturday
450 people passing by 200
700
250
850
200
400
100
300
150
325
200
500
450
700
600
800
650
650
400

26.
In this particular example, you will already see that your future store has a better
weekday traffic than on weekends. Your potential sales will be better on weekdays than that
of weekends. You can better appreciate this data if you observe the kind of pedestrians that
pass by per hour. Even if you do have the volume of people passing by, if they are not your
target market then this “seemingly” good volume of pedestrians will not generate sales of
your store.
B.
The Vehicular Count
Vehicular count is another indicator similar to the pedestrian count. This is done also
on a weekday and a weekend to determine build up of traffic. Similarly, observations of
what kinds of vehicles do pass by every hour indicate the kind of market your trade area
has.
These two indicators will have a very close sales trend relation to your future
sales both on weekday and weekends
C.
The Competitors
Observing the nearby competitor’s number of customers every hour, both on
weekdays and weekends is your closest indicator of how you’re future stores’ sales will go.
E.g. if Viva and other local video stores are doing very well and your stores location is within
striking distance from any of these stores, you may feel a sense of security that people do go
to that area. However, if you are away a considerable distance from where the action is, it is
not safe to assume that your sales will do well.

27.
D.
Traffic Generators
These are specific places within your trade area where you can do leafleting activities
or LSM tie-ups in the future. These are the:
-
Villages / residents
Offices
Banks
Cinemas
Car parks
Supermarkets
etc.
- business establishments
- churches
- schools
- bus terminals
- hospitals
- gas stations
List them up, get contact persons from each one and establish good
Relations with them even before your store opens.
Communicating new value offers or promo through leafleting that builds transactions
for your store will have a better chance if you get hold of contact persons from each possible
traffic generator within your trade area.
E.
The Survey
This sample survey form is evaluated and answered by people from your trade area.
This will tell you a lot about your customers profile and buying habits with other
video stores. For those who have availed of our product, you will be able to say how pleased
or displeased they were with us from previous experience.

28.
STORE OPENING
COUNTDOWN
Duty
Prepare Trade Area Map
Outdoor billboard / soon to open streamers
Ground breaking / construction /
Press release
DM meets w/ Marketing on Trade
Area of store
DM implement Trade Area Survey w/ Crew
Marketing arranges data gathered
Into reading form
DM surveys trade area, walk the
streets
Drops Dear Neighbor letter w/ raffle
Get to know the community,
Establish contacts
Soon to Open streamers
Prepare FA of Now Open handbills
Soon to Open Press Releases
Print handbills
Deliver handbills to store
Week to S.O.
Responsibility
8 weeks
Marketing
Marketing
7 weeks
6 weeks before
opening
PR
Marketing
5 weeks before
opening
4 weeks before
opening
Marketing
Marketing
Marketing
Marketing
3 weeks
1 week before
Opening
Marketing
Marketing
Marketing
Owner / Franchisee

29.
Duty
Signage installation
PR delivery streamers/ miniboard
Award to suppliers
Prepare for opening blitz campaign
Determine guests for store
Prepare invitations
Contact Priests
Deliver invitations
Deliver streamers, handbills to store
Deliver “Now open” streamers, now
Open posters, candles, and coins
Money for priests
Blitz of trade area
Week to S.O.
Responsibility
PR
Marketing
Purchasing
Marketing
Marketing
Marketing
Mktg./Franchisee/Owner
3 days before
Opening
Marketing
(Apply 18 weeks blitz for
store a 6-week awareness
Campaign)
Photographer / Flowers
Now Open Press Release
Blessing
Motorcade
Blessing &
On opening day
On opening day
On opening day
Marketing
Marketing
Mktg./Ops. /PR
Mktg./Ops

30.
The first two months of stores sales will show a trend on how your
store will perform in each of its segments. It is very important to track
your performance. Here’s how:
(1)
Plot your store’s sales per segment and its total sales on a
graphing paper
From the first week of operation. Marketing will help you start
up the period and week to start plotting your graphs according to
the PH calendar.
(2)
Plot the average check and transaction per segment.
These two simple tools will make your life so much easier as you
will usually understand your total sales relation to your segment’s
performance.

31.
The relation of AC/TC can understand each segment. The interplay of these elements
will help you have a better grasp of your store’s performance as well as to enable you to do a
plan of action towards increasing AC or TC in a particular segment to improve your overall
sales.
For stores with delivery, it is important to monitor your transactions per day per zone to
help you identify your weak days on a particular zone and over all to identify a weak zone
within the whole trade area. Always try to beat an achieved transaction per zone. If regular
monitoring indicates a drastic drop of transaction in a particular zone, direct your marketing
efforts to that zone.

32.
GRAND OPENING
A Grand Opening is held 6 weeks after a new traditional store opens, most especially if the
store hasn’t done very well in its first week of operations and there is a need to drive awareness
and trial of your store.
Marketing’s primary objective is to create awareness and drive trial through the use of
print media (mainly handbills), and in new markets, radio.
What comprises a Grand Opening?
- Ribbon Cutting
- Promotional Activities such as mini-concerts, games, parades
And motorcades, mascot appearances
- Press/VIP Party

33.
Steps:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Submission of plans
Revision / approval
Meeting with Ops
Solicitations
PR / FA preparations
Book print / radio
Finalize all arrangements
Request BOGs / payments
Final meeting with Ops
Implementation
6 weeks
5 weeks
4 weeks
3 weeks
2 weeks
1 week
Mktg. manager
GFM
Mktg./ AM / UM
Advertising
Advertising
Advertising
Mktg. manager
Mktg manager
Mktg./ AM / UM
A Grand Opening is a joint activity between the Marketing
Dept.and your Store team. You must get together with Marketing
to discuss responsibilities and activities for this big event.

34.
Establishing LSM
Local Store Marketing (LSM) is an integral part of your business. It means taking
the best of your neighbors’ opportunities and maximizing your business through them.
Many of your neighbors have regular customers. These may be yours, too. However:
1)
2)
3)
4)
Consider image of party to be considered as a business partner. It must Compliment
the ACA Video image or cater to the same market or market segment.
Consider the potential volume the business partner can generate for ACA Video.
Your tie-ups volume must be able to match or surpass the transaction your store
generates.
Tie-ups should be accessible to the store.
Most importantly, both parties should advertise the promotional activity, Preferably
at their cost.
Simple Tie-Ups You Can Implement
1)
2)
3)
4)
School / Office I.D. tie-up.
Tricycle / Jeepney tie-up
Display of “Trapal” for tricycle or “Tire Cover” for Jeepney.
Hang our Streamer tie-up
For identified strategic locations for streamers/banners, Free Membership.
For more tie-up ideas, please seek the help of your Marketing Department.

35.
MOTORCADE
IMPLEMENTATION
PROCEDURES

36.
WHAT IS NEEDED FOR A
MOTORCADE?












Audio van
2 additional van
Mascot and Talent for Mascot
Candies and Give aways, Balloons
Tape of company Video Jingle
Handbills and streamers
Leaftletters
Permit for the LG
Letter to the Traffic Office
Letter to Private Villages
Police Escort (optional)
Route

37.
IMPORTANT MATTERS
TO TAKE NOTES
Brief
the leafletter what
they will do
Check all the logistical
needs
Brief the Police Escort
about the route

38.
OBJECTIVE
 Ensure
uniformity of all
motorcade that will be
implemented.
 Help the Manager implement a
successful motorcade.
 Help the Manager in the
Preparation of the motorcade.

39.
WHY HOLD THE
MOTORCADE?
Blunting
Purposes
Awareness Tool
Help Increase Sales
For Opening

40.
STORE MANAGERS
GUIDE TO
MARKETING

41.
WHAT IS MARKETING?
Marketing is not just sales promotion, or advertising. It means a whole lot of
things, but is its primary objective is simply TO INCREASE SALES. However,
system wide marketing does not always cater to specific needs of individual store.
For example, one store may suffer from very low sales Mon-Fri while another may
experience flat trading during weekend.
In order to fill the gaps caused by system wide marketing we need to
implement Local Store Marketing or LSM. Research shows that over 80% of the
business of an individual store originate from a radius of 2-5 kilometers around a
suburban store and a 10-minute walking radius for a city (urban) store.
Local Store Marketing is the disciplined process of marketing your store to
consumers in your immediate trading area. The key word is DISCIPLINED, because
you have limited resources in terms of time and money and it is extremely important
that your local marketing efforts are targeted to provide maximum impact on sales
and profits.
This guide will give you step-by-step instructions on how to plan and execute
our own Local Store Marketing plan. If done correctly, this will result in increased
sales and profits.

42.
7 STEPS TO LSM
There are seven (7) very logical steps to the preparation of a good LSM plan.
1.
Fact gathering and Analysis.
After you have assembled all the background information about your store,
you must study the data rather carefully in order to extract those factors and
elements that have a direct bearing on your current and future sales and
profits.
After you have reviewed the data; prepare a summary of the most important
factors that are affecting current or future sales.
For example:
1.
2.
3.
Business has declined Mon-Fri, or;
Mon-Thurs late night transaction count is up,
But average bill value is down, or;
Store has low penetration of customers from
Specific part of its trading area.

43.
2.
Problems and Opportunities
a)
Problems:
What are the factors in your marketing
Situation that are having (or will have) a
Negative effect on current sales or future
Growth?
For Example:
:
:
:
b) Opportunities:
A Mon-Fri sale is down
Ticket average has declined
New competitors opening close by
What are the factors in your marketing
Situation that can be exploited for sales and growth?
For Example:
:
:
There are x number of schools within
The stores trading area.
Untapped potential of villages near Store.
This is an in between step in preparing your marketing plan. The next logical step
between Situation Analysis and formulations. Your objectives: Basically this step is one of
processing the Raw data listed in the Situation Analysis so as to identify and isolate the ones you
feel can work in making sales progress.
Some of the factors will be problems to which counter measures must be taken, others will
be opportunities that can be exploited through new and timely actions.

44.
3.
Objectives
Remember when outlining your objectives that there are only two Ways to increase sales:
1)
Increase ticket count (transaction count)
• By selling to the new customers
• By selling to the same customers more often.
2)
Increase average check (transaction valve)
• Increasing the peso amount of the customer’s transaction by
Making them trade up or selling more items.
Objectives are the anticipated end results of marketing activities, which are within
your capabilities and constraints (time, manpower, budget, etc.) to execute.
Your objectives should always be:
• Specific – as to who/ when/ where. Always set the time frame within which the
Measurable objectives will be achieved.
• Measurable – through sales data, menu mix, data, local research or through other
Means of measuring before, during and after results.
• Achievable / Actionable
• Realistic – achievable is using available resources in a given time.
• Time bound – There is a start and end.

45.
OBJECTIVE SHOULD INCLUDE THE FOLLOWING:
•
•
•
•
•
Sales – expressed in P or percentage gains within a specific time frame.
Units sold – of a specific item or items within a given time frame.
Sales by day of week or day-part or a particular segment of customers for the
programs (e.g. students, children, etc.)
Ideal promo costs, which should include labor, food and paper costs of campaign.
Intangibles such as consumer awareness of your location or customers attitudes
about your service provided these objectives can be measured by pre/ post-promo
Surveys.
EXAMPLES OF OBJECTIVES:
a)
b)
c)
Increase average check from P160 to 170 by October 30th.
Achieve a Real Growth of 15% compared to same months last year.
Generate increased business through crew training on sales techniques.

46.
4.
Strategy
What elements of the marketing mix will you use to reach your objectives?
What target groups or sales day parts or traffic generators will you address in your
marketing plan?
Developing a strategy is not preparing a plan; it is, however, further tuning of the
objectives that have been set. The strategy will detail the target market or segment of business
and will also detail which section of people, consumer or staff will be involved.
EXAMPLES OF STRATEGIES:
•
•
•
Develop contacts with local high schools and elementary schools; then develops
School-oriented promotions that will be jointly beneficial.
Provide incentives for increasing check size among current customers in weekday
8:00 p.m. until closing time.
Conduct activities to increase crew sales performance.
NB In each of the above examples, there is a definition of the type of activity (but
no (details) and the specific target audience to be involved.

47.
5.
Plan/ Budget
Having set your objectives and developed strategies to meet them, you must now plan the
details of how your strategies will be accomplished. The first step in this process is to establish
a budget.
The Marketing department will assist you in determining a realistic budget for your
LSM activity.
Having established the budget the next step to plan is the details, the day by day activities
that will result in the achievement of your objectives. The plan will include specific materials,
method of distribution, implementation, people involved, target market or segment and above
all time frames.
Usually with LSM, it is desirable to have more than one, activity being implemented at
the same time. Also these LSM activities should compliment any system wide campaign that
may also be running. The type and quantity of media to be used should also be clearly set out
in a plan.

48.
A good promo plan should have the following characteristics:
a)
Relatively short term
b)
Generates fast action
c)
Capitalizes on Consumer Acceptance
d)
Transfers Good brand Image to Sales Action
Should tie in with system wide Advertising.
The third most important part of a good LSM plan is merchandising.
Merchandising is in-store communication to motivate customer behavior at the point of
Purchase.
Some of the uses of merchandising include:
•
Generate a desired consumer action (consistent with your
Objectives and strategy)
•
Impact the customer at the time of purchase or item selection
Process, aid in product selection.
•
Influence selection of a particular item e.g. new products or higher
Income earning products.
•
Suggest additional orders of tapes.
•
Communicate special information, e.g. price or promotion
These merchandising materials are usually in the form of streamers, banners, and
posters. Any material, which conveys a message to the consumer, can be deemed to be
merchandising material.
Once again the marketing department is there to assist you with your LSM plan.

49.
6.
Execution
The successful execution of your LSM plan will depend on how well you
Follow through on the steps of the plan. The most important factor in the execution will be to
make sure that every detail is covered.
The best way not to miss the details is to prepare a planning calendar. This calendar
will have the details of work to be done, by whom and by when.
Another vitally important step is to hold crew meetings. Each crewmember should
not only know his own responsibilities in a given program but the overall big picture of the
program; the reasoning behind the program, the why and the how for the particular activities
you have scheduled.
And finally, daily monitoring of the activities by the store manager must be
practiced as the plan unfolds. Particular attention should constantly be given to the crews
Performance regarding promotional activities.
7.
Evaluation
The evaluation of your plan and the programs it contains must be given at
The time you are establishing the objectives, because each objective must be measurable. The
methods for accomplishing these measurements should be a part of your planning.
In addition to evaluating the overall plan through sales results, product mix shifts and
other regularly maintained records, you must also plan to evaluate the individual activities. This is
necessary so that you can build a history and documentation for promotions that work vs. those that
don’t work – the redemption rates and sales results from specific types of promotions, and the
elements of a program that could be improved or should be dropped entirely.

50.
PROMOTION OUTLINE
Promotion
Name:
Simply stated, it is the name of the promotion.
Target
Audience:
this determines whom you want to reach. Are you trying to reach?
Senior citizens, the residents of a nearby block of flats, or perhaps
business people in the area, or some combination of groups? Your
analysis of your customers and market will help narrow down a
specific target group for your promotion.
Objective:
The objective should always measurable. For instance, you might
be trying to increase customers by X% over last period, this year
or last year. Some objectives, such as building community
goodwill may not be measurable.
Objectives are perhaps the most important factors in your LSM plan.
Strategy:
Strategies are the methods you use to achieve your objectives. The
strategy, which forms the bulk of your campaign, is completely
dictated by the objectives. It forms the actual steps you take to
implement the program.

51.
Materials
Provided:
This outlines what materials are provided in the LSM Kit to help you
implement the promotion. For example, finished artwork for a newspaper
advertisement. These materials, can simply be ordered from Marketing with
necessary identification for your store or taken to a printer for production.
Mechanics:
Here is the real meat of the promotion. In this section, how this program
should be run is detailed step-by-step.
Expected /
Financial
Pre-Analysis
Result:
To assist you to complete a financial justification for your LSM program,
some expected results have been included. These are based upon results from
similar promotions in the past, but may vary depending upon your offer, your
target and the level of support you and your staff provided.
Objectives are perhaps the most important factors in your LSM plan.
Method of
Evaluation:
At the back of this section you will find the forms you need to determine
whether or not the promotion was a success. All LSM Programs should be
measured and evaluated. This will help you to identify problem areas and
make changes for the future promotions. It may also help you to recommend
the promotion to other stores with similar problems or opportunities.

52.
LSM PROMOTIONS
Promotion Name :
Suggestive Selling Contest.
Target
Audience :
This promotion is internal, it targets your own staff. From time to
time your problems or opportunities will not be solved by an
External promotion, the source may be due to a lack of staff
enthusiasm.
Objective :
To foster positive store spirit and staff motivation via as suggestive
selling contest increasing side item sales by Y% weekly.
Strategy :
A suggestive selling contest is launched in stores via a meeting with all
staff. All crew members are advised of the percentage increase
required as a team to win prizes.
A range of prizes will be available and your selection may depend upon
your location.
The selling competition should run for 4 weeks with weekly results posted
on the chart provided. Staff would be kept motivated with regular sport
prizes for excellent achievement.
Results are tracked against the same week of the prior year and the
percentage sales increase must allow for price rises.

53.
Materials
Provided:
Mechanics:
Competition tracking chart
Samples of prize vouchers
1)
2)
3)
4)
5)
Expected
Results:
Identify whether your store staffs requires a motivational lift.
Order the materials required from Marketing.
Enthusiastically launch the program to all staff, encouraging a true
team spirit.
Track weekly sales against prior year and record on the large
tracking chart. Display this chart prominently on your noticeboard.
Continue to motivate staff by selecting random winners for
excellence in service, quality etc. This should include cooks and
host/hostesses.
Only you know the ability of your staff to reach their full potential.
The result will depend upon how you emphasize the importance of
teamwork amongst your staff. However, a 5% or 10% increases in your side item sales will
contribute considerable bottomline profit.

54.
THE TRADE AREA
PROFILE

55.
The trade area profile (T.A.P.) ensures you capture all
possible opportunities in your area.
You also have the ability to update frequently and rank
your LSM ideas in order of potential.

56.
STAGE ONE
Looking at your location...
A vital element of LSM understands your location. Once you know the environment in which you
are situated. You can then pinpoint opportunities.
The first step in this understanding is to buy a map. Pin points your location and "flag" it in some
way (a large red dot is great). Look carefully at the map and judge the area in which most of your
customers are situated.
A good working model is to draw a three-kilometer radius from your store to define the area within
which you can expect people to travel to your store.
Analyze traffic routes to your store and directions of traffic flow. Identify obstacles such as traffic
lights, parking restrictions and highways. For leafleting purposes, a 10-minute walking distance
from your store is an ideal way to analyze traffic generators.
Don't forget to include the effect of another ACA store in your area.
A good idea for express units is to obtain a map of the Shopping Center/Mall that your unit is
located. This will enable you to pinpoint opportunities within the mall and possible competitors.
You should also obtain a map of your local area and draw a 1-2 km radius around the shopping
center. You are safe in assuming that people from this area will come to the center for lunch and
shopping.

57.
STAGE TWO
Once you have completed the trade area profile-you will have all the information
required for LSM programs at your fingertips. So it is well worthwhile to complete all
the following sections.
Identification
Store
________________________________
Manager
________________________________
District Manager ________________________________
Opportunities
This represents a list of opportunities under key headings. Within these headings you
should rank in order of sales potential.

58.
Shopping Areas:
Shopping Areas always draw groups of people. Perhaps you could turn these groups into regular
customers with the right offer?
E.g.
1. Farmers Plaza (146 shops inside)
1. __________________________
2. __________________________
3. __________________________
4. __________________________
Factories/Hospitals/Banks
Factories, hospitals and banks generally mean many people under one roof. You can develop a
tie-up with them for additional member.
e.g.
1. St. Luke's Medical Center
2. A garments factory
1. __________________________
2. __________________________
3. __________________________
4. __________________________

59.
Sports Clubs/Country Clubs/Bowling/Billiard Halls/Gym
Sports and country clubs mean families. Gym & billiard halls mean 18-35 year olds. Don't
forget the Bowling Halls need food alternatives. Consider the opportunities and list below.
e.g.
1. Pro-Gym
2. Celebrity Sports Club
1. ___________________________
2. ___________________________
3. ___________________________
4. ___________________________
School Organizations/PTA's
School organizations have activities that provide opportunities for new members. School
organizations have a lot of members that are potential customers.
e.g.
1. Ateneo Grade School PTA
2. UP Economic Society
1. __________________________
2. __________________________
3. __________________________
4. __________________________

60.
Entertainment
Where do the local people go in the evenings and weekends? Is there an area where a lot of
people come to visit?
e.g.
1. Movie Theater
2. Disco
3. Concert Hall
1. __________________________
2. __________________________
3. __________________________
4. __________________________
Parking
Cars windscreens for leaflets. Check Parking times and rank opportunities.
e.g. 1. SM Carpark - 400 cars, 10:00 a.m. - 12:00 m.n.
1. ________________________________________
2. ________________________________________
3. ________________________________________
4. ________________________________________

61.
Schools
Rank in order of age range and number. Remember young families are a better target as
customer.
e.g. 1. Stella Maris College
1. ______________________________
2. ______________________________
3. ______________________________
4. ______________________________
Offices
Great potential for customer base. Rank in order of number of people. Remember 200
employees’ two kilometers away may offer more potential than 50 employees three blocks
away.
1. _______________________________
2. _______________________________
3. _______________________________
4. _______________________________

62.
Office Details
Once you have identified nearby potential offices, write down all related details about
the offices for future reference. You may decide you would like to approach 2-3 offices
at a time for customer sourcing.
1.
Name
______________________
Company ______________________
Address
______________________
______________________
Telephone ______________________
2.
Name
______________________
Company ______________________
Address
______________________
______________________
Telephone ______________________

63.
STAGE THREE
Residential
Creating your own residential profile provides useful information for promotions that
include such materials as letterbox drops and leaflets.
First consider the area your unit services. Then pinpoint the area where people are most
likely to patronize ACA Video. Define your Major Target Areas:
Target Area One
e.g. New Manila along E. Rodriguez from EDSA to Doña Hemady
__________________________________________
__________________________________________
__________________________________________
Target Area Two
_________________________________________________
__________________________________________
__________________________________________
Target Area Three
__________________________________________
__________________________________________
__________________________________________

64.
Rank Order of Opportunities
This section summarizes stages Two and Three. Look back over the sections you have
completed thus far, group them together and relate them to different segments of your
business.
Again, rank them in order of the sales opportunities and the importance or impact they will
have on your unit.
A. 18-34 year olds
e.g. 1. University 2. Gym
1. _____________________________
2. _____________________________
3. _____________________________
4. _____________________________
B. Families and Children
e.g. 1. Ateneo Grade School
2. Young family housing
1. _____________________________
2. _____________________________
3. _____________________________
4. _____________________________

65.
STAGE FOUR
Competition
Competition will always have some impact, whether small or large, on your sales and trade. If a
competitor has a good trade, ask, "Where is it coming from?" and "How can I divert that trade into
my store?"
The closer a competitor is to you, the easier it should be divert their trade.
List your competitors in distance away categories and record the approximate number of orders
they would serve on a busy night.
Within 100 meters of your unit...
e.g. 1. Video City - 500 2. Laser Tech - 100
1. _____________________________________
2. _____________________________________
Within 1 kilometer of your unit
1. _____________________________________
2. _____________________________________
Within three kilometers of your unit
1. _____________________________________
2. _____________________________________

66.
STAGE FIVE
Local Media
Try to gain as much exposure for your unit as possible in your local media.
Be aware of what other competitors are doing by reading local papers and magazines. If they
are "Stealing the show" with their promotions, maybe you can do something better - and let the
media know!
Rank local media in order of importance to your store:
Local Radio
1.
Station
Contact Person
Phone Nos.
_____________________
_____________________
_____________________
Local Newspapers
1.
Newspaper
Contact
Phone Nos.
_____________________
_____________________
_____________________

67.
STAGE SIX
Key Contacts
This file should contain any person you meet or use in business. Make this file as
comprehensive as possible. Write down all details and constantly update this information.
Photocopy this page as many as necessary to create a sound contact file that works for you and
anyone that may need to use this file.
Key Contact List...
1.
Name
Company
Address
Phone Nos.
Great Contact For
____________________________
____________________________
____________________________
____________________________
____________________________
2.
Name
Company
Address
Phone Nos.
Great Contact For
____________________________
____________________________
____________________________
____________________________
____________________________

68.
STAGE SEVEN
Your existing customer base
A handy tool in LSM also knows whom your existing customers are, where they are from and
the nature of their business with you.
A customer will feel important if we ask their opinion and show concern for the way we treat
them, and a customer that feels good will certainly remember this and return.

69.
STORE PROFILE

70.
While the Trading Area Profile will tell you about the
opportunities that exist in your area, it will not tell you
those that exist within your store itself.
You will, of course, know that - for example, Mondays are
slow and Sundays are hectic, but for Local Store Marketing
you need to know more than that.
You need quantified information that you can compare
from time to time, to know whether or not you are
successful.
The following Store Profile will allow you to keep a record
of the data necessary to plan your promotions based on
areas of potential growth.

71.
STORE PROFILE - Part
One
IDENTIFICATION
Store
Address
Opening Date
No. of Titles
Store Manager
Date Today
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
_______________________________
STORE SALES HISTORY
Store Name:
MONTH
TY
JAN.
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
TOTAL
TOTAL SALES
LY
%
TY
TOTAL TRANS.
LY
%
TOTAL AVE. CHECK
TY
LY
%

72.
STORE PROFILE - Part
two
Based on a four week period ending __________________
What is your % split of total membership between Active and Inactive?
Is it strength or a weakness?
Area Averages can be obtained from your District Manager.
STORE
Old Members
New Members
Active Members
Inactive Members
TOTAL

73.
STORE PROFILE - Part
three
SUMMARY
This is a summary of all the sales data collected in a form, which can be compared, to the rank
order of opportunities in the Trading Area Profile.
Strengths:
________________________________________________________________________
________________________________________________________________________
Weaknesses:
________________________________________________________________________
________________________________________________________________________
Opportunities:
________________________________________________________________________
________________________________________________________________________
Threat
________________________________________________________________________
________________________________________________________________________

74.
RETAIL TRADING
AREA

75.
TRAFFIC GENERATORS
a.
Sources of information:
Municipal
Barangay Data
Maps
Interviews
Actual visits to this establishments
b.
Schools
List of private schools
List of public schools
Number of teachers per school
Number of male/female students in private/public schools
Number of enrollees for the elementary/high school/college
Levels per school.
List of each school’s yearly activities
Number of graduates per school year
Contact person for each school
Schedule of classes

76.
c.
Business / Commercial Establishments
Number of employees per establishment
List / schedule of company activities
Type of merchandise per store
Customer profile of each store
Contact persons per establishment
Business hours
d.
Subdivision / Villages
Name of each subdivision
Owners / Developers
Number of houses
Number of people per houses
President/Officers of Homeowner’s
Association
List of community activities
Economic profile per village
e.
Churches
Schedule of masses
Average number of churchgoers per day
List of church activities
Types of religion
Schedule of weddings, baptism, confirmation
Number of weddings, baptism, confirmation
Contact persons per church
List of religious organizations
Capacity

77.
f.
Health Facilities
Number/List of private schools
Number/List of government hospitals
List of clinics – Dental/Optical
Number of patients per hospital
Number of employees
Contact persons
List of activities
Visiting hours
g.
Hotels
Number of customers
Profile customers
Peak season
Number of employees
List of activities
List of services
Contact person
Capacity
h.
Dormitories
Capacity
Profile of market
Curfew hours
Contact person

78.
i.
Coliseums
Seating capacity
List of shows/events
Contact person
Rental rates
j.
Public Transformation Terminals
Bus/Jeepney/Tricycle routes
Number of Passengers per day
Peak day/Slack day – Peak hours/Slack hours
Number of drivers
List of Driver’s Associations plus officers
For provincial buses: schedule of trips
Bus/Jeepney?Tricycle fares
Schedule of activities per barangay

79.
COMPETITION
a.
Information
Complete address
Distance from the store
Product line and price
Operations strengths/weaknesses/facilities
Localized store marketing promotion
Systemwide promotion
Other services
Merchandising materials
Number of people in the store during the visit
Estimated sales – peak day/slack days
Business hours
b.
Sources of information
Traffic count
Last customer
Data from administration

80.
COMMUNICATION
OPTIONS TO DRIVE
AWARENESS AND TRIAL
OF A QUICK SERVICE
CHAIN

81.
MEDIA
Traditional & NonTraditional
1. TELEVISION
1.1
Television Advertising – Thematic
Builds long-term good image and awareness for the brand. Its job is to put
your chain into your customer’s minds as the top or one of his top 3 choices
when he wants to borrow videogram titles.
1.2
Television Advertising – Promotional Support
Announces a promotion currently happening. Its job is to “call the customer
action” right away by enticing him with an attractive short-term benefit.
Works best when the thematic advertising has done the job.
1.3
Casual Pluggings
A slide announcement (may be thematic or promo) within a TV show, usually
done in variety shows. Ideally host read spiel when slide is shown. Good for
CD promos and announcement of openings.

82.
1.4
TV Guestings
Usually done within variety and talk shows and good for announcing new
promotions and introduction of new products. Time allotted: From 3-5
minutes.
1.5
Portion Buys
Also done with variety shows and used for raffle draws, games, song and dance
numbers by mascots or endorsers, or for in-depth interviews. Time allotted: 510 minutes
1.6
Sponsorship of TV Specials
Multi-spot buying within blockbuster movies or shows such as awards nights,
beauty pageants and concerts. Package usually includes OBB/CBB credits
(bumpers) and spots within each commercial gap. Good value-for-money
option if your goal is to gain instant high frequency targets among your target
markets.
1.7
Casual Exposure in Sitcoms or Mentions By Host
Instances when actors play roles as personnel of your chain or if your chain is
used as a venue for a sitcom or drama series. Also, casual mentions by a
popular Host while conversing with co-hosts. Usually negotiated one-on-one
with producers, writers and show hosts.

83.
2. RADIO
2.1
Radio Spots
Radio advertising is preferred during drive time of 6-9 am. Secondary drive
time is 4-8 p.m. Minimum of 6-8 spots per day needed for effective frequency.
Must be done only in stations that your target markets listen to.
2.2
Announcer-on-Boards (AOBs)
Written spiels given to DJs who announce the messages live. Paid for usually
negotiated for free with paid spots, these work best to announce special events
such as Grand Openings, shows and promo launches.
2.3
Games
Call-in games are most popular when the caller is asked a question pertaining
to your chain. Correct answers win him prizes in kind. Paid for (usually exdeal) and consists of combination of spots and games. High participation
among students.
2.4
DJ Visits
An LSM option where the store nearest a popular radio station brings food to
the DJ in exchange for free pluggings. Very low cost, easy to implement and
good exposure for new products.
2.5
Remote Coverage
Radio station sets up a DJ booth within your store and operates on relay for a
special duration (usually a day). Good for Grand Opening coverage of events.

84.
3. PRINT
3.1
3.2
3.3
Promotional Print Advertising
Press Releases
Photo Releases
4. OUTDOOR MEDIA
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Miniboards (2x2)
Billboards
Streamers
Vertical Banners
Pylons
Poster Ads
Phone Stickers
Door Hangers
Coupons
Leaflets

85.
LOCAL STORE
MARKETING TOOLS AND
ACTIVITIES
1. Tools
1.1
Crew and Store Incentive
Programs
1.2
Suggestive Sell Programs
1.3
Crew buttons
1.4
Coupons
1.5
Leaflets
1.6
Place mats
1.7
Mobiles
1.8
Counter Standees
1.9
Posters
1.10 Tent cards
2. Sales Generating Activities
2.1
2.2
2.3
2.4
2.5
2.6
Store Tours
Frequency Cards
ID Tie-ups
Payroll Stuffers
Crewponing
Leafleting

86.
3. MERCHANDISING
Merchandising items such as tee-shirts, baseball caps and other
attractive items can be very attractive marketing tools. They must
be branded nicely so that the user will identify with the good image
of the brand he is subconsciously advertising.
These may be sold at the outlets with or without a purchase
requirement:
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
tee-shirt
baseball caps
umbrellas
key chains
jackets
pens
stickers
mugs or glasses

87.
4.
KIDS MARKETING ACTIVITIES
Kids Marketing is a tool often used by fastfeeders such as Jollibee.
Children are basically the marketing tools and “baits” to bring children
into the store is:
4.1 Miniplay & Activity Area – Slides, rocking animals, mini tables
and chairs.
4.2 Kids Packs – A bundle consisting of cartoons and kid’s oriented
movies.
4.3 Mascots – Appearances by the chain mascots at the stores,
birthday parties or malls attract children who view these
oversized dolls.
4.4 Kiddie Clubs and Newsletters – A tool for inspiring loyalty of a
child for a brand that regularly sends him mail, and give the child a
sense of belonging.
4.5 Kiddie Activity Books – Either given for free or sold at cost,
these activity books keep a child absorbed while waiting for his
parents inside the store. A set consists of a pencil or crayons,
coloring or activity book, or puzzle and stickers.

88.
SALES BUILDING
MODEL
SALES = TRANSACTION COUNT X AVERAGE CHECK
OBJECTIVES:
STRATEGIES:
INCREASE TRANSACTION COUNT (TRAFFIC)
INCREASE TRIAL OF
NEW CUSTOMERS
TACTICAL
TECHNIQUES: •Grand Opening
•Direct Mail
•Payroll Envelope Stuffers
•Retailer Tie-ins
•Anniversary Event
•Cinema Tie-ins
•Door Hanger Coupons/Insert
•New Titles
•Directional Billboard
•Advertised Events
•Motorcade
•Village of the Week
•Free Delivery
•Off Premise Pre-selling
of Membership
TARGET
AUDIENCE:
ACTIONS MUST GET
NEW CUSTOMERS
INCREASE AVERAGE CHECK
INCREASE VISIT FREQUENCY
OF CURRENT CUSTOMERS
SELL LARGER SIZED
OR HIGHER PRICED ITEMS
SELL MORE ITEMS
PER TRANSACTION
•Excellent Service
•Quality VHS /Titles
•Frequency Cards
•Premium Sets/On Pack Promo
•Coupons
•On-going Events
•Bounce Back Coupons
•Come Back Coupons
•Free Delivery
•Condonation Promo
•Suggestive Selling
•Special Point of Sale
Material
•Larger Packages
(e.g. 3+1, 5 for 5)
•Larger New Products
(e.g. LD’s. VCD’s)
•Feature Pricing of
Larger Sizes
•Increase Prices
•50% Off Promo
•Suggestive Selling
•Kid’s Deal Packaging
•Family Deals Nights
•3+1
•5 for 5
•Rent All You Can
•Hot Take Away Offer
ACTIONS ARE TARGETTED TO CURRENT CUSTOMERS

89.
LOCAL STORE
MARKETING FILES
MARKETING SITUATION
A.
INTERNAL SITUATION
TOTAL SALES
MONTH
TY
LY
%
TOTAL TRANS.
TY
LY
%
TOTAL AVE.
CHECK
TY
LY
JAN.
FEB.
MARCH
APRIL
MAY
JUNE
JULY
AUG.
SEP
OCT.
NOV.
DEC.
TOTAL
PEAK MONTHS
________________
________________
LEAN MONTHS
________________
________________
KEY OBSERVATIONS
_________________________________________________________
_________________________________________________________
%

90.
EXTERNAL MARKETING SITUATION
COMPANY
COMPETITOR COMPETITOR COMPETITOR
STRENGTH
1
2
3
4
5
6
WEAKNESS
1
2
3
4
5
6
OPPORTUNITIES
1
2
3
4
5
6
THREAT
1
2
3
4
5
6
KEY OBSERVATIONS
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________

91.
ACTION PLANS
MONTH
JAN.
FEB.
MAR.
APR.
MAY
JUNE
JULY
AUG.
SEPT.
OCT.
NOV.
DEC.
ACTIVITY
STATUS/REMARKS
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
________________________________________________
PREPARED BY
________________________
APPROVED BY
_______________________

92.
MSR EVALUATION
NAME :
STORE :
DATE :
TOTAL SCORE :
SECTION A :
SECTION C :
BUSINESS DEVELOPEMENT 30%
BUSINESS TIE-UPS
MEMBERSHIP PRE-SELLING
max(100pts.)
LOCAL STORE MARKETING 20%
PROMO PROPOSAL
IMPLEMENTED AT STORE
IMPLEMENTED AT AREA LEVEL
50pts.
50pts.
TOTAL :
IMPLEMENTED SYSTEM WIDE
COMMENTS :
max(100pts.)
COMMENTS :
BUSS.DEV.SCORE :
70pts.
80pts.
90pts.
100pts.
TOTAL :
%
SECTION B :
LSM SCORE :
%
SECTION D:
AWARENESS 30%
NEWSPAPER INSERT
HANDBILL HOLDER TIE-UPS
ADMINISTRATIVE FUNCTION 20%
INVENTORY OF COLLATERALS
20pts.
SALES REPORT
20pts.
COMPETTETIVE CHECK REPORT
10pts.
ATTENDANCE
30pts.
GROOMING
10pts.
UNIFORM
5pts.
COMPLETION OF TRAINING
5pts.
max(100pts.)
TOTAL :
COMMENTS :
30pts.
10pts.
LEAFLETTING AND SATURATION DRIVES 30pts.
MOTORCADES
TIE-UPS FOR BANNERS,
AND POSTERS
GIVEAWAYS AND OTHERS
max(100pts.)
COMMENTS :
10pts.
10pts.
10pts.
TOTAL :
AWARENESS SCORE :
ADDITIONAL FUNCTIONS : +
%
ADMI.FUNC. SCORE :
%
EVALUATED BY :
cgr 04/15/99
%
%

93.
CONSOLIDATED
ADVERTISING & PROMOTIONS PLAN
PROPERTY
:
ACTIVITY
:
DURATION
:
ESTIM ATED AD & PROM O
EXPENDITURES
:
ESTIM ATED GROSS SALES
FOR PERIOD COVERED
ESTIM ATED NET SALES
:
PERCENTAGE OF AD & PROM O
EXPENDITURES TO NET SALES
:
:
Prepared By:
Endorsed By:
Approved By:

94.
PROMOTION/EVENT
REQUIREMENTS SUMMARY PLAN
PROMOTION/EVENT TITLE :
DATE PREPARED :
DURATION :
TARGET AUDIENCE
VENUE/LOCATION :
EST. GROSS (if any) :
1. COMMENTS ON THE SUITABILITY OF THE EVENT (Target Market & Appropriateness) :
2. SCHEDULE OF ACTIVITIES (Dates of Launching, Special Events, Termination, etc.) :
3. PROPOSED PUBLICITY PLAN :
4. PROPOSED ADVERTISING PLAN :
5. GENERAL REMARKS
PREPARED BY :
ENDORSED BY :
APPROVED BY :

95.
BASIC REQUIREMENTS CHECKLIST
EVENT/PROMO :
Page 1 of 3
DATE :
VENUE/AREA :
MATERIALS
QTY
N
R
2. Manila Bulletin
W
3. Phil Daily Inquirer
S
P
1. Philippine Star
E
4.
P
5.
A
I
P
E
M
N
R
T
M
1.
A
2.
G
3.
E
D
R
1. STAR
F
A
2. DZMB
M 3. DWLS
4.
I
D
I
1.
A
A
O
2.
M
3.
Channel 2
T
Channel 5
Channel 7
V
Channel 9
Channel 13
C
O
L
L
A
T
E
R
A
O
U
T
D
O
O
R
B
I
L
L
B
O
A
R
D
1.
2.
3.
4.
5.
6.
DUE/STARTING DATE
REMARKS

96.
Page 2 of 3
MATERIALS
STREA-
1. Giant - 2x19 mts.
MERS
2. Reg - 1x9 mts.
C
3. Reg - 1x6 mts.
BANNERS 1. 2 x 1 mtrs.
O
2.
POSTERS
L
L
1. Outdoor - 24"x36"
2. Indoor - 18" x 24"
1. 6" x 9"
BILLS
A
HAND-
2. 6" x 8"
MOBILES
1.
/BUNTINGS2.
T
COUPONS 1.
E
T.CARDS
R
STICKER
1.
1. 4" x 12"
2.
3.
A
BROC-
1.
HURES
2.
L
1.
MAILERS
2.
3.
S
1
2.
P
OTHERS
3.
1. Press Conference
U
2. Guest List / Invitation
B
3. Press / Info Kit
L
I
PRESS
C
RELEASE Photo Releases
I
T
Y
Sig. Paragraph
Column Items
QTY
DUE/STARTING DATE
REMARKS

97.
ACTIVITY DETAILS
PUBLICATIONS
P
R
I
N
T
M
E
D
I
A
DATE
AMOUNT
SIZE
%
COST
PRODUCTION COST
SUB - TOTAL
C
O
L
L
A
T
E
R
A
L
S
B
R
O
A
D
C
A
S
T
DESCRIPTION
Posters
Handbills
Streamers
Banners
Tentcards
Mobiles
Others
Production
QTY
SIZE
160
100,000
18 x 24
6 x9
80
COST
1x 2
SUB - TOTAL
TYPE
STATION FREQUENCY
STAR
DZMB
PROD.
DATE
COST
M RADIO
E
D
I TELEVISION
A
CINEMA
SUB - TOTAL
PUBLICITY
OTHER COSTS
GRAND TOTAL
LESS : SPONSORSHIP
NET BUDGET
PREPARED BY :
ENDORSED BY :
APPROVED BY :

98.
FORMAT
Sales Objectives for Retail and Service
Short-Term (One Year)
1.
2.
Increase total sales _________% and transactions __________% over
previous year, from P__________ to P_________ and from _________
transactions to _________ transactions.
Increase comparable store sales _________% and transactions _________%
over previous year, from P_________ to P w_________
and
from
_________ transactions to __________ transactions.
Long-Term
1. Increase total sales _________% and transactions _________% for 19
__________ to 19 _________, from P_________ to P_________ and from
__________ transactions to _________ transactions.
2. Increase comparable store sales _________% and transactions _________%
for 19 _________ to 19 _________, from P_________ to P_________ and
from _________ transactions to _________ transactions.
Rationale
Note: 1. Use this format for total store sales as well as for specific retail and service categories.
Retailers might also want to use unit objectives as well. Service organizations use dollar
and persons / companies served.
2. Include profit objectives as well using a similar format.
List two and three year sales objectives separately.

99.
FORMAT
Marketing Objectives
Short-Term Objectives
Rationale
Long-Term Objectives
Rationale

100.
FORMAT
Marketing Objectives for Retail and Service
Short-Term (One year)
Long Term
Rationale
1. Increase total sales ____________% and transactions ____________% over previous year,
from P___________ to P__________ and from ____________ transactions to ____________
transactions.
2. Increase comparable store sales ____________% and transactions ____________% over
previous year, from P___________ to P____________ and from ___________ transactions
to ____________ transactions.
1. Increase total sales ____________% and transactions ___________% for 19 ____________
to 19 ____________, from P____________ to P____________ and from ____________
transactions to ____________ transactions.
2. Increase comparable store sales ____________% and transactions ____________% for 19
____________ to 19 ____________ from P____________ to P____________ and from
___________ transactions to ____________ transactions.
Note: 1. Use this format for total store sales as well as for specific retail and service categories. Retailers might also
want to use unit objectives as well. Service organizations use dollar and persons / companies served.
2. Include profit objectives as well using a similar format.
List two and three year sales objectives separately.
MARKETING OBJECTIVE
SHORT-TERM OBJECTIVE
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
LONG-TERM OBJECTIVE
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

101.
LSM PRE-APPROVAL REQUIREMENTS
All LSM promotion activity that will be submitted for
approval should use the format provided (see A Attached) and
attach of the following:
A.
B.
C.
D.
Payback / Breakeven Analysis / Pre-promo Analysis
Market situation
Secure a local DTI permit per promo
Sales analysis using (sales data of 2 previous months: (4 pay
week and 4 non-payweek)
Collateral’s compre / Poster Lay-out, Handbill Lay-out, Streamers
Lay-out and other merchandising materials.

102.
DATE
: ___________________
TO
: ___________________
___________________
___________________
Dear ____________________,
We would like to inform your good office that ____________ branch is doing some
Marketing activities part of it is leafletting.
In connection to this, we are seeking your approval to allow us conduct leafletting in your
area for two consecutive months.
In return, we are willing to give you a free membership.
Hope you will bear with us! Thank you very much.
Sincerely yours,
NEA SANCHEZ
Marketing Assistant
RECEIVED BY:
Noted by:
_____________________
ROWENA ABLAZA
Unit Manager

103.
March ____, 1999
THE ADMINISTRATION
MUNICIPAL HALL
ROSARIO, CAVITE
Dear Sir / Madame:
GREETINGS from _____________________,!
____________ branch will be opening on April 9, 1999 and in connection with this, we would
like to request a permit to do a “MOTORCADE” on March 26, 1999; 8:00 a.m. – 10:00 a.m.
within the vicinity of Rosario, Cavite through this activity it will help us to aware the people that
we are putting-up another store in Rosario, Cavite.
Your favorable response is highly appreciated.
Very truly yours,
Kenneth Sace
Marketing Manager
Cell #: 0918-8401219

104.
March ____, 1999
THE ADMINISTRATION
MUNICIPAL HALL
TANAUAN, BATANGAS
Dear Sir / Madame:
GREETINGS from ____________________!
_______________________ branch will be opening on April 23, 1999 and in connection
with this, we would like to request a permit to install banners 2’x6’ and Directional Signs
2x3 within the vicinity of Tanauan through this activity it will help us to aware the people
that we are putting-up another store in Tanauan, Batangas.
Your favorable response is highly appreciated.
Very truly yours,
Phoebe Maglaya
Marketing Manager
Cell #: 0912-8809944