Introduction

To clearly understand the word ‘project’, it is ‘a human activity’ which achieves

determined goals, objectives, and outcomes by allocating resources and performing a series of
tasks in a sequence within a specific timeline. A successful project follows certain
characteristics, such as clear and attainable objectives, a fixed time frame (‘a starting point’ and
‘an end date’), a realistic budget, and a quality, an outcome, or a change that satisfies the
customers by solving their problems, bringing benefits to them, or both. (Reiss, 2007) In
addition, project managers must be qualified with essential skills to manage and execute a
project with maximum efficiency and effectiveness whilst dealing with obstacles and challenges
strategically. Thus, in the case of businesses, they will be able to satisfy the respective
stakeholders with newly innovative products and stay competitive in the industry in the long run
by fostering continuous improvement, innovation, and team spirit within the organisation. This
report will discuss the important aspects of a successful project management plan which are an
explanation of the project life cycle (PLC), research methods, and detailed planning in the
context of a real business environment.
Project life cycle
There are five phases in the project life cycle: the initiation or project conception phase,
planning, execution, monitoring and controlling, and closure. Each stage is interdependent; a
deviation in one stage can lead to failure. The explanation of each stage and their importance are
discussed below.
Project initiation (Project conception phase)
Project initiation is the beginning of the project where the company comes up with a
project idea and develops a business case – the reason for doing the project. In this stage, the
goals and objectives of the project are set up. Next, key stakeholders are identified according to
their influence on the project, the interest they will gain from the project, and their needs.
Furthermore, the feasibility of the project – whether the project is likely to be successful - is
calculated based on budget, time scale, potential risks, and benefits. After this process, the
project initiating document or the project charter, which contains the project name, goals and
objectives, and scope, is released coupled with a feasibility document. Also, a project manager is
appointed to manage the whole project. Finally, approval from relevant authorities is obtained to
start the project. The initiation stage is crucial since it lays a strong foundation and prevents
expensive problems later.

Project planning
The project planning phase poses a roadmap for execution as the detailed plans are drawn
based on the project charter. Firstly, a project management plan includes a specific project
schedule, a timeline and milestones, and a work breakdown structure to break down the large
project into manageable parts for better focus and performance. In addition, a budget and
resource plans take place for cost estimation, managing the financial resources to meet the
maximum cost, and listing required resources like raw materials, machinery, and labour. Then, a
communication plan will be drawn to show the communication channels among the stakeholders.
Also, a risk management plan is necessary to anticipate the risks and take proactive action by
using different methods, such as mitigating, avoiding, or sharing the risks. Lastly, a quality plan
to set the quality standards and measures will be made to meet customer satisfaction. The
planning stage also plays a vital role because it clarifies how, when, where, and what the team
members are doing in the project; consequently, it is easier for the members to work
collaboratively in ‘an orderly organized and efficient manner’, reducing the errors and saving the
unnecessary costs.
Project Execution
Following the project planning is the execution stage where the actual work is carried out
as planned. To execute the plan successfully, project managers appoint qualified team members
and assign them relevant tasks and responsibilities. Afterwards, they lead and motivate the team
members to encourage their productivity while managing the resources as effectively and
efficiently as possible. Simultaneously, they monitor the progress, check the performance of the
team members, and compare it with the plan to ensure the project is on the right track and
running smoothly. In addition, when unexpected obstacles or problems occur, they take
immediate, corrective actions against them before they grow into more serious ones. On top of
these, they maintain clear and transparent communications with the stakeholders to inform them
about the ongoing project by holding project meetings. The execution stage is the most
challenging since the project managers have to implement the plans to obtain the expected results
while handling unpredicted problems in the workplace.
Project monitoring and controlling
Monitoring and controlling are completed, concurrent with the project execution. The
project managers track progress and detect inconsistencies and deviations against the schedule,
estimated budget, and scope of the original project by reviewing the project performance daily,
weekly, or biweekly. Then, if any deviation or roadblock is discovered, they take corrective
actions to address them. Subsequently, they produce reports about the project status to the
stakeholders to inform them about the current conditions like potential changes in timeline,
budget, and outcome. Monitoring and controlling are also important because they allow the
project managers to give an immediate response to problems, steer the project back on track, and
avert bigger issues that can lead the project to failure.
Project closure
Project closure is the final stage of the project. When the project is completed, the project
managers evaluate and double-check the project performance if the outputs meet the acceptance
criteria, desired goals, and objectives. In addition, they analyse the lessons learned from the
mistakes of the project, such as miscommunications, poor financial management, or
unsystematic time management and suggestions on how to improve them in the future.
Considering these aspects, they release a formal post-implementation review. Eventually, they
reach project closure by presenting the outcome to the clients, signing off legal documents with
them, closing supplier agreements and financial records, and turning in project completion audit
reports. Project closure is particularly essential to future projects since team members gain
knowledge and practical experience; in addition, project managers can learn lessons from
mistakes to lead future projects.
Factors to be considered for compiling a project management plan (PMP)
A well-organised and clear project management plan (PMP) is the pillar of any successful
project. Here are several key factors for creating a comprehensive project management plan.
Project Scope: A clear project scope describes the areas of implementation, exclusions,
objectives, and deliverables for the team to concentrate on the original plan without going
beyond boundaries, preventing scope creep that can result in ‘delays, cost overruns, and poor
quality.’
Stakeholder identification: A thorough stakeholder analysis is critical to identify the groups of
stakeholders that need the most attention to satisfy their needs and address their problems while
not missing out on those with less influence.
Schedule: A well-arranged schedule lays out deadlines, milestones to be achieved, and orderly
organised activities within a realistic timeline while taking resource accessibility and potential
barriers.
Resource: Essential resources like human resources, raw materials, machinery, and equipment
are identified, the required quantity is calculated, and the project managers allocate them
efficiently while considering the problems caused by resource limitations.
Budget: A budget plan outlines the maximum estimated costs for all activities. Also, the costs
must be monitored and controlled throughout the project to avoid overrunning costs and
exceeding the budgetary limits.
Risk management: From the project initiation to the closure, good risk management is essential.
The project managers must anticipate the potential risks and take proactive actions before the
plan is implemented. Moreover, they need to examine the project in real time to assess risks and
manage them by developing risk-mitigating strategies.
Quality: Quality standards are set to meet the stakeholder expectations. Also, quality controls
and quality assurance take place during the project to ensure the product quality meets the
specific criteria.
Communication: The communication plan outlines to whom team members need to report, how
the information will be distributed, and the frequency of communication with stakeholders for an
effective communication flow.
Contingency plan: Backup plans can help to minimize the negative impact on the project and
recover quickly due to saved money and time in an emergency or when things go out of control
because of a delay in operation or a serious problem.
Considering these elements of the project management plan with strategic decision-
making and organising skills of the project managers can guarantee the success of the project.
Conducting research and collecting data for a project
Before starting a PMP, there are several key steps to conduct reliable research and collect
data.
1. Defining research problems and objectives
 2. Identifying data requirements
3. Selecting appropriate research and data collection methods
4. Setting a time frame
5. Designing the methods
6. Pilot testing to avoid mistakes when conducting the main study
7. Standardization
8. Establishing data collection procedure
9. Setting data analysis plan
Research ethics
However, researchers should be aware of ethical considerations. It is of great necessity
for them to do research respectfully and responsibly by concealing the participants’ confidential
information to protect their privacy and rights, informing fully them about the nature of the
research, risks, and benefits, and avoiding leading questions that can result in bias for more
accuracy and reliability. Henceforth, project managers can ensure credibility, make strong
decisions, and draw strategic plans for the project.
Types of research methods
Research methods can be categorised into three methods – primary research, secondary
research, and mixed method based on the approaches to collect the data.
Primary research
Primary research involves gathering first-hand data by researchers themselves rather than
relying on data already presented by other sources like publications and databases because they
aim to address problems that have not been solved before and acquire new knowledge. They use
various methods like interviews, focus groups, surveys, and samples. The advantages of using
primary research are the availability of updated, fresh data and the direct reach to customers.
Secondary research
Researchers use existing data like government publications, databases from social media
platforms and websites, academic books, journal articles, and other research papers. By using
secondary data, researchers can gain insight into the market thanks to previous studies and
identify the gaps to improve the project. Compared to the primary research method, it is more
cost-effective and less time-consuming.
Mixed methods
 The mixed method which combines primary, secondary, qualitative, and quantitative
research can allow project managers to obtain information with higher reliability and validity.
The reason is that researchers can get a comprehensive understanding of the market trends and
behaviours of the targeted customers. Secondly, they can enhance the overall verification and
validity by overcoming the limitations of each method. Also, they can capitalize on the
opportunities for creativity thanks to deep findings from multiple sources. Finally, mixed
methods can increase flexibility and adaptability under different circumstances.
Data collection methods
Sampling
Researchers aim for specific groups they are interested in, also known as, the targeted
population to collect data. Some sampling methods are described below.
Random sampling: Random people from the targeted population are selected which means
everyone has an equal chance of getting picked.
Stratified sampling: The data is collected from the population divided into subgroups called
strata based on their characteristics.
Convenience sampling: Researchers collect data from the readily available sample groups that
they have the easiest access to.
Qualitative data
Qualitative research can be obtained by conducting interviews with stakeholders and
asking them open-ended questions which allow them to express their thoughts and opinions. The
collected data is presented in words. Qualitative research can help the researchers get genuine,
detailed answers from the participants since they can answer openly; however, it is complicated
to present data. Here are different qualitative data collection methods.
Interviews: Researchers meet with participants in person, by phone, or online to know direct,
individual responses. There are structured interviews where participants answer the same
questions and unstructured interviews with different and random questions.
Surveys: There are online and offline surveys where participants answer questionnaires.
Researchers can use online platforms like Google Surveys and Survey Monkey and mail surveys
for online surveys. Also, they can use offline methods like paper surveys where questionnaires
are printed out, telephone surveys, and face-to-face surveys.
Focus groups: Researchers organise an event to gather stakeholders and discuss a specific topic.
Quantitative data
Meanwhile, quantitative research is collected through surveys where the participants have
to answer close-ended questions that give them options to choose from and experiments carried
out in a controlled environment. Then, the data is shown in numbers and statistics. The
researcher can analyse and convey the data easily by quantifying the qualitative data, for
example, showing in numerical scales like the Likert scale.
Evaluation of project life cycle and factors of PMP
Factors of the project management plan interconnect with the phases in the project life
cycle. In the project initiation stage, a project charter is released to figure out the project
feasibility - a document that lays out the draft of factors, such as project scope, budget, schedule,
and stakeholders to be considered. Next, detailed plans for stakeholder engagement through
communication, risk management, cost and resource allocation, and quality controls are
meticulously drawn in the planning phase. When the plan is executed, project managers monitor
the resource utilisation and effectiveness of the task execution and communication by comparing
it with the factors in the plan. Along with the execution, monitoring and controlling processes
take place to identify the roadblocks and inefficiencies in the implementation process and take
corrective actions immediately by adjusting the original plans. Finally, in the closure phase,
project managers have to reflect on and identify the best practices for reusing and opportunities
for continuous improvement in future projects.
As mentioned above, each stage is interdependent; hence, project managers need to
coordinate and integrate them well and regularly monitor bottlenecks for smooth transitions
between the stages. Furthermore, they need to ensure that the factors in each stage meet the
project objectives in the PMP regarding relevance and their impact of changes on project
performance and outcomes. Most importantly, project management practices should align with
the organisational capability, long-term goals, and culture. To conclude, project managers can
contribute to fruitful project outcomes by understanding the importance of the interrelation
between each phase of PLC and factors of PMP and managing them intricately.
Evaluation of research methods and strategies
When researchers conduct research, they need to choose the most appropriate research
method by considering their benefits and drawbacks. For example, the disadvantages of primary
research are time constraints, costs, and unreliable data due to the lack of research experience
despite obtaining new data. Likewise, the data collected from secondary research can be
outdated, leading to a lack of credibility in the research although it is cost-effective and time-
saving. In addition, there are limitations to quantitative and qualitative data respectively, such as
constraints in scope, subjectivity, misinterpretations, and being resource-intensive. Therefore, the
most suitable and applicable research method should be selected wisely based on the project
objectives, requirements, and sudden changes. After this step, the researchers should consider
ethical considerations and transparency for the well-being of the participants when researching to
enhance the data quality. If valid, reliable data with high objectivity and credibility is gathered,
project managers will be able to make informed decisions, mitigate the risks, and seize
opportunities throughout the PLC. In conclusion, data quality is profoundly affected by the
choice of research methods, strategies, and approaches, having a long-term impact on creating a
PMP.
Critical evaluation of PMP and research methods
It is of great importance to do rigorous research with appropriate methods and strategies
before a project management plan to ensure relevance, reliability, credibility, timeliness, and
accuracy for improving the data quality. By doing so, the feasibility of the project can be
measured based on constraints, risks, and potential benefits. Additionally, conducting research
can help understand the targeted audience better in terms of their needs, expectations, and
diverse backgrounds. Also, the researchers should use ethical data collection methods to secure
the data privacy of participants and promote public trust. Otherwise, outdated and poor data can
undermine decision-making, causing devastating risks and unfruitful project outcomes in the
end.
After doing research, PMP can be initiated. Managing the factors of PMP correlates with
objectives and impacts on the deliverables of the project. In the conception phase, the project
managers need to define the scope, objectives, schedule, communication, quality, and allocation
of necessary resources and costs clearly based on the project requirements so that stakeholders
and teams agree on the project criteria. Thus, they can produce a successful project charter that
will help create a detailed project management plan to manage resources and time, proactively
plan for risks, and break down the activities into subsets while maintaining the smooth flow of
communication with influential stakeholders. Consequently, they face fewer roadblocks in
execution leading to easier monitoring of the progress and controlling the quality without having
extra costs for errors. Nevertheless, there can be unforeseen obstacles like resource limitations,
staff absence, and uncontrollable external forces, so they should prepare a contingency plan
ahead or be decisive on the spot. Eventually, they can hand in the project outcomes as
stakeholders have expected. Therefore, organising the PMP factors plays a vital role from the
beginning to the end in completing the project efficiently.

Relationship between customer perception and customer retention of CSR activities

Introduction
Nowadays, businesses have realised that their operations should be profitable and
effective for the company and positively impact society and the environment. Also, they have
understood that customers are inclined to purchase products from ethical and socially responsible
companies. Therefore, they have significantly invested in CSR activities to promote customer
trust, loyalty, and perception, expecting to foster customer retention.
Problem Statement
Nevertheless, there is limited research on the impact of CSR activities on customer
retention rates.
Aims and objectives
Therefore, the objectives of this report will be:
 To review several pieces of literature to investigate the correlation between the two
variables – customer perception of a company’s CSR activities and customer retention
rate
 To conduct primary and secondary research on CSR activities and their influence on
customer perception in the context of a real business environment
 To prove if the conceptual framework of the relationship between customer perception
and customer retention rate is true by analysing the data statistically
Plan and deliverables
The overall research plan and deliverables of each step are mentioned below.
Organisation selection: One of the organisations in Myanmar will be selected. This research
will focus on a renowned retail company – City Mart Holdings., Ltd (CMHL).
Literature review: Previous literature of online research reports will be used to know the
relationship between customer perception and customer retention of CSR activities.
Preparation for the survey: Two sections of questionnaires containing 15 questions, 10
questionnaires for customer perception and 5 questionnaires for customer retention, will be
developed to discover the customer perception and potential customer retention based on the
CSR activities of CMHL.
Data collection: Offline and online surveys will be launched among a sample of 50 respondents
to collect data.
Data entry and calculation: The collected data will be presented in descriptive statistics. Then,
the correlation of the two variables will be calculated.
Interpretation: The obtained data will be interpreted, and the findings will be reported.
Recommendation, suggestion, and reporting: Based on the final results, recommendations and
suggestions will be provided to improve CMHL’s CSR activities. Also, a certain answer will
come out for the hypothesis of the two variables.
Risks
There are potential risks when implementing the project. Firstly, there may be difficulties
in sending online surveys to respondents due to unstable internet connections and power failures
in Myanmar. Also, some respondents might be hesitant to take the survey or might give
inconsistent answers because of misunderstanding or indifference. Moreover, there is a chance of
respondents giving biased answers to align with the socially accepted norms.
Literature review
Several pieces of previous online literature including research reports and online articles
will be reviewed to gain insight into CSR activities and their connection with customer retention
rates. Furthermore, this section will explore descriptive data, correlation analysis, and their use in
research.
CSR activities
Definition of CSR
Corporate social responsibility (CSR) means ‘ a commitment to improve community
well-being through discretionary business practices and contributions of corporate resources’.
They are not mandated business activities or those the public expects. It is a ‘voluntary
commitment’ made by a business to choose business practices and execute them while
considering the ‘community well-being’ that includes ‘human conditions and environmental
issues’. Similarly, the definition of CSR by the organisation called ‘Business for Social
Responsibility’ is ‘operating a business in a manner that meets or exceeds the ethical, legal,
commercial, and public expectations that society has of business’. In conclusion, CSR can be
defined as business activities that adopt a sustainable framework called the triple bottom line
known as the 3Ps – people, planet, and profit. Aiming for the sustainability of the ecosystem,
businesses maximise the benefits of stakeholders who are employees, customers, and society at
large and mitigate the negative impact on the planet (the environment) without compromising the
profits.
Historical background of CSR
The perception of businesses towards CSR activities in the late 1900s was different from
the modern one. In the early 1990s, CSR activities had short-term commitment and impact on
society and the environment because the companies chose to tackle the social issues that could
put pressure on them although they did not align with corporate core products and objectives.
Their strategy was to ‘do good as easily as possible’ to showcase their philanthropic efforts, for
example, they would fund or donate to charitable organisations. In other words, their CSR
initiatives were for ‘doing good to look good’.
In contrast, in the early 2000s, companies adopted a new model that emphasizes ‘doing
well and doing good’. Making decisions to develop CSR programs encompasses the departments
to ensure that their selected issues are related to core products and markets. Also, this model
supports marketing opportunities like increasing market share or building a brand image. On top
of these, modern CSR initiatives solve the community's problems by using strategic methods like
strategic partnerships, having a long-term positive effect.
However, in the 2010s, Michael Porter and Mark Kramer claimed that CSV (Creating
Shared Value) could bring sustainable success to companies compared to CSR. The reason is
that CSV allows firms to stimulate competitiveness through innovation and profit generation and
simultaneously address societal needs and challenges. However, CSR activities only contribute
to those issues in turn for their actions and do not enhance the competitive edge.
To conclude, companies’ attitudes toward CSR have evolved. They now regard CSR as a
strategy to gain public trust and achieve their corporate objectives rather than an obligation to
avoid controversies.
Types of CSR
 According to Archie Carroll’s ‘Pyramid of Corporate Social Responsibility’, CSR
activities can be categorised into four groups which are:
1. Economic responsibility
2. Legal responsibility
3. Ethical responsibility
4. Philanthropic responsibility

Environmental responsibility
Industries, especially automobile and production industries, take actions to reduce the
environmental impacts of their businesses by adopting sustainable and environmental measures
in their daily operations from packaging to delivering the products or reducing the use of harmful
materials and energy.
Ethical responsibility
Companies set policies and practices for the welfare and safety of employees. They
ensure to create a positive work environment that is free of discrimination on the grounds of
gender, colour, ethnic group, religion, age, sexual preference, and disability. Also, they have
ethical codes to maintain their operational standards, product quality, and corporate values.
Philanthropic responsibility
This involves businesses donating a certain amount of their profit to charities and non-
profit organisations, establishing foundations, or funding a campaign or a project for a good
cause.
Economic responsibility
A combination of environmental, ethical, and philanthropic responsibilities is economic
responsibility. Businesses make financial decisions to invest in the benefit of the community to
reflect on their values.
Customer retention rate
Customer retention rate or repurchase intention means that customers repeatedly purchase
goods and services from the same business due to satisfaction and worth of money. It indicates ‘a
long-term commitment between customer and company’ to establish their relationship.
Hypothesis of the relationship between CSR activities and customer retention rates
 Many studies have highlighted the positive relationship between customer perception of
CSR activities and customer retention rates. CSR activities can strengthen the brand image. It is
discovered that marketing initiatives with more social content receive a more positive customer
perception compared to those with less social content despite the same size, scope, and products.
Consequently, customers feel positive and unique about the brand, creating a deeper bond which
leads to repurchase intentions. Furthermore, according to a benchmark survey of consumers in
1993, 66% of respondents answered that ‘they would switch to brands to support a cause they
care about’ while 78% said that ‘they would be more likely to purchase for a good cause’.
Additionally, a quote in the article in ‘the Journal of Marketing’ showed that 75% of customers
responded that ‘their purchasing decisions are influenced by brand’s reputation with conserving
environment’. Also, a study confirmed that customer retention rates increased because of the
CSR activities initiated by Hong Kong retail banks.
Descriptive statistics
Descriptive statistics is the first step of statistical analysis after collecting data in
quantitative research. It summarises and describes characteristics of a data set which is a
collection of responses or observations from a sample or entire population. In this case,
descriptive statistics will be used to describe the average of two variables which are customer
perception of CSR activities and customer retention rates. Also, it will convey the relation
between those two variables.
There are three types of descriptive statistics:
Frequency distribution: A distribution of how often a value or a score occurs can be shown in
numbers or percentages by using tables or graphs.
Measures of central tendency: It estimates the centre and average of a data set in three ways –
mean, median, and mode.
Mean: The total sum of response values is divided by the total number of responses to find the
average.
Median: To obtain the middle value of the data set, the sum of the middle numbers is divided by
2.
Mode: To find the most occurring value, the response values need to be arranged from the
lowest to the highest value; then, the most frequent values are chosen.
Measures of variability: It measures how spread or variable the values are in a dataset. There
are four ways to measure variability.
Range: The smallest value is subtracted from the largest value to find the range.
Standard deviation: This shows how far each value is deviated from the mean. The larger the
standard deviation, the higher the dispersion of the data is.
Variance: It shows ‘the average of the squared differences from the mean’.
Correlation analysis
Correlation analysis is a method to measure the relationship between two variables,
shows how the change in one variable affects another, and determines the relationship’s size,
degree, and direction. The coefficient of correlation is represented by ‘r’ and ranges from -1 to 1.
A coefficient of -1 indicates there is a negative or inverse correlation between the two variables,
meaning as one value increases, the other decreases. There is no relation if the coefficient is 0. If
the coefficient is 1, it shows a direct, positive correlation between the two variables, implying an
increase in one variable has the same effect on the other. Depending on the ‘r’ value, the degree
of correlation varies. If the ‘r’ value is less than 0.3, the correlation is weak. A moderate
correlation is when the ‘r’ value is between 0.4 and 0.6. The ‘r’ value of 0.7 indicates a strong
correlation.
Conceptual framework
In conclusion, customer perception of a company’s CSR activities has a direct, positive
relationship with customer retention rates based on previous literature reviews. The final
conceptual framework is that customer retention rates will increase as customer perception of
CSR activities shows positive. This will be verified by using descriptive statistics and correlation
analysis after collecting the data.
Methodology
Aims and demographics
Research will be conducted to determine whether the conceptual framework is true.
Among the target population of CMHL consumers in Myanmar, 50 will be randomly selected to
gather data about their perception of CMHL.
Ethical consideration
In the survey, participants were informed that the data would be used for an academic
assignment. Also, confidential information of the respondents, such as names and email
addresses, was not included. Moreover, any forms submitted by respondents were not shared on
any social media platform or misused.
Methods and tools
Mix research method
For data reliability and validity, primary and secondary research methods are integrated.
Secondary research
Secondary research used CMHL online annual reports for 2019, 2021, and 2023 to
explore CSR activities because of their credibility and validity.
Primary research using offline paper surveys and Google Forms online survey
Primary research was conducted to support the key findings in CMHL’s CSR activities
and find out whether there is a correlation between customer perception of CSR activities and
customer retention rate. Fifteen questionnaires about customer perception and the likeliness of
retention rate towards CMHL were created. Then, 27 respondents were asked to take a paper
survey first as a pilot test to monitor errors and improve them before conducting the main study.
Afterwards, the final survey created on Google Forms was sent to the Facebook group of regular
and engaged City Mart consumers. Using Google Forms online survey is convenient and time-
saving for the participants since they rate each question from 1 to 5 just by clicking the buttons.
Also, not having to give an immediate response, they can take their time to answer the questions,
leading to more accurate data.
Quantitative research
Quantitative research was used since it is easier and less complicated to present
quantified data instead of qualitative data like opinions of individuals. Also, it will be much
easier to calculate the correlation between CMHL’s CSR activities and customer retention rate.
In the survey, a 5-point scale is used to know the satisfaction of the participants and their
perception of CMHL’s CSR activities. Answering 1 means they are completely dissatisfied with
CMHL’s CSR activities, and answering 5 means they are fully satisfied. If they answer 3, it
means they are neutral about the activities or they are not aware of them. 2 and 4 mean they are
somewhat satisfied or dissatisfied.
Limitations
The sample size of 50 participants is too small to gather more accurate and reliable data.
According to the sample calculation, 383 respondents are required to represent over 50 million
 people in Myanmar. The data will be more solid if the survey is conducted among customers in
different regions.
Detailed Work Breakdown Structure
The whole research project has been divided into small, manageable tasks for better
monitoring and controlling in each process to ensure success in the end. The following table,
network diagram, and Gantt chart show the order of functions along with durations and their
dependencies on one another.
The table of work breakdown structure
Task Description Duration Predecessor
1 Topic selection 2 days -
2 Literature review 5 days 1
3 Survey preparation 2 days 2
4 Data collection 7 days 3
5 Data entry and calculation 1 day 4
6 Interpretation 1 day 5
7 Reporting, suggestions, 2 days 6
and recommendation

Network diagram

Topic selection Literature review Reporting, suggestions,

Survey preparation
2 days 5 days and recommendation
2 day
2 days

Data collection Data entry and Interpretation

7 days Calculation 1 day
1 day

Timescale shown in working days

Task Description 2 4 6 8 10 12 14 16 18 20
1 Topic selection
2 Literature review
3 Survey preparation
4 Data collection
5 Data entry and calculation
6 Interpretation
7 Reporting, suggestions, and
recommendation

Findings from secondary research

According to the reports, its CSR activities aim for the sustainability of the conglomerate
by focusing on four pillars which are people, planet, product, and the company.
People
Believing that employees play a crucial role in serving customers and sustaining the
success of the organisation through teamwork, CMHL guarantees employee rights in the
workplace. Firstly, the company creates ‘a respectful workplace’ by listening to its employees,
introducing flexible work hours for certain employees like students, and launching a system
which allows the employees to discuss with their managers. Furthermore, it has invested in the
‘Learning Institute’ to equip the employees with essential skills. Also, it ensures that the
recruitment policy and promotions are impartial and based on only the skills and performance of
the employees instead of gender and ethnic backgrounds, valuing diversity and a gender-
balanced working environment. In addition, the company pays close attention to the health and
safety of the employees. For the productivity and skill development of employees, it has
organised a program called ‘Serve with Joy’ featuring a special training module’ to enhance the
service quality and shopping experience. Additionally, it has established a Fun Committee for
the quarterly social events which fosters a sense of ‘belonging’ and unity across different
departments in the organisation. Lastly, it has created over 600 jobs between 2021 and 2023 for
Myanmar people to support their lives. These actions make employees feel ‘empowered,
accountable, and responsible’ for shaping the sustainable future of CMHL.
On top of these, CMHL cares about the society's well-being, such as Myanmar people’s
health, education, and livelihood. It has established a philanthropic foundation called the City
Love and Hope Foundation which develops sustainable projects that have an ‘effective,
meaningful, and long-lasting’ social impact on Myanmar and its citizens. For example, the
foundation has organised knowledge-sharing programs and scholarship programs for students
from disadvantaged backgrounds to help apply their useful skillsets in their future careers. To
promote healthy lives, it holds free health check programmes occasionally, annual blood
donations, and fun fairs to support children diagnosed with cancer at hospitals. Lastly, it has
organised campaigns like ‘worn clothes collection’, flood relief aids, and donations of food to
suitable charities, orphanages, monastic schools, and nursing homes.
Planet
Energy saving
CMHL reduces its carbon footprint by lowering electricity consumption, food waste, and
the usage of plastic bags. It has hired a facility manager to choose different approaches to using
energy efficiently for carbon reduction and the organisation’s sustainability. As a result, the
carbon emission of the operations dropped by 26% between 2021 and 2022. By the end of 2024,
it has started a pilot solar project at one of the stores and aims to have up to 8 Mega Watts of
solar capacity.
The 3R initiative
Furthermore, it has effectively adopted the 3R initiative – reuse, reduce, and recycle
initiative.
Reduce
To tackle Myanmar's rising food waste problem, the conglomerate has adopted a better
inventory management system, donating food, and juicing the fruits whose blemishes have been
removed. Regarding plastic usage reduction, it has started an annual initiative ‘No Plastic Bag
Day’ at MarketPlace which raises customers’ awareness about the plastic problem and
encourages them to use reusable bags. Similarly, employees at City Mart participate in the
campaign by bringing their own reusable items and avoiding single-use products. Likewise,
suppliers also optimise food packaging by using alternatives. In early 2023, it collaborated with
‘Prevent Plastics’ to manage plastic use and waste produced in the organisation.
Reuse
They segregate the types of waste to collect reusable materials like glass, paper boxes,
and cans. Instead of throwing away the rubble sacks, they are reused for other purposes.
Recycle
CMHL uses upcycled wood pallets for making office furniture and sells recyclable items
to recyclers.
Product
Believing that customer loyalty and satisfaction are the backbones of sustainability,
CMHL serves high-quality products and assures customer safety in physical and online stores to
build ‘trusted relationships’. Physical stores have improved the security system by providing
standard safety procedures to branch managers and regularly monitoring the security cameras.
Also, a new e-commerce platform and loyalty program have been launched for more
convenience and accessibility to online shopping. Additionally, despite the inflation, the prices
were not raised to protect the customers from the negative effects of increasing prices. Lastly,
vegetables and meat are sourced from local suppliers in regions like Shan State due to the import
delays caused by the political crisis. This helps the company enhance the quality and traceability
of the products, save jobs nationwide, and shield consumer purchasing power. Because of these
actions, City Holdings can maintain its position in the customers’ perception – 98% of customers
would recommend others shopping at City Mart.
Company
Although the import costs tripled, and distribution of goods to branch stores was
challenging, CMHL developed strategies to secure the needs of stakeholders. For instance, it
ensures the security of truck drivers when delivering the goods. Then, it sources goods from
Myanmar suppliers and producers, especially local farmers, to reduce ‘import challenges’ while
building frequent communication with them for more effective logistics and delivery. Therefore,
CMHL can sustain its brand profile as a retail company which can provide ‘healthy, quality-
assured, and affordable products’ and achieve its long-term goals.
To conclude, CMHL is actively participating in CSR activities for the long-term
sustainability of society, the environment, and the company itself. According to its annual
reports, the conglomerate meets six UN sustainable development goals. It values gender equality
and holds a zero-tolerance policy for corruption to become a strong institution with peace and
justice. Also, it works closely with suppliers to support their business expansion and create ‘a
better-working food chain’ without wasted resources, fostering economic growth and a culture of
‘responsible consumption and production’. Lastly, it has been working on environmental
campaigns and policies to reduce electricity consumption, plastic usage, and food waste for
climate action. Overall, CMHL is an organisation that aims not only to profit but also for the
benefit of human beings and the planet.