Strategic Investment and Product Differentiation

This assignment delves into the concepts of strategic investment and product differentiation within a retail context. It examines real-world examples, such as the rise of Aldi and Lidl, and utilizes frameworks like Hayes and Wheelwright's Four Stages of Manufacturing Maturity and risk matrices to analyze decision-making processes. The assignment also touches upon continuous improvement methodologies, including Six Sigma and PRINCE2, highlighting their applications in driving operational efficiency and project management within the retail sector.

Improving Business
Performance
1

EXECUTIVE SUMMARY
In the current scenario, every business enterprise is required to identify major issues and
challenges which it is facing. Further, organizations are also required to seek for the ways
through they can overcome those issues and enhance its performance. It can be also stated that at
the time of operating in business environment, businesses needs to stay competitive in order to
achieve higher profits and sales. It is also required by organizations to make changes in their
process, product and services at regular intervals in order to attract customers. Lidl is one of the
most renowned chains of retail supermarkets in UK and at present it is facing different types of
issues. It can be also explained that introducing online shopping stores will help the brand to
overcome its issues and find better opportunities related to growth and development.
2

TABLE OF CONTENTS
Introduction .....................................................................................................................................5
Task 1...............................................................................................................................................5
Task 2...............................................................................................................................................5
Task 3...............................................................................................................................................6
Task 4 ..............................................................................................................................................8
Task 5.............................................................................................................................................11
Task 6.............................................................................................................................................14
Task 7.............................................................................................................................................14
Task 8.............................................................................................................................................22
Conclusion ....................................................................................................................................24
References......................................................................................................................................25
Appendix........................................................................................................................................27
3

ILLUSTRATION INDEX
Illustration 1 ..................................................................................................................................12
Illustration 2: Six sigma.................................................................................................................13
Illustration 3: Business needs / Readiness matrix (quadrants) ......................................................14
Illustration 4: Risk matrix..............................................................................................................16
Illustration 5: Prince2 Model ........................................................................................................28
4

INTRODUCTION
In the present scenario, the competition among businesses in retail supermarkets of UK
has become very intense. In order to survive in market and earn higher profits, organizations are
required to improve their overall performance at regular intervals. This will support in enhancing
the overall competitiveness of businesses. Along with this, it also assists in attracting more and
more customers which results in increasing sales and profitability. The present report is based on
three issues which are faced by Lidl. Furthermore, it also highlights three major changes required
to enhance overall operational performance of the organization.
TASK 1
The mission statement of Lidl reflects that the retailer respects cultural variety and
differences which lies in tradition and value.
Lidl is Germany based grocery retailer which was started in the year 1930. The retailer is
carrying out its operations with the help of more than 10000 stores. Further, it offers different
range of products which includes organic products, eggs, sunflower oil etc. One of the most
important factors which have contributed in the success of retailer is that it has always kept
health and safety of customers as its primary concern (Bath, Button and Rayman, 2014). Lidl has
been always successful in offering the best quality of products and services to all its customers.
At the time of carrying out its operations in UK, Lidl faces very tough competition from market
players such as Aldi, Sainsbury and Morrison. The operations of Lidl can be termed as very
effective one as along with following all legal rules and regulations, the retailer is also taking
care of its corporate social responsibility in appropriate manner.
TASK 2
After carrying out evaluation of Lidl's performance, it can be stated that the sales and
profits of organization is increasing at a moderate rate. However, it can be argued that the brand
is facing issues related to its customers and website. People are no longer interested in waiting
for long queues and complaining regarding the same. Along with this, they are also asking Lidl
to bring its online shopping store in order to make the entire process of purchase more
convenient. In the year 2013, the brand generated €63,35 billion euro revenue and in the year it
5

was €79.3 billion euro which means that the company is performing well. Its net sales has grown
by 7% in 2014 as compared to what it was in 2013. In 2014, Lidl was owing 3.7% of total
supermarkets in UK and in 2015 it was 4.4% (Rise of Aldi and lidl, 2015). All these facts clearly
highlights the fact that the supermarkets chain is performing well in the market.
Hayes & Wheelwright framework is a important tool which is used to determine the
overall competitiveness of a business enterprise. The frameworks consist of four major stages
which are stage 1,2,3,4. Organizations which fall in stage one simply involved in making simple
products and services. Companies in stage 2 are the one which are able to develop products as
per industry standards (Hayes and Wheelwright's Four Stages, e.d). Stage 3 highlights
organizations make decision on the based of competitive strategy. Businesses in stage 4 are
usually one which are innovative and way ahead of competition.
As per the Hayes & Wheelwright framework can be stated that Lidl lies in second stage
of the framework. The brand is required to satisfy all the major standards which are imposed by
its major competitors. Along with this, it is also using the same kind of approach which major
players in the industry has adopted for quality and employee’s management.
Lidl is facing three major issues while carrying out its operations in the country. The
issues are related to long queues, no online shopping and loyalty cards. In order to sustain in the
marketplace, the organization is required to resolve the above stated issues as soon as possible.
In situation where competition among businesses is very tough, it is not easy to attract new
customers and retain old ones (Fernie and et.al., 2006). Lidl needs to measure its overall business
performance and improve the same at frequent intervals. The three operational changes required
in Lidl along with their need and benefits are mentioned below as: Self check outs- It has been observed that at the time billing, the customers are required to
wait for very long time due to long queues. This irritates them and also results in creating
high level of dissatisfaction among the same. Furthermore, it can be argued that waiting
in long queues also encourages customers of Lidl to buy products and services from other
market players. Therefore, it can be stated that self check out is much needed change
required by the organization in order to create high degree of customers satisfaction
6

(Sogn‐Grundvåg, Larsen and Young, 2014). The key benefit of this change is that it is
going to improve speed and overall efficiency of check outs. It will become very easy for
customers of Lidl to make purchase and payment of the same. In addition to this, this
change will also benefit the retailer by providing more space. Self check outs will allow
Lidl to carry out customers transactions in very minimal space. Introducing online shopping store- Another change which is required by the brand is of
online store. People in market are not able to buy products and services of Lidl via online.
To a certain extent it has restricted growth and development opportunities of the retailer.
Therefore, it is required by the retailer to introduce online shopping portal from where
people can buy products (Menachof, Bourlakis and Makios, 2009). The benefit of this is
that it will enhance overall sales and profitability of Lidl. Another advantage is that the
brand will be able to lower down its cost of operations as in will not require to pay
expenses such as rent, staff and electricity.
 Loyalty cards- The third change which is required in Lidl is that it needs to introduce
loyalty cards. It can be argued that its major competitors such as Sainsbury and Morrison
are offering such kind of cards to customers. Therefore, in order to stay competitive in
marketplace, Lidl needs to offer such cards. The benefit of this is that it will support in
attracting new customers and retaining old ones. It will also encourage customers to
repeat their purchase.
TASK 3
In the present scenario, investment or projects requires large amount of human, financial
and technological resources. Further, failure of projects can be a great loss to organizations and it
can also affect the performance of business enterprise in negative terms. Investment appraisal
consists of set of different activities which are employed by the organizations to determine
whether a project/investment is attractive or not. In the present study, reason behind using
multiple approaches is that it gives a clear idea about the attractiveness of different projects
available. It has also helped in determining which the best among available options is.
Project/ investment appraisal
7

In order to carry out the above stated three changes in Lidl, methods which can be
selected are discussed below as:
Payback Period- As per the view of Mahlia, Razak and Nursahida, (2011) payback
period can be termed as the time needed to cover the overall cost of investment (Mahlia, Razak
and Nursahida, 2011). Furthermore, it is considered as very important factor as it helps in
determining the fact that whether to undertake a project or not. However, Gorshkov and et.al.,
(2014) argued that the benefit of using payback period is that it is very easy to use and requires
minimum efforts during analysis (Gorshkov and et.al., 2014). On the other side of this, Gotze,
Northcott and Schuster, 2008 has explained that in this period, time value of money is not taken
into consideration which is its major drawback. Along with this, pay back period also neglects
investments lengths (Götze, Northcott and Schuster, 2008).
SAFE criteria- has asserted that SAFE criteria is another important method which can be
employed to identify overall effectiveness of a project or investment. One of the major advantage
of this is that with the help of this method, businesses can also evaluate overall performance of
their workers.
Net Present Value- According to Ginevičius and Zubrecovas, (2009) Net Present value
can be simply defined as the difference between value of cash outflow and inflows. Furthermore,
it is the method which is commonly used during capital budgeting with an objective to assess
overall profitability of a project (Ginevičius and Zubrecovas, 2009). However Götze, Northcott
and Schuster, (2008) argued that the drawback of using this method is that NPV is very sensitive
to discount rates. In addition to this, the method is also not capable of carrying out difference
between project proposal with less cash flow and with high cash flow (Götze, Northcott and
Schuster, 2008).
Performance matrix- As per the view of Ginevičius and Zubrecovas, (2009) it is a
model which is used to determine performance of a project/ investment (Ginevičius and
Zubrecovas, 2009). On contrary of this, Delmon, (2009) has argued that in situations where
mathematical methods are used to gauge information value, measures which has very less value
are selected by experts (Delmon, 2009).
8

TASK 4
NPV
9

Payback Period
10

Performance Matrix
Performance
parameter (Rating on
scale 1 to 10)
Project 1-
Establishing self
check outs
Project 2-
Introducing online
shopping portal
Project 3-
Introducing loyalty
cards
Safety 3 8 5
Time 4 7 6
Cost 6 4 6
Resources 5 9 8
Scope 5 9 7
Quality 7 8 8
Accuracy 6 7 9
Total 36 52 49
SAFE criteria
Project Suitability Acceptability feasibility
Project 1-
Establishing self
check outs
✓ _ ✓
Project 2-
Introducing online
✓ ✓ ✓
11

shopping portal
Project 3-
Introducing loyalty
cards
_ ✓ ✓
Evaluation of the three projects
After carrying out evaluation of all the three projects on different investment appraisal
method, it can be stated that project 2 which is introduction of its online shopping portal is the
best and more suitable option for Lidl. Furthermore, it will also help the brand to increase its
overall sales and profitability. It can be also argued that online portal will reduce the length of
queues as customers will have an opportunity to purchase products and services of Lidl via
online. They won’t be required to visit the store in order to make purchase.
TASK 4
Radical change
As per the view of Cummings and Worley, (2014) radical changes are the one which
emerges because of acceptance or due to traditional forms. Furthermore, it is not easy for
businesses to carry out such kind of changes as they require more efforts (Cummings and
Worley, 2014). It can be also stated that when such type of changes are implemented in
organizations, behaviours of employees is completely different from what it is expected by
management. In addition to this, workers are not able to cope up with the new approaches and
methods adopted by organization. However, Oberfield (2010) argued that businesses have very
less control over radical changes and they occur in very unusual way (Oberfield, 2010).
Continuous improvement
In simpler terms continuous improvement can be defined as the process in which
businesses makes continuous efforts to improve their operations and process along with services
and products. In the present scenario, it has become very important for businesses to seek for
continuous improvement. It can be also stated that such changes helps firms to stay competitive
in market place by improving overall productivity and performance. As per the view of, Burke
(2013) there are various tools and techniques of such kind of improvements which can be
adopted by organizations (Burke, 2013). One of the important tool among the all is Deming
12

Cycle which is also referred as Plan-do-check-act cycle. Jones, (2010) has explained that the
cycle consist of four major steps which are required to be accomplished by businesses in order to
implement and manage changes (Jones, 2010). The first step is of plan where firms are required
to explore opportunities related to modifications and then develop effective plans according to
the same. In the second step, organizations need to implement changes on a very small scale.
This is followed by the step of check where businesses required to examine whether changes
made at small scale has provided with negative and positive results. However, Rothwell and
et.al., (2010) argued that, businesses can make changes at large scale in the fourth stage if
desired outcomes are obtained in the third step (Rothwell and et.al., 2010).
Six Sigma
Another important tool which can be used by businesses in order to make continuous
change is Six Sigma. Author has explained that it is an effective approach which also supports in
removing all obstacles and defects. Furthermore, the tool consists of five major steps which are
defining, measure, analysis, improvement and control. All these steps plays very important role
in making continuous changes possible in organization. However, argued that, Six Sigma is more
13
Illustration 1: Continuous Improvement
(Source: Smit and Trigeorgis, 2012)

effective as compared to other tools because statistical and empirical methods are being
employed in this tool in order to achieve desired outcomes.
Kaizen Approach
As per the viewS of Carmichael, (2011) kaizen approach is very useful tool in making
continuous changes possible in organization. Furthermore, it can be stated that it is mostly used
14
Illustration 2: Six Sigma
(Source: Oberfield, 2010)

by businesses when they seek for improving their overall productivity, quality and efficiency
(Carmichael, 2011). On the other side of this, if organization adopts this approach then each and
every employee are required to give their best towards making changes successful.
It can be stated that the concept of radical changes will be more suitable in case of Lidl. It
is also possible that the retailer do not get desired behaviour from all its staff members.
Introducing online store will limit the role of employees in organization. This means workers of
Lidl will be required to move out from their comfort level and give their best in making changes
possible.
Application of four step model on Lidl's change
It can be suggested that in order to make changes possible, Plan-do-check-act cycle is
more suitable in context of Lidl. The four steps of change with the model are mentioned below
as:
 Plan- It is the step in which Lidl will develop effective plan to carry out changes related
to opening its online shopping store.
 Do- In this stage the brand will be required to offer few products to customers. This
means change will be implemented at very small scale.
 Check- In the step of check, the brand will need to determine whether changes will be
successful or not.
 Act- If changes at small scale become successful; Lidl can offer all its products to people
in market with the help of online store.
Business needs / Readiness matrix (quadrants)
The readiness matrix consists of four different quadrants which are ready for learning,
ready for change, ready for resistance and ready for frustration. Further, it can be stated that after
carrying out the assessment of Lidl on Business needs / Readiness matrix (quadrants), it has been
found that it lies in the first quadrant. The organization is ready for learning and the leader in
Lidl have capacity for planning and executing change successfully (Delmon, 2009).
15

TASK 5
The generic stages in planning a project by HOBBS BOOK Generic phases are
mentioned below as: Initiation- It is the stage in project where terms of references are established which
highlight the time when project will be run (Mahlia, Razak and Nursahida, 2011).
Initiation is an important stage in project management and if it is not done correctly,
chances of failure of project increase. Definition- It is a stage in which manager determines the factors such as objective, aim,
goals, risk and budget along with the major issues in project. Planning- It can be defined as one of the most important key stages in the entire project.
Managers are required to develop effective project plan in order to obtain the desired
outcomes and to make the project successful.
16
Illustration 3: Business needs / Readiness matrix (quadrants)

 Control- At the time of carrying out a project, it is required by managers to control
project in the best possible manner. Some steps which are used in this stage are reporting
issues and risks related to the project.
 Implementation- It is the last stage in which project’s plan is implemented in order to get
desired results (Oberfield, 2010).
Different phases in project are mentioned as below: Project conception and initiation- It is the phase in which idea or concept regarding
project is generated. Furthermore, at this stage, Lidl team will determine whether they
can carry out the project in reality or not. Project definition and plan- In this phase, the team of Lidl is going to determine the
objective and aim of project along with the strategies and actions plan to achieve the
same. Project launch and execution- Lidl is going to divide all its resources and communicate
the responsibilities of people in this phase. Project performance and control- In this phase, the project plan is finally implemented
measures and effective are taken to control the same.
 Project close- This is the last phase in which project is closed down after getting the
desired results. Further, organization will carry out the task of closure when its issues and
challenges are overcome.
TASK 6
In simpler terms, risk management can be defined as the process of analyzing exposure to
risk within a project or organization. It also helps businesses to identify the ways through which
it can handle exposure in the best possible manner. Author Jones, (2010) explained that the
process of risk management involves four key stages which are identification of risk, prioritizing
them, implementation of strategies to mitigate risks and monitoring results of the same.
However, it is not easy for businesses to carry out the risk management and firms are required to
face lots of issues and challenges (Ginevičius and Zubrecovas, 2009). Different categories of risk
17

include credit risks, foreign exchange risk, business risk and market risk. At the time of carrying
out a project, risks which can be encountered by organization include risk related to scheduling,
scope, technology and resources (Rothwell and et.al., 2010). One of the major advantages of risk
management is that it helps in increasing overall efficiency of businesses by making the best
utilization of all its resources (Menachof, Bourlakis and Makios, 2009). In addition to this, it also
supports organizations to become aware of all its possible threats. On the other side, risk
management increases the overall cost of operations which is its major disadvantage. Another
drawback of risk management is that it requires large amount of training for employees.
Identification of criteria to evaluate risk
 Risk matrix- It can be termed as one of the best and most effective techniques which is
used to carry out the process of risk evaluation. The objective behind using risk Matrices
is to identify the overall size of a particular risk. Further, the matrices has three main
areas which are low probability and low severity areas (Green), high probability and
severity area (Red) medium category (yellow) (Götze, Northcott and Schuster, 2008).
18
Illustration 4: Risk matrix
(Source: Delmon, 2009)

 FMEA model (AxBxC) = Risk score- It is the method which is used in order to identify
different modes of failure along with their causes. In addition to this, it also supports in
getting aware about the major risk associated with a particular mode of failure
(Ginevičius and Zubrecovas, 2009).
Risk register can be defined as scatter plot which is used as one of the most important
tool in risk management. It is a kind of market card which is developed during the initial stage of
projects.
10 RISKS FMEA score
AxBxC = score
Risk Response Risk owner
Executive support 7 Seeking for
employee advice
Executives
Scope 8 Developing effective
project plans
Project
manager
Market 7 Appropriate Market
research
Senior
manager
Resources 9 Managing resources
efficiently
Project
manager
Change management 5 Using change
management tools
and strategies
Top
management
Technical 6 Training to
employees
Project
manager
Quality of decision 8 Evaluation of all
alternative before
making decisions
Project
manager
Approval 7 Approving from top
management
Project
manager
19

Feasibility 9 Carrying out proper
evaluation of project
Project
manager
Project management
methods
9 Selecting best
project management
methods
Top
management
and Project
manager
Task 7
Task Name Duration Start Finish Predecess
ors
Resource
Names Cost
Change
management 14 days 28-03-
2016
14-04-
2016 $1,620.00
Creating
sense of
urgency in
organization
3 days 28-03-
2016
30-03-
2016 Adam,Rate $250.00
Exploring the
requirement of
urgency
3 days 31-03-
2016
04-04-
2016 2 Numer $270.00
Identification
of all major
threats
2 days 05-04-
2016
06-04-
2016 3 Nikson $300.00
Exploring
potential
opportunities
3 days 07-04-
2016
11-04-
2016 4 Rite $300.00
Asking for
customers
assistance
3 days 12-04-
2016
14-04-
2016 5 yui $500.00
Forming a
powerful
coalition
19 days 15-04-
2016
11-05-
2016 6 bruce $2,100.00
Seeking for
talented and
skilled
3 days 15-04-
2016
19-04-
2016
6 Robertson $300.00
20

personnels
Examining
their potential 4 days 20-04-
2016
25-04-
2016 8 jack $430.00
Stating
personnels to
give emotional
commitments
3 days 26-04-
2016
28-04-
2016 8,9 beetel $300.00
Creating team
of people 3 days 29-04-
2016
03-05-
2016 10 Roma $600.00
Taking care
of relationship
and
coordination
between people
in team
3 days 04-05-
2016
06-05-
2016 11 Adam $220.00
Assessing
strengths,
weakness
opportunities
and threats of
the entire team
3 days 09-05-
2016
11-05-
2016 12 shrICK $250.00
Creating a
vision
regrading
change
25 days 12-05-
2016
15-06-
2016 13 Rtaai $3,000.00
Defining core
values related
to change
3 days 12-05-
2016
16-05-
2016 13 Puipil $350.00
Getting aware
of the all the
values
5 days 17-05-
2016
23-05-
2016 15 Adam $400.00
Making staff
members part
of vision
2 days 24-05-
2016
25-05-
2016 16 KIck $350.00
Making
vision in format
of short
summary
3 days 26-05-
2016
30-05-
2016 17 Peter $500.00
Developing
effective
strategy
3 days 31-05-
2016
02-06-
2016 18 Roma $350.00
Encouraging
employees to
4 days 03-06-
2016
08-06-
2016
19 Adam $300.00
21

give their
suggestion in
the strategy
Exploring
advantages and
disadvantages
of developed
strategy
3 days 09-06-
2016
13-06-
2016 20 bruce $400.00
Taking care
of coalition of
change
2 days 14-06-
2016
15-06-
2016 21 Peter $350.00
Communicate
the vision 25 days 16-06-
2016
20-07-
2016 22 Robertson $3,050.00
Making
employee’s
aware about the
vision related to
changes
3 days 16-06-
2016
20-06-
2016 22 james $350.00
Formation of
appropriate
vision on the
basis of
situations
3 days 21-06-
2016
23-06-
2016 24 shreya $350.00
Asking
people to raise
doubts and
queries
2 days 24-06-
2016
27-06-
2016 25 james $250.00
Solving
doubts of
workers related
to change
3 days 28-06-
2016
30-06-
2016 26 shreya $350.00
Implementing
vision of
change in all
the operations
3 days 01-07-
2016
05-07-
2016 27 Almight $300.00
Asking
employees to
give their
efforts and time
to implement
and manage
changes
4 days 06-07-
2016
11-07-
2016 28 Rite $350.00
Finding out 2 days 12-07- 13-07- 29 james $550.00
22

major obstacles 2016 2016
Taking
corrective steps
to overcome all
issues and
obstacles
5 days 14-07-
2016
20-07-
2016 30 KIM $550.00
Hiring
effective
leaders
21 days 21-07-
2016
18-08-
2016 31 Troy $3,410.00
Redesigning
the structure 3 days 21-07-
2016
25-07-
2016 31 RD $550.00
Properly
organizing
entire structure
3 days 26-07-
2016
28-07-
2016 33 sonir $550.00
Identification
of people which
has contributed
outstanding
2 days 29-07-
2016
01-08-
2016 34 beetel $550.00
Rewarding
and appraising
efforts of
workers
3 days 02-08-
2016
04-08-
2016 35 Rate $440.00
Finding out
people which
are not able to
cope up with
changes
3 days 05-08-
2016
09-08-
2016 36 dawson $440.00
Communicating
them the need
and benefits of
change
4 days 10-08-
2016
15-08-
2016 37 Peter,Puipil $440.00
Corrective
measure to
overcome
people's
resistance to
change
3 days 16-08-
2016
18-08-
2016 38 jack $440.00
developing
short term
wins
14 days 19-08-
2016
07-09-
2016 39 shreya $900.00
Creating
small targets 3 days 19-08-
2016
23-08-
2016 39 Trin $200.00
23

Communicating
with potential
customers
3 days 24-08-
2016
26-08-
2016 41 jack $200.00
Selecting
early targets
which are not
expensive
2 days 29-08-
2016
30-08-
2016 42 shreya $200.00
Carrying out
the task of
filtration
3 days 31-08-
2016
02-09-
2016 43 $100.00
Finding out
benefits and
drawbacks of
small targets
3 days 05-09-
2016
07-09-
2016 44 Nikson $200.00
Building on
the Change 20 days 08-09-
2016
05-10-
2016 45 Almight $1,250.00
Defining
things which
went right
2 days 08-09-
2016
09-09-
2016 45 Rite $100.00
Finding out
things which do
not occurred as
per
expectations
2 days 12-09-
2016
13-09-
2016 47 Rate $300.00
Doing
improvements
in projects
3 days 14-09-
2016
16-09-
2016 48 Robertson $100.00
Setting up
effective gaols
and objectives
3 days 19-09-
2016
21-09-
2016 49 Troy $150.00
Understanding
Kaizen
technique for
continuous
improvement
2 days 22-09-
2016
23-09-
2016 50 Tiff $150.00
Implementing
the technique 4 days 26-09-
2016
29-09-
2016 51 Rite $150.00
Introducing
new ideas and
change agents
2 days 30-09-
2016
03-10-
2016 52 Beetel $100.00
Carry out 2 days 04-10- 05-10- 53 RD $200.00
24

meetings and
discussing
issues
2016 2016
Anchoring
Changes 8 days 06-10-
2016
17-10-
2016 54 KIck $1,300.00
Stating the
progress and
results of
changes
2 days 06-10-
2016
07-10-
2016 54 Kol $100.00
Monitoring
changes along
with progress
2 days 10-10-
2016
11-10-
2016 56 Robertson $100.00
Putting
change ideas in
progress
2 days 10-10-
2016
11-10-
2016 56 Puipil $300.00
Recognising
and
appreciating
people which
played
important role
in entire
process of
change
coalition
2 days 12-10-
2016
13-10-
2016 57 Almight,Pui
pil $300.00
Exploring
skills of those
personnels
3 days 12-10-
2016
14-10-
2016 58 Troy $100.00
Developing
effective plan
to replace main
leaders
2 days 14-10-
2016
17-10-
2016 59 Rate $400.00
Plan 8 days 18-10-
2016
27-10-
2016 60 sonir $3,200.00
Seeking for
all essential
elements
2 days 18-10-
2016
19-10-
2016 61 beetel $300.00
Getting
approval from
senior
management
2 days 20-10-
2016
21-10-
2016 63 Kol $300.00
Developing
appropriate
2 days 20-10-
2016
21-10-
2016
63 dawson $500.00
25

plan
Allocation of
all resources 2 days 24-10-
2016
25-10-
2016 64 Rate $500.00
Design the
plan 2 days 24-10-
2016
25-10-
2016 65 Numer $500.00
Review of all
major
specification
2 days 26-10-
2016
27-10-
2016 66 shreya $500.00
Finalizing all
specification 2 days 26-10-
2016
27-10-
2016 67 yui $600.00
Reporting the
final
specifications
to
management
7 days 28-10-
2016
07-11-
2016 68 james $3,000.00
Approving
entire Project 2 days 28-10-
2016
31-10-
2016 69 Amaze $600.00
Reporting to
senior manager 2 days 01-11-
2016
02-11-
2016 71 Roma $600.00
Implementation
of plan
2 days 01-11-
2016
02-11-
2016 71 Andy $600.00
Collecting
required
resources
2 days 03-11-
2016
04-11-
2016 72 Numer $400.00
The best
utilization of
available
resources
2 days 03-11-
2016
04-11-
2016 73 Cameron $400.00
Making
resources final 1 day 07-11-
2016
07-11-
2016 74 RD $400.00
Allocation of
resources 9 days 08-11-
2016
18-11-
2016 75 shrICK $3,400.00
Seeking for
experts opinion 6 days 08-11-
2016
15-11-
2016 76 Nikson $600.00
Looking
forward to
different
alternatives
1 day 16-11-
2016
16-11-
2016 78 Robertson $600.00
Assessing
feasibility 1 day 16-11-
2016
16-11-
2016 78 Puipil $600.00
Finding out 1 day 17-11- 17-11- 79 Huge $600.00
26

suitability 2016 2016
Crossing the
best among all
alternatives
1 day 17-11-
2016
17-11-
2016 80 Troy $500.00
Measures to
control 1 day 18-11-
2016
18-11-
2016 81 Trui $500.00
Inspection 5 days 21-11-
2016
25-11-
2016 82 scroll $2,250.00
Comparing
actual results
from the
expected ones
1 day 21-11-
2016
21-11-
2016 83 Numer $500.00
Finding out
major loop
holes
1 day 22-11-
2016
22-11-
2016 85 Huge $500.00
Taking
actions to
remove those
loop holes
1 day 22-11-
2016
22-11-
2016 85 scroll $500.00
Closing the
project 1 day 23-11-
2016
23-11-
2016 86 sonir $100.00
Developing
project report 1 day 23-11-
2016
23-11-
2016 87 Trin $300.00
Review after
implementation 1 day 24-11-
2016
24-11-
2016 88,89 KIM $100.00
Reassigning
all major
resources
1 day 25-11-
2016
25-11-
2016 90 james $250.00
Closing the
report 1 day 28-11-
2016
28-11-
2016 91 engy $300.00
27

28

29

30

31

32

33

34

35

Summary of proposed plan
It can be stated that the above discussed plan will help, Lidl to implement and manage
changes in the best possible manner. The above mentioned plan has been developed by keeping
all the objectives and resources of the retailer into consideration. It can be explained that in order
to manage change all the above mentioned steps will be required to perform by Lidl.
TASK 8
Analysis of methods which are appropriate to evaluate project
36

In order to evaluate the entire project, method such as prince2 can be used. Furthermore,
the method consists of different stages which include starting project, directing the same,
initiating the project, planning, controlling, monitoring and closing (Cummings and Worley,
2014).
CONCLUSION
From the above study, it can be concluded that Lidl is facing various kind of issues which
is affecting its overall sales and operations. In addition to this, the brand is required to introduce
online shopping stores so that the process of purchase becomes very convenient for customers. It
37
Illustration 5: Prince2 Model
(Source: An Introduction to the PRINCE2 project methodology, 2006)

will also support in overcome from major issues and challenges. The benefit of this project is
that it will assist Lidl in getting awareness about the attractiveness of different investment
projects. Along with this, it is also beneficial to carry out this project as the expected cost was
around $18000 to $19000 and it was completed under budget. Along with this, it has also
benefited because it was expected that the project will get completed in time period of 7 to 8
months and it was complete before time ie within 6 months.
38

REFERENCES
Books and Journals
Bath, S. C., Button, S. and Rayman, M. P., 2014. Availability of iodised table salt in the UK–is it
likely to influence population iodine intake?. Public health nutrition. 17(02). pp.450-454.
Burke, W. W., 2013. Organization Change: Theory and Practice: Theory and Practice. Sage
Publications.
Carmichael, D. G., 2011. An alternative approach to capital investment appraisal. The
Engineering Economist. 56(2). pp.123-139.
Cummings, T. and Worley, C., 2014. Organization development and change. Cengage learning.
Delmon, J., 2009. Private sector investment in infrastructure: Project finance, PPP projects and
risks. Kluwer Law International.
Fernie, J. and et.al., 2006. The impact of Wal‐Mart's entry into the German and UK grocery
markets.Agribusiness. 22(2). pp.247-266.
Ginevičius, R. and Zubrecovas, V., 2009. Selection of the optimal real estate investment project
basing on multiple criteria evaluation using stochastic dimensions. Journal of Business
Economics and Management. 10(3). pp.261-270.
Gorshkov, A. S. and et.al., 2014. Method of calculating the payback period of investment for
renovation of building facades. Stroitel'stvo Unikal'nyh Zdanij i Sooruzenij. (2). pp.82.
Götze, U., Northcott, D. and Schuster, P., 2008. Investment appraisal.Methods and Models,
Berlin, Heidelberg 2008.
Jones, G. R., 2010. Organizational theory, design, and change. Upper Saddle River: Pearson.
Mahlia, T. M. I., Razak, H.A. and Nursahida, M. A., 2011. Life cycle cost analysis and payback
period of lighting retrofit at the University of Malaya.Renewable and Sustainable Energy
Reviews. 15(2). pp.1125-1132.
Menachof, D. A., Bourlakis, M. A. and Makios, T., 2009. Order lead-time of grocery retailers in
the UK and Greek markets. Supply Chain Management: An International Journal. 14(5).
pp.349-358.
Oberfield, Z. W., 2010. Rule following and discretion at government's frontlines: Continuity and
change during organization socialization. Journal of Public Administration Research and
Theory. 20(4). pp.735-755.
Rothwell, W. J. and et.al., 2010. Change process and models. Practicing Organization.
39

Smit, H. T. and Trigeorgis, L., 2012. Strategic investment: Real options and games. Princeton
University Press.
Sogn‐Grundvåg, G., Larsen, T. A. and Young, J. A., 2014. Product differentiation with credence
attributes and private labels: The case of whitefish in UK supermarkets. Journal of
Agricultural Economics. 65(2). pp.368-382.
Online
Continuous Improvement. 2016. [Online]. Available through: <http://asq.org/learn-about-
quality/continuous-improvement/overview/overview.html>. [Accessed on 28th March
2016].
An Introduction to the PRINCE2 project methodology. 2006. [Online]. Available through:
<http://www.cimaglobal.com/Documents/ImportedDocuments/PRINCE2_P5_article.pdf
>. [Accessed on 28th March 2016].
Rise of Aldi and lidl. 2015. [Online]. Available through:
<http://www.thisismoney.co.uk/money/news/article-3321847/Aldi-bigger-market-share-
Waitrose-Kantar.html>. [Accessed on 16th April 2016].
Hayes and Wheelwright's Four Stages. e.d. [Online]. Available through:
<http://www.ifm.eng.cam.ac.uk/research/dstools/capability-and-maturity/>. [Accessed on
16th April 2016].
40

APPENDIX
Draft plan
ID Task
Mode
Task Name Duration Start Finish Predecessors
1 Change management 14 days 28-03-2016 14-04-2016
7 Forming a powerful coalition 16 days 15-04-2016 06-05-2016 6
14 Creating a vision regrading change25 days 09-05-2016 10-06-2016
23 Communicate the vision 25 days 13-06-2016 15-07-2016
32 Hiring effective leaders 21 days 18-07-2016 15-08-2016
40 developing short term wins 14 days 16-08-2016 02-09-2016 39
46 Building on the Change 20 days 05-09-2016 30-09-2016 45
55 Anchoring Changes 7 days 03-10-2016 11-10-2016 54
62 Plan 8 days 12-10-2016 21-10-2016 60
70 Reporting the final specifications
to management
8 days 20-10-2016 31-10-2016 68
77 allocation of resources 8 days 01-11-2016 10-11-2016 75
84 Inspection 5 days 11-11-2016 17-11-2016 82
92 Closing the report 1 day 18-11-2016 18-11-2016 91
31 03 06 09 12 15 18 21 24 27 30 03 06 09 12 15 18 21 24 27 30 02 05 08 11 14 17 20 23
March 2016 April 2016 May 2016 June 2016
Gannt chart
41

42

43

44

45

46