The aim of this study is to determine a strategic focus for the implementation of the National Liquor Act 59 of 2003 in South Africa. There are several shortcomings in the implementation of the Act at national and provincial level. Various models in the field of Human Resource Management can assist in creating an effective strategy to achieve National Liquor Authority (NLA), Provincial Liquor Board (PLB) and South Africa Police Service (SAPS) objectives. The researcher applied purposive and snowball sampling to select 21 participants with extensive knowledge of the implementation of national and provincial liquor acts. Semi-structured interviews were conducted to collect data from police and non-police liquor inspectors involved in the implementation of the Act. National and international literature was studied to collect theoretical information. The data was analysed by means of qualitative data packages. The ATLAS.ti software program was used to categorise data according to themes. The study objectives were to understand the strategic focus behind the implementation of national and provincial liquor acts. Furthermore, the roles of liquor inspectors and the procedure according to which the liquor acts were communicated to ensure performance were examined. International best practices in the enforcement of liquor acts were explored, and a strategic model was proposed to supplement shortcomings in the enforcement of these legislations. The findings indicated a gap between the National Liquor Act 59 of 2003 and agencies’ strategic focus, a lack of capacity, and poor communication of the liquor acts. Moreover, a strategic model is suggested to ensure uniform standards for the implementation of the National Liquor Act 59 of 2003.