BSB61015 – Advanced Diploma of Leadership and ManagementBSB61315 – Advanced Diploma of Marketing and Communication BSBMGT616 Develop and implement strategic plans Task 2 – Written Report Candidate InstructionsPurpose of this Assessment taskThis assessment task is designed to test your skills in developing and implementing strategic plans as required by the unit BSBMGT616 Develop and implement … Continue reading “Develop and implement strategic plan | My Assignment Tutor”
BSB61015 – Advanced Diploma of Leadership and ManagementBSB61315 – Advanced Diploma of Marketing and Communication BSBMGT616 Develop and implement strategic plans Task 2 – Written Report Candidate InstructionsPurpose of this Assessment taskThis assessment task is designed to test your skills in developing and implementing strategic plans as required by the unit BSBMGT616 Develop and implement strategic plans. Your trainer/assessor will be assessing your work and provide you with constructive feedback on Canvas. This task will assess your skills to: Confirm organisational vision and mission Analyse the internal and external environment Write strategic plan Implement strategic plan.In this assessment you will analyse the provided case study, undertake research in the topics presented, create, develop, and implement a strategic plan. By successfully completing this project you will provide the required performance evidence of your competence in developing and implement strategic plans.What are you required to do to undertake this Case Study? You should carefully read the provided Case Study; and undertake all questions. The task includes: (i) Analysing the case (ii) Undertaking required research (iii) and Reporting. No Role Play or Presentation is required for this assessment task.To successfully undertake this assessment, you should be doing the following: Read the provided Case Study couple of times and understand its requirements Clarify the requirements with your trainer and assessor if you are not sure Research appropriate websites as directed by your trainer/assessor Discuss with your trainer/assessor the contents of the report you will be presenting if needed.Context and conditions of undertaking the tasks? The prescribed tasks will be undertaken by you after carefully analysing the case scenarios. Your trainer will also provide you guidance on the websites to be researched. Your trainer/assessor may also set certain conditions under which you will perform the tasks required by this assessment. For example, your trainer may set a time limit to perform a task or, ask you to repeat a task or, ask you to give additional information about the performance by asking you some verbal questions or, they may prescribe you some new conditions to undertake certain tasks.Given your personal conditions, your trainer/assessor should also be able to make some reasonable adjustments in undertaking the tasks of this assessment. You should check with your trainer/assessor about the conditions under which the tasks should be completed, and the possible adjustment they can make in undertaking these tasks.What specific WHS requirements may be involved? This assessment will require you to be aware of the standard Workplace Health and Safety requirements e.g. Workplace Health and Safety Act and Workplace Health and Safety Legislation Your trainer/assessor will advise you on these and other legislative requirements.Tasks and frequency of performance Details of the tasks to be undertaken in this assessment are provided in Case Study. The tasks listed in that document must be performed at least once.Getting Started The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-submission” on your resubmitted work.You must complete all questions unassisted by the assessor or other personnel but may refer to reference material as may be needed. All questions must be answered satisfactorily for the assessment to be completed satisfactorily.For any assessment conducted that is incomplete, or without satisfactory performance, the assessment will need to be completed again after further training support. This may be simply to focus on question areas not achieved in the prior assessment.Submitting your assessment When you are ready to submit your assessments, upload the files in Canvas via the submission tab. It is important that you keep a copy of all electronic assessments submitted to Canvas. Please submit all assessment components.Word count In this assessment some of the questions include a word count. This is a guideline only, but your answers should not vary substantially (i.e. +/- 10%) from the word count provided. Microsoft Word includes a word count tool.ObjectiveTo test the required application skills of developing and implementing strategic plans. Assessment Cover SheetCandidate name:Trainer’s Name:Date Submitted:Candidate declaration:I declare that: I have read and understood all the information provided in relation to the assessment requirements to complete this unit, the instructions and the purpose and processes of undertaking this assessment task This assessment is my own work and where other’s works or ideas have been borrowed, I have appropriately referenced or acknowledged them I understand that plagiarism is a serious offence that may lead to disciplinary action.Candidate signature: Task 2: Report Writing General instructions Read the case study below carefully and answer all the questions Case Study – Organisational Review You have been the General Manager of MacVille’s successful import/export business Centre in Sydney for the past two years. You have been asked by the Board to assist in the development of a strategic plan by initially conducting a review of the vision, mission and values of the organisation. You review the annual report for the previous year, and note the following statement by the Chair of the Board: ‘Within the next five years, MacVille will become a national brand, and will be accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.’ ‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our stakeholders and the communities in which we operate to prosper.’ Being part of the management that assisted in upholding the values of the organisation, you have been made very aware of the Chair and Board’s views on the following values and, after reviewing your papers and reports, you speak with the CEO, who replies: ’MacVille’s values have been the same for as long as the organisation has existed. For our stakeholders, it has always been about stewardship and to adhere to professional and moral standards of conduct in all that we do. For our people, we are committed to encouraging self-directed teams, we cultivate leadership and maintain high levels of safety. Externally, we are committed to wise environmental practices and offering meaningful value to our customers.’ Later in the review process, you were presented with an opportunity to discuss the application of the vision, mission and values with the CEO again. This time, you were more interested in researching what had changed since the last strategic vision was formulated. The CEO explained: ’In the past few years, since the last strategic plan was formulated, there has been developments in new areas that were not clearly recognised when developing the last plan. These changes are becoming an important part of our operations on a daily basis, and should be reflected in our vision, mission and values.’ The CEO further explained: ‘There is a real need to incorporate innovation into our mission because it has been an outcome from the self-directed team’s directive. Finding new ways to improve the efficiency of processes and effectiveness of customer solutions has become a priority. There has always been a need to evaluate what we were doing, to continually challenge our methods and ask how we can simplify and improve our business. We should never rest on our laurels but instead constantly innovate and raise our standards, because we are not afraid to try new ideas and concepts. The organisation needs to embrace strategic alliances and to seek out new partnerships that support and promote our mission, desired outcomes, and strategies.’ When prompted for further changes that had taken place, the CEO stated: ‘MacVille needs to identify more closely with the community it serves. We need to be a good corporate citizen that recognises our responsibility to be active participants in our local communities, and even donate a % of profits every year to a wide variety of community and non-profit organisations.’ Part A Assessment required: Review the case study information provided above, you need to summarise: the established (written) vision and mission of the organisation Vision:Mission: Current practices of the organisation and whether they support the mission objectives of the organisation or point to potentially new objectives for the organisation. Current approaches, additional to organizational values: After you have developed this summary, assume you met with a key stakeholder/strategic planning consultant to discuss the vision and mission as you have identified it. You would have also checked that they agreed with your findings. (Please note no role play is required) Summarise, in dot-point form, your discussions with the key stakeholder/consultant and ensure that this includes any recommendations they made. (Up to 100 words) Summary of discussion: After this meeting, you need to draft an email to the other stakeholders in your organisation, using the headings described below: Existing vision and mission: From the case study information provided, describe the existing mission and vision statements.Current approaches: From the case study information provided, and your meeting with the key stakeholder/consultant, describe the current organisational understanding and enactment of the mission and vision statements.Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission statements that reflect the current organisational requirements.Organisational values: Based on the case study information provided, step 2 above, and reflecting on the revised mission/vision statements (from step 3), describe the organisational values required to support the revised mission and vision statements. Insert a copy of the email here. Part B – Case Study: Environmental Analysis Having completed MacVille’s review of the vision, mission and values, you should then consider the environmental factors that could impact on MacVille’s goals and objectives. To help you with this assessment, you are provided with an industry consultant’s report that contains a recent and comprehensive review of the industry and general operating environment. Industry consultant’s report You have noted the following points from the report: New commercial espresso machines are being developed that use 30% less energy to run, with an innovative and more efficient heat exchanger.Planned changes in trade where all tariffs on imported goods, including espresso coffee machines, will be removed in line with the Government’s free trade policy.The development of the home consumer market for consumer espresso machines is experiencing high growth.The lifestyle trend towards eating out more frequently as the population ages and becomes more affluent.The prediction of a steady population growth rate for Australia from 22 million in 2010 to 36 million in 2050.The prediction of a strengthening Australian dollar against all our major trading partners over the next few years is also a concern.The prediction of higher-than-expected growth in the economy, as a result of a resources boom.The strong possibility of a carbon tax being introduced on all energy intensive products used in a commercial enterprise. Senior manager’s meeting At a meeting with the CEO and other senior managers, the following points were noted in regard to the operations of MacVille. In response to your question about how effectively MacVille adds value to its products and services, the following responses were agreed by all. Inbound logistics is a problem, due to the lack of experienced personnel in importation and customs operations. The lack of solutions from Human Resources Management has meant that delivery timelines are sometimes delayed because the proper procedure was not followed.The operations of MacVille is an area of strong value-add, with the state-of-the-art Management Information System (MIS) forming part of MacVille’s infrastructure. The MIS has allowed for sound corporate/strategic planning, along with strong internal controls in accounting and finance.Outbound logistics is an area that could be improved. Currently, MacVille relies on a three-year contract with a delivery firm to deliver its goods to customers. Sometimes there is a delay in getting the appropriate vehicle to deliver the espresso coffee machines, which is causing some issues with customers. The contract delivery firm seems to be struggling to deliver the promised quality with their fast expansion.All managers agreed that marketing and sales is a strong point for MacVille. The marketing communications and promotions mix seems to be working well, particularly with the social marketing that MacVille has introduced in the past year. Technology developments are helping MacVille to reduce costs, yet expand the message via internet marketing activities.Service is another strong point for MacVille, which enjoys a good reputation in this field. The installation, after-sales service, complaints handling and training all get top marks from our customers. Some of MacVille’s procurement policy has helped in this regard, with MacVille outsourcing work where it cannot meet customer demand. The policy of putting the customer first and guaranteeing service calls within 24 hours has been a key reason for the increased sales. In a brainstorm with the CEO and senior managers, the following points were noted. When asking about the potential for opportunities, threats and competitors, the consensus was: Moving into the new Sydney market, where the bulk of espresso machines are sold each year, and from which a major (but ineffective) competitor has withdrawn.Other opportunities could be found in strategic alliances with coffee bean suppliers, where market penetration could easily be achieved and costs of advertising and service could be shared.There was also concern about the raising Australian dollar having a severe long-term impact on tourism, which was a major category buyer of espresso machines. Raising interest rates that are predicted for the coming years could impact negatively on the disposable income of coffee-drinking patrons.The concerns of the group were centred on a global corporation Nufix Inc. shifting from instant coffee into the espresso bean and machine market. The resources they would have at their disposal in marketing, finance and human resources could be a serious threat to MacVille’s plans. However, they would still struggle to gain a foothold in a market that already has strong supplier/buyer allegiances, with most stretching over many years. Global players like Nufix Inc. have difficulty being adaptable to the needs of niche market buyers.Another competitor of note was BeanEx, a large coffee bean supplier that had recently started importing espresso machines for their customers. There was talk of them selling the espresso machines as wholesalers. They certainly had easy access to markets with their coffee bean trade, but they had no established service arm to help wholesale clients maintain the machines that they purchased.MacVille has been keen to pursue strategic alliances as part of its strategy to achieve its objectives. It called for tenders from interested parties, who were asked to complete a tender application form that provided information relating to the tender requirements. Some notes have been included by senior managers who assessed some of the information. Tender submissions Three submissions are attached to this case study. Business name – Home Espresso Trades Description of business (include vision, etc.) – Selling consumer home espresso machines to the home market, only in Sydney, and incorporating other digital home entertainment products. Description of joint venture – Shared space in four trade shows per year. Venture: Strengths and weaknesses – Strength: covers the consumer market for espresso machines (that compliments the commercial espresso machines) to make a full range offer to clients. Weakness: in working with a strategic partner who is not solely focused on the hospitality industry. Venture: risks – Partner not fulfilling their financial commitment.Association with a non-industry partner may have a negative effect on our customer base.Partner access to MacVille’s trade secrets. Venture: Cost-benefit analysis – Costs of the shows is $2,500 each. Four shows costing $10,000, selling 10 machines per show at $500. Profit for each would see a profit of $10,000 for the year and a breakeven after two shows. Venture: Financials – Venture: Trend analysis – Sales 2007 – $1.0m 2008 – $1.3m 2009 – $1.5m 2010 – $1.6m 2011 – $1.6m Able to provide access to due diligence materials? Copies of other strategic alliance agreements? YES NO Statement of Financial Position from last tax return? YES NO Full personal contact details of all directors? YES NO Supporting data for trends, and cost benefit analysis? YES NO Business name – Ambrosia Coffee Roast Description of business (include vision, etc.) – Sell all grades of coffee bean to supermarkets and hospitality outlets around Australia. Description of joint venture – Share in the cost of outdoor advertising for cafes and restaurants, with shared branding of umbrellas and barriers. Venture: Strengths and weaknesses – Supplier is committed to the coffee bean industry, with some sharing of the client base. Product image is not quality but more commodity-based. Venture: Risks – Risks with poor brand association.Long-term commitment in signage. Venture: Cost-benefit analysis – 50 cafes per year, at $200 per cafe cost for each partner. 50 machines sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes. Venture: Financials – Not available. Venture: Trend analysis – 2007 – $3.2m 2008 – $3.0m 2009 – $2.9m 2010 – $3.0m 2011 – $3.3m Able to provide access to due diligence materials ? Copies of other strategic alliance agreements? YES NO Statement of Financial Position from last tax return? YES NO Full personal contact details of all directors? YES NO Supporting data for trends, and cost benefit analysis? YES NO Business name – Java Estate Description of business (include vision, etc) – To sell quality Arabica roasted coffee beans to all states of Australia. Description of joint venture – Java Estate provides MacVille espresso machines to client for no-charge. Java Estate pays MacVille cost price for the delivery and installation of the machine, then pays the remainder of the purchase price on a 12-month repayment program. Venture: Strengths and weaknesses – Australia wide partner – 100% committed to hospitality and coffee bean market. Other coffee bean suppliers may not recommend MacVille machines with this strong strategic alliance. Venture: Risks – Concern over the amount of money outstanding. Venture: Cost-benefit analysis – Potentially 200 machines installed in the first year. Interest costs $40,000 p.a. profit $100,000. Break-even after 80 machines sold. Venture: Financials – Venture: Trend analysis – 2007 – $8.2m 2008 – $9.1m 2009 – $12.2m 2010 – $14.6m 2011 – $16.3m Able to provide access to due diligence materials? Copies of other strategic alliance agreements? YES NO Statement of Financial Position from last tax return? YES NO Full personal contact details of all directors? YES NO Supporting data for trends, and cost benefit analysis? YES NO Assessment required: For the provided case study, you are required to complete for your organisation: PEST analysis (including a review of legislation impacting on MacVille) (Approx. 100 words) PEST: PoliticalEconomicalSocialTechnologicalSWOT analysis (including an evaluation of the value-chain). SWOT StrengthsWeaknessesOpportunitiesThreats You are also required to review competitors/allies to MacVille, as described in the case study, and: Identify and describe existing and potential competitors/allies, then summaries the strengths and weaknesses of each. (up to 100 words) Competitor 1:StrengthWeaknessCompetitor 2:StrengthWeaknessAlly 1:StrengthWeaknessAlly 2:StrengthWeaknessAlly 3:StrengthWeakness Develop a separate summary statement for each potential ally for a co-operative venture that describes their alignment with MacVille’s vision, mission, values and attributes, as identified on the tender document. (up to 100 words) Potential allies’ tender submissions show:Ally 1:Ally 2:Ally 3: Once you have developed these materials, assume you have met with your supervisor to discuss and confirm the analyses you have completed, together with the summary of potential co-operative venture allies. You took notes in the meeting with your supervisor and make any changes as suggested by them, before submitting your final version. (Note: you do not need to conduct the role play) Notes from meeting: Part C – Case study: Strategic planning You are provided with the minutes of the board meeting, where the CEO spoke about the strategic objectives that will form part of the strategic plan. MacVille Board Meeting Minutes: July, 8 201X 6:00pm Board Room, Brisbane Board members: Present: Alan Jones (Chair), Jenny Ng, Olga Hartwick (Secretary), John Brennen, James Laird, George Saldais. Absent: No one. Quorum present? Yes. Others present: CEO: Patricia Mees. Proceedings: Meeting called to order at 7.00 pm by Chair, Alan Jones, who explained that this was a special meeting of the Board to hear the presentation of the strategic plan by the CEO Patricia Mees. (Last month’s) meeting minutes were amended and approved. Overview of the strategic plan: Patricia Mees Patricia Mees gave a presentation concerning the objectives that would form part of the strategic plan for the next five years.Objective 1 – To sell and service MacVille espresso coffee machines in every state of Australia. This was a top priority that would involve the acceptance of Java Estates tender. This was an important alliance and one that should be managed at the highest level. With the Sydney warehouse now established, it was important to look for other warehouse opportunities in high volume states. The other states could be managed with an agent’s network and by outsourcing the maintenance.Objective 2 – To increase profit margins by 5% from our 2010 benchmark in the next five years. This should occur naturally, with increased sales allowing for better price negotiations with suppliers, and getting all departments to make optimum use of their staff.Objective 3 – To establish the MacVille brand recognition in key markets in the next five years, mostly via new technologies but also co-branding with our strategic partner. This is also a high priority if the successful rollout is to be achieved.Objective 4 – To reduce our waste and energy use by 10% from our 2010 benchmark within the next five years. Education programs and incentive rewards for innovations in this area should see the organisation achieve its objectives. Meeting adjourned at 9.30 pm. Minutes submitted by Secretary, Olga Hartwick. Assessment required: For the provided case study information, following on from your analysis of the organisation, and competitors and allies in Part B, you need to: Formulate strategic objectives for the organisation (based on the Board minutes). Strategic Objectives:For each strategic objective, develop and describe strategies that you think could be used to meet the objective in the future. For the strategies described, you need to:develop a prioritised list of strategiesdescribe a timeframe for each to be completedassign responsible parties to each strategyassign measurable performance indicators to individual strategies. StrategyPriorityTimetableKPIPerson responsibleRisk management Add more rows if needed When you have completed your draft strategic plan, you met with the CEO of your organisation to discuss your plan. They gained endorsement from the Board for the plan, and returned it to you with any required amendments. After you have received the endorsed plan from the Board: Develop briefing materials (dot-point descriptors) for the identified responsible parties, outlining the requirements of their role in achieving the relevant strategy.Develop a cover statement/letter to be sent out with the strategic plan that includes:a brief overview of key objectivesa description of the research and process used to develop the plan. Part D – Case study: Reviewing ImplementationObjective 1 – To sell and service MacVille espresso coffee machines in every state of Australia in the next five years. All states have a MacVille machine, apart from the Northern Territory where it took some time to get an agent, and an experienced espresso machine repairer has not yet been found to take on the job due to the attractiveness of mining industry pay rates.Strategy (a) – Sign, action and establish the strategic alliance agreement with Java Estate. KPI (plan) – 200 machines installed p.a. KPI (actual) – Agreement signed within the time limit and actioned, but only 180 machines installed in the past 12 months. There was a slower uptake in Northern Territory and North Queensland, due to the tourist slump with the strong Australian dollar. Strategy (b) – Establish a MacVille Melbourne warehouse. KPI (plan) – MacVille opens in Melbourne within two years after Sydney opens for business. KPI (actual) – Melbourne warehouse is still not open. It is currently being run on the more expensive agency model. Strategy (c) – Set up agents in other states and outsource maintenance contracts. KPI (plan) – Agent agreements and outsource maintenance contracts for South Australia, Western Australia, Northern Territory, Tasmania, ACT. KPI (actual): – Still no service contractor for Northern Territory. All others met the deadline, although agents in Western Australia, Tasmania and Northern Territory were very expensive. Objective 2: – To increase profit margins by 5% from our 2010 benchmark in the next five years. After two years, profit margins have improved by 2%. Some agent contracts and outsourcing contracts are very expensive. Strategy (d) – Instigate bulk buying negotiations to reduce supplier price. KPI (Plan) – 100% of purchase by the container load. KPI (Actual) – 100%. Volumes have increased to the point that all orders fill a container. KPI achieved in quicker time due to the initial increase in demand. Strategy (e) – Operate all departments at optimum capacity and productivity. KPI (plan) – Wages to turnover ratio of 12.5%. KPI (actual) – 13.8%. Some states still underperforming. Strategy still in line with timetable. Objective 3 – To establish the MacVille brand recognition in our key markets over the next five years. After two years, 50% of our target market recognise the brand and 87% of those responding said the brand reaction was very positive. Strategy (f) – Establish social, internet and networking marketing. KPI (plan) – 10,000 clicks per day on the website. KPI (actual) – 12,000 clicks per day. Achieved in half the time allocated. SEO specialist contractor very experienced. Strategy (g) – Join with Java Estate in co-branding cups and cafe banners. KPI (plan) – 100% of cafes with our machine, using our cups. KPI (actual) – Survey reveals only (50%) uptake. Design and colours not attractive. Strategy introduced within timeframe. Objective 4 – To reduce our waste and energy use by 10% from our 2010 benchmark within the next five years. After two years, the reduction is 8% lower than 2010 benchmarks. Strategy (h) – Set up innovation and reward programs for reducing waste use. KPI (plan) – 25 suggestions per year; 6 new innovations introduced per year in relation to reducing waste. KPI (actual) – 30 suggestions and 8 new innovations, leading to a significant reduction in waste. Introduced within designated timeframe. Strategy (i) – Develop and implement energy use awareness campaign. KPI (plan) – Kw per use per person to drop to 10kW. KPI (actual) – 12kW per person. Introduced too late in the year and not rolled out across the whole organisation. Assessment required: For the case study information provided, you need to develop a progress report with information provided under the following headings: KPI progress: Review and describe the progress of the strategic plan, according to each of the identified performance indicators. (up to 100 words) KPI Progress: Milestone progress: Evaluate the achievement of identified objectives against the established timeline milestones for the strategic plan. (up to 100 words) Milestone Progress: Overall progress: Evaluate and describe the overall effectiveness and progress of the strategic plan. (up to 100 words) Overall Progress: Improvements: Make necessary refinements to ensure continued achievement of the plan; describe methods for improving strategic planning processes. (up to 150 words) Improvements: End of Assessment Congratulations you have completed this assessment task. Please ensure all questions are answered and upload the following: This completed workbookNo video recording is required for this assessment task.
