Deploying a pre-emptive strategy through formalization and improvement of the process in securing spaces for Daiso Japan Philippines

• Main Author: Ortaleza, Christopher Robin S.
• Format: text
• Language: English
• Published: Animo Repository 2021
• Subjects: Commercial real estate > Philippines; Commercial leases > Philippines; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/42; https://animorepository.dlsu.edu.ph/context/etdm_manorg/article/1060/viewcontent/ortaleza_Redacted.pdf
• Institution: De La Salle University

The purpose of this action research is to deploy a pre-emptive strategy through formalization and improvement of the process in securing spaces for Daiso Japan Philippines. The pre-emptive strategy will eliminate the negative impacts on the lapses on the process. These negative impacts are a) leasable spaces offered and being leased out to competitors, b) delay in opening of the store, c) bad reputation and poor image, d) possible additional expenses incurred due to delay in opening. The organization has been doing this practice in securing spaces for the past years and there are no changes done until now. We agreed that this is the right time to review and improve the process since the target new store opening was decreased compared to the pre-pandemic period. This will allow us to have more time in improving the process. To ensure the success of the research, key collaborators led the activities in improving the process. We made use of many frameworks such as Lewin’s Change Management and Madhavaram and Mcdonald’s Knowledge Grafting Process. For the first cycle, we focused our efforts in evaluating and improving the process of Daiso Japan in securing leasable spaces. The inputs of the evaluation were supported by the thorough collaboration from the stakeholders. During the discussions, we were able to agree that current practice is no longer effective for the organization. After the evaluation, we proceed on improving the process using our past experiences as guide. We also followed the Knowledge Grafting Process and secured approval from our general manager. After we all agreed on the steps of the process, we proceeded in applying it to the current projects. In order to support the new process, we also established an updated monitoring template which we shared to the stakeholders, for them to have a visibility on the projects and for proper updating process. Once we established the actions plans, we already began monitoring and collaborating using the updated process and monitoring. The results were satisfying showing improvements in timeline and establishing accountability.