Prepared for our fictional wine business South Oz Wines. Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.

1. Implementation
Plan
Prepared for:
Hannah Robinson – 0863482
Lecturer: Diane Lee
Due: 18th June, 2010.
Word Count: 2,032 words

2. General Checklist
Item Completed
Title Page, with all requested components, is present
Table of Contents, has numbered headings and sub-headings
Assignment has all pages numbered
Page numbers correlate with Table of Contents (use Headings in Word to
automate)
Spelling and grammar correct (no typos)
Writing has clearly been planned
Assignment is double-spaced
Assignment has wide margins (minimum 2cm either side)
If class material has been used, it is rewritten in own words
Assignment adheres to prescribed structure, format or template
Assignment is well-researched
Assignment has answered the question
Assignment has included only relevant information
Assignment does not include rhetorical questions
All information referenced in body of assignment (Harvard Style)
Reference formatted correctly in end-list (Harvard Style)
Document has been either stapled or bound (do not use plastic
presentation sleeves)
Assignment is submitted on time
Assignment adheres to word limit
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3. Executive Summary
In 1936, Helmit Schoen and his family settled in Adelaide and purchased two hundred acres of land in
McLaren Vale. South Oz Winery had developed as a small business and then eventually developed on
the land, a 12 unit bed and breakfast, a restaurant and a small arts and crafts shop in the tasting area. All
these developments have been very successful; however the winery was the major growth and profits
provider. In 2004 and 2006, the Shiraz red variety received the Jimmy Watson trophy and by receiving
this award, it provided a significant boost to the brand awareness and the demand of wine.
Our vision for the future is “Traditional winery. Modern outlook. Sophisticated wines.”
We will strive to uphold the following values that represent our organisational culture.
 Communication: practice open, accurate and timely communication with employees,
customers and external clients.
 Collaboration: pull together collective information to perform at our best.
 Passion: commited to the company, customers and clients in our heart and in our mind.
 Diversity: Offer diversity as inclusive as our products.
 Quality: ensure whatever we do, we do it well.
At South Oz Winery, we are committed into:
 Entering strategic alliances to benefit our company and those we are in alliance with.
 Extending our product line with creating rosé wines for charity benefits.
 Create more modern promotions so that that we can reach our target market effectively. By
focusing strongly on customers and their needs will maximise profits and build a strong
reputation which can be recognised by new customers as well as existing ones.
At South Oz Wines, there are two Key Performance Indicators which will help them measure the
effectiveness of their implementation plan.
1. The percentage of revenue received from the new Rose product.
2. The percentage of revenue received from Melba’s Confectionary store.
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4. The CEO’s key result areas is approving plans and budgets to ensure that South Oz Wines are making
effective decisions and leadership and communication to keep the culture and corporate structure together
by informing employees and clients and ensuring all communication is understood.
The Marketing Manager’s key result areas is managing advertisements and lead marketing team to ensure that
what South Oz Wines is putting out to the public is correct and delivering correct information by holding
meetings with clients and partners. One other KRA for the marketing manager is measuring effectiveness to
ensure that our marketing plan has been implemented correctly and our advertising and reached our
target audiences.
We have many advantages from our current quality assurance are as follows;
 Increasing customer confidence in our product and services.
 Encouraging and improving staff performance with benefits.
 Finding and fixing any problems which have/could occur.
 Understanding risks and how to manage them.
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5. Table of Contents
General Assignment Checklist 2
Executive Summary 3-4
Contents 5
1 Introduction 6
2 Company Overview 7
2.1 Background Information 7
2.2 Mission, Vision and Values 7
2.2.1 Mission 7
2.2.2 Vision 7
2.2.3 Values 7
2.3 Strategies, Aims and Objectives 8
2.3.1 Objectives 8
2.3.2 Strategies 8
2.4 Marketing Tactics 8
2.4.1 Target Market Segments 8
2.4.2 Product Strategies 9
2.4.3 Pricing Strategies 9
2.4.4 Distribution Strategies. 9
2.5 Budget Allocation 9
3 Implementation Schedule 10
3.1 KPI’s 10
3.2 KRA’s 10
3.3 Timeline 10
4 Measurement and Control 11
4.1 Quality Assurance 11
4.2 Risk Management 11
5 Conclusion 12
6 References 13
Appendix A: Timeline 14
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6. Introduction
According to Thorpe and Morgan (2006) it is stated that the critical determinant in the success and
survival of a corporation is the successful implementation of a strategic marketing plan. In this report,
you will find an overview of South Oz Winery including the mission, vision and values. You will also
find the implementation plan which South Oz Winery will follow in order to implement their strategic
plan effectively.
The implementation plan outlines the responsibilities and accountabilities of the employees when it
comes to the tasks in implementing the strategic marketing plan which was published previously. It will
also show the duration of the tasks and when they will take place within 2010.
In order to complete this report, information was taken from previous assignments and research of
Gantt charts; KPI’s and KRA’s were undertaken to ensure the correct information was inputted.
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7. Company Overview
2.1 Background Information
In 1936, Helmit Schoen and his family settled in Adelaide and purchased two hundred acres of land in
McLaren Vale. South Oz Winery had developed as a small business and then eventually developed on
the land, a 12 unit bed and breakfast, a restaurant and a small arts and crafts shop in the tasting area. All
these developments have been very successful; however the winery was the major growth and profits
provider. In 2004 and 2006, the Shiraz red variety received the Jimmy Watson trophy and by receiving
this award, it provided a significant boost to the brand awareness and the demand of wine.
2.2 Mission, Vision and Values
2.2.1 Mission
We are committed to promote quality and excellence in South Australian wine making and to enhance
consumer awareness of the quality and diversity of the wines made at South Oz Winery. We produce
premium, unique wines of good flavour, colour and value to provide consumers with an exceptional
wine-drinking experience.
2.2.2 Vision
Our vision for the future is “Traditional winery. Modern outlook. Sophisticated wines.”
This is our vision statement as we begin with a traditional winery, and we want to keep our winery
traditional but with our own modern twist and outlook while keeping and improving on our
sophisticated wine.
2.2.3 Values
The employees of South Oz Winery are dedicated to fulfilling the company’s mission and they commit
their abilities and energy to continue the history. In doing so, we will strive to uphold the following
values that represent our organisational culture.
 Communication: practice open, accurate and timely communication with employees,
customers and external clients.
 Collaboration: pull together collective information to perform at our best.
 Passion: commited to the company, customers and clients in our heart and in our mind.
 Diversity: Offer diversity as inclusive as our products.
 Quality: ensure whatever we do, we do it well.
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8. 2.3 Objectives and Strategies
At South Oz Winery we have determined our objectives and strategies which will help our business
strive with excellence, exceptional customer service and great quality wine. These objectives and
strategies have been put into place so that our staff and customers are satisfied and our reputation is
kept at a high standard. At South Oz Winery, all of our goals are specific, measurable, attainable,
relevant and time-bound.
2.3.1 Objectives
At South Oz Winery, we are committed into:
 Entering strategic alliances to benefit our company and those we are in alliance with.
 Extending our product line with creating rosé wines for charity benefits.
 Create more modern promotions so that that we can reach our target market effectively. By
focusing strongly on customers and their needs will maximise profits and build a strong
reputation which can be recognised by new customers as well as existing ones.
2.3.2 Strategies
By partnering with Melba’s chocolate and confectionary, South Oz Winery believe it will increase
profits and also produce more awareness towards the Winery as it will be locally recognised and will
also become a greater tourist attraction. At South Oz Winery we feel that by employing friendly,
hardworking and ambitious staff who is committed to the company and who fit in with our corporate
culture and those who will share their opinions and ideas towards improving our business. They will
provide exceptional customer service and will look after all customers and clients to make sure they
receive the best of the best. We at South Oz Winery appreciate all customer feedback.
2.4 Marketing Tactics
Our marketing tactics are based on our marketing mix in order to implement our strategies.
2.4.1 Target Market Segments
Even though South Oz Wines target markets are separated into two segments, South Oz Wines have
adopted a mass marketing strategy as all markets are able to be reached with one direct marketing
campaign. The first segment is generation X male and females, who are young professionals with
middle to high income. The second segment is baby boomers male and females, who are corporate
professionals with middle to high income. Both segments are generally located in McLaren Vale,
Mitcham, Burnside and Unley.
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9. 2.4.2 Product Strategies
South Oz Wines wishes to use an augmented product strategy, as South Oz Wines offers fantastic after
sales service and warranty etc. South Oz Wines bases their product strategy on serviceability, customer
service and the relationship we have with the customers to give them what they want.
2.4.3 Pricing Strategies
There are many factors which determine which pricing strategy to use. These factors are: your
competitors, your suppliers, the availability of other products and your customers (Kyle, 2008). South
Oz Wines uses a competitive pricing strategy when it comes to pricing the wines. They based their
prices between what competitors are pricing their wines.
2.4.4 Distribution Strategies
South Oz Wines has three distribution channels to distribute their wine and winery merchandise to
consumers. The primary channel is retail (on-premises) sales which is the sale of wine directly to
customers at the winery. The second distribution channel is retail (off-premises) sales which are the
sales of wine to liquor stores then to customers. The third and last distribution channel is internet sales
because South Oz Wines are hoping to eventually target global consumers as well as our younger
generation of target market who are tech-savvy.
2.5 Budget Allocation
Our budget for 2010 was based on the revenue of $15,000,000 earned in 2009. This years budget of
$10,000,000 has been allocated in the following way:
Planning:
$2,000 (to provide and pay for market research)
Implement Plan:
$100,160 (Rose wine-making process inc. bottling, labelling and distribution)
$5,500 (Shipping order & Melba’s inventory)
$275,000 (Advertising)
Employment:
$401,882 (for the year)
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10. Implementation Schedule
3.1 KPI’s
At South Oz Wines, there are two Key Performance Indicators which will help them measure the
effectiveness of their implementation plan.
3. The percentage of revenue received from the new Rose product.
4. The percentage of revenue received from Melba’s Confectionary store.
These KPI’s rely on the advertising by South Oz Wines to generate awareness. If the advertising is not
effective, then South Oz Wines will struggle to reach their objectives and have effective KPI’s.
3.2 KRA’s
The Key Result Area for employees’ accountabilities of the implementation plan is important to ensure
that all of the responsibilities are completed. We have outlined the KRA’s for the two most important
roles in the Implementation Plan. The KRA’s were determined by using the process outlined in Life-
Role Development Group’s (2001) KRA article.
The CEO’s key result areas is approving plans and budgets to ensure that South Oz Wines are making
effective decisions and leadership and communication to keep the culture and corporate structure together
by informing employees and clients and ensuring all communication is understood.
The Marketing Manager’s key result areas is managing advertisements and lead marketing team to ensure that
what South Oz Wines is putting out to the public is correct and delivering correct information by holding
meetings with clients and partners. One other KRA for the marketing manager is measuring effectiveness to
ensure that our marketing plan has been implemented correctly and our advertising and reached our
target audiences.
3.5 Timeline
See Appendix A.
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11. Measurement and Control
4.1 Quality Assurance
South Oz Winery aims to maintain their quality assurance by ensuring that all systems within the
company are keeping the product and services so that the customers and South Oz Winery are satisfied
with the quality and consistency. We have many advantages from our current quality assurance are as
follows;
 Increasing customer confidence in our product and services.
 Encouraging and improving staff performance with benefits.
 Finding and fixing any problems which have/could occur.
 Understanding risks and how to manage them.
4.2 Risk Management
Risks Management
Unpredictable weather (shortages in product due Insurance or knowledge of wholesaler grapes.
to soiled grapes.)
Workplace incidents Liability Insurance
Guest accidents Communicate safety procedures; ensure safety
(OHS&W) signs are visible. Liability insurance.
Owner/Manager/Employee sickness Ensure other managers and employees are trained
in other employees’ roles to back up. Make rosters
to ensure employees know when they are working.
Excessive alcohol consumption Responsible Service of Alcohol is in place.
Security when festivals are on.
Thefts Security system installed. Security company
assigned to monitor premises.
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12. Conclusion
After South Oz Winery has implemented their strategic marketing plan, management will get together
and communicate the issues that may have occurred while the implementation plan was being
performed and determined how they would fix this in the coming years.
South Oz Wines will then continue to strongly look back on their objectives and also their strategies
into developing customer communication so that they can then improve their business and also
develop reasons of improvement. South Oz Wines need to make sure that this plan is looked at
frequently so that they can then determine if the implementation plan has been used effectively.
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13. References
Kyle, J. (2008) “Product Strategies” Learning Marketing. Accessed 15 June, 2010.
<http://www.learnmarketing.net/product.htm>
Life Role Development Group (2001) Highlight: Key Result Areas. Accessed 15 June, 2010.
<http://www.life-role.com/documents/Summary-%20Key%20Result%20Areas.pdf>
Thorpe, E.R. & Morgan, R.E (2006) “In pursuit of the “ideal approach” to successful marketing
strategy implementation” European Journal of Marketing, Vol. 42. No. 5/6. Pp 659-677. Accessed 15 June,
2010.
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14. Appendix A: Timeline
Responsibilities 2010
Duration
Task and
(days)
Accountabilities
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