BSBMGT616

Develop and Implement Strategic Plans

Assessment Task 1: Knowledge Test
1) Why should you confirm with stakeholders that the organisational vision and mission
are up-to-date and are helpful to the strategic plan?
Ans: (Customers, employees, and investors are the stakeholders most often emphasized, but
other stakeholders like government i.e. in the form of social or environmental impact.
Mission statements are often longer than vision statements. Mission and vision provide a
vehicle for communicating an organization’s purpose and values to all key stakeholders.
Stakeholders are those key parties who have some influence over the organization or stake in
its future. Mission and vision create a target for strategy development. That is, one criterion
of a good strategy is how well it helps the firm achieve its mission and vision. To better
understand the relationship among mission, vision, and strategy, it is sometimes helpful to
visualize them collectively as funnel.)

2) Why does an organization need to make changes or refinements to their mission

statement?
Ans: (An organization need to change its mission statement every three years or more
frequently if the group is operating in a field and a vision statement is a company’s road map,
indicating both what the company wants to become and guiding transformational initiatives
by setting a defined direction for the company’s growth. However, as the organization
evolves, you might incorporate additional elements into the mission statement. The new
mission statement is adopted, widely circulated and used. The mission statement incorporates
into all aspects of organizational life, including proposals, training materials, bulletin boards,
brochures, and stationery. A good mission statement addresses opportunities; inspires
commitment; is positive, exciting and inspirational; is valid and fits with the abilities of the
organization; and keep the organization focused. The organization need to make changes due
to:
1. Undergoing tremendous Change

2. When starting a new initiative

3. When starting a new organization)

3) Identify and explain the six (6) steps in developing organisational values, which
would support the vision and mission statement of an organisation.

Ans: (1. Take a benchmark of your current culture by truly knows where the company stands,
what is the environment, how are competitors and in what conditions the business is going to
start.
2. Think in the future, where do you want the organization to be in five years? It is necessary
to define what are you heading then you should figure out a plan for revenue, growth, staff,
productions and expansion.
3. Now it is important to define a culture, having some defined goals doesn’t mean they will
come true, it is necessary to propose a method, some main principles or code which the
workers have to attend, the main skills and you want to have in your team and in your
product or service.
4. More important than defining the values, is to evaluate if they are the needed to reach the
strategic goals.
5. It is important to define what behaviours, processes or standards the employees are
supposed to follow at work to honour the values.
6. Once the organizational values have been defined and evaluated. They must be
incorporated into organization processes.)

4) How can a stakeholder play a significant role in providing support for the strategic
planning process?
Ans: (Stakeholder plays an important role in providing the support for the procedure of
strategic planning and emphasizes the need for requisite relationship with all people who are
interacting with the organization. The sustainability of this cooperation depends on how open
or homes in sharing the critical problems in the operations of the organization. The modern
organization must respond to the concerns of the various stakeholders in which it relates too
and depends upon the involvement of the stakeholders in which they have invested interest in
the success of the organization. External stakeholder’s opinions and insights are especially
valuable in the early stages of planning where they add insight to understanding the operating
environment, as well as to a vision of the organization’s future. The following steps of
planning process are:
1. Gather inputs

2. Vision

3. Mission

4. Values

5. Competition, Risks and Road blocks

6. Communication Plan

7. Action Plan)

5) Answer the following questions：

a. What is a PEST Analysis? Write your answer in 50-100 words.

Ans: (PEST stands for political, Economic, Social and Technological. The test consists in
performing a general research about these areas to identify how they can affect the activities
of our business and how the actual situation, as well as the possible future scenarios currently
discussed, affects the company performance. However, this analysis helps to know the
allowed or recommended actions and policies that can be implemented in the company for an
optional performance.
The external environment is consist of all the outside factors or influences that impact the
operation of business. The business must act or react to keep up its flow of operations. The
external environment analysis has six factors which are economic, legal, competitive,
technological, social and global environment. It plays very important role in business
management by providing possible opportunities or threats outside the company in its
external environment.)
b. How can a PEST analysis assist business to monitor their internal and external
environment to determine impacts on organisational objectives?

Ans: (PEST analysis forces the company to be updated about the legal and social situation,
allowing looking for more effective ways of reaching the company objectives. This legal
framework gives a background of the legal requirement for initiate a company and a starting
point for analysing how it can be advantageous for the company from a legal point of view.
Knowing the government type and stability is the key factor for knowing how definitive the
legal decisions are. A social and technological research helps to know what the target market
is, which can be changing in time, and how social tendencies can be advantageous for the
company.)
c. What are the benefits of an organisation analysing PEST in a global context?

Ans: (In a global context, PEST analysis helps to know the current market and competitor’s
status as well as the impact of economic and social environment when taking decisions, so
risks and unfavourable situations can be prevented and avoided. Additionally, the factors can
be analysed to evaluate the external business developments.)

6) Answer the following questions:

a. What is a SWOT analysis?
Ans: (SWOT stands for Strengths, Weaknesses, Opportunities and Threats. It implies an
analysis of an organization’s internal workings to identify potential competitive advantages
or disadvantages by using the strengths in the most effective way as well as neutralizing
threats. By identifying the weaknesses of the organization, it can be taken decisions to
improve those features and improve the general company performance. However, this
analysis is highly subjective for which it is necessary to perform more than one type of
analysis. Identifying the strengths probably is the most difficult item to evaluate; it helps to
identify what the company is doing well and what makes it superior to competitors.)
b. What are steps to conduct SWOT analysis for an organization?
Ans: (Systematically it is performed by analysing the 5 items. The Strengths of a company
gives a positive perspective of the company at a competitive level. Identifying weaknesses is
the key point of the company improvement. Threats can be internal or external, and their
early identification prevents the company from crisis and opens the door to solutions which
can minimize the effect of those threats. Opportunities offers a change to improve the already
identified weaknesses, it may also bring social or political situation that can be advantageous
for the company. However, this analysis is just a guide strongly limited by the subjective
perspective.)

7) How can you determine information requirements and undertake research to be able
to deliver the relevant information?
Ans: (Information Requirements
 The information should be valid and true

 It should be according to the trends

 The information requires identifying the areas of weakness.

Research
Internal
It is the consultation with and the written opinions, analysis, research or other work product.
Its validity relates to how well a study is conducted its structure.
Market
It provides customer needs and wants. It helps firms discover consumer opinion on a whole
host of issues: e.g., views on product pricing, packaging, and feedback on advertising
campaigns.
Demographic
It is the information provides data regarding research participants and is necessary for the
determination of whether the individuals in a study a representative sample of the target
population for generalization purposes are.
PEST
It is the analysis that describes a framework of macro-environment factors used in the
environmental scanning component of strategic management. It helps to understand the
business environment and a way of understanding how external forces impact the business
Products and Services
It provides information on the specific and required characteristics of a service or a product.
It helps companies to understand the needs of the customers in a much better way so that the
required product can be tailored appropriately.）

8) Identify five (5) appropriate experts from whom you may seek advice regarding your
strategic plan and explain their role.
Ans: (1. Non-Profit board
The board of directors is the governing body of a non-profit. Individuals who sit on the board
are responsible for overseeing the organization’s activities.
2. CEO
It is the highest-ranking executive in a company, whose primary responsibilities include
making major corporate decisions, managing the overall operations and resources of a
company, acting as the main point of communication between the board of directors and
corporate operations and being the public face of the company.
3. Senior Staff
It is the managers, or the most important managers, in an organization, rather than ordinary
employees: Some city firms have begun to pay their senior staff a basic taxed wage.
4. Stakeholders
Stakeholders are the individual, group or organization who is impacted by the outcome of a
project. Thus, stakeholders can be internal or external to the business.
5. Committees
The committees monitor on-going governmental operations, identify issues suitable for
legislative review, gather and evaluate information, and recommend courses of action to the
Senate.)

9) How can you identify and evaluate the strengths and weaknesses of present and
potential competitors?
Ans: (In general, the success of a company that comes from their clients, so an effective
approach would be the competitive analysis and from it the organization can identify their
strengths and weaknesses. A competitive analysis is a strategy where you identify major
competitors and research their products, sales, and marketing strategies. By doing this, it
creates the solid business strategies that improve upon the competitors. The competitive
analysis helps to learn the ins and outs of how the competition works.)

10) Why should you ensure that your analysis of the internal and external environments is
consistent with the perspectives of other informed people?
Ans: (On one hand, that implies our analysis has been performed in an objective way, where
all factors have been analysed in the right context and the conclusions and taken decisions are
realistic and appropriate as well. Ensuring that consistency implies that all workers are well
informed, acquire their information from a reliable source, fully understand the environment
and can do a multidisciplinary analysis. This allows the group to take decisions since the
correct alternative would seem obvious and the organization does not need a significant
improvement. However, that is an unlikely case so it is recommended to always talk with
board members, customers and industry experts to know what the organization is doing well
and what should be improved from operations to company culture.)

11) What are the major components of a strategic plan, in which you will need to include
 documented and relevant research?
Ans: (The major components of a strategic plan are SWOT, action plans, short term goals,
strategies, vision, mission statement, critical success factors & actions and implementation
schedule. The vision is a statement of the company direction, what is expected from 10 years’
time. The mission attempts to define and specify what is the purpose of the company, what
are the products or services it offers and what is the main reason for doing it. It usually
consists of personal motivations or general improvements on products or services that the
company offers to improve or the things the business hopes to accomplish. The critical
success factors are those factors which fulfil the mission when achieved, are basically the
requirements for accomplish the overall mission. There can be as simple as finding funding
ways. The SWOT is the framework for identifying and analysing the internal and external
factors that can have an impact on the viability of a project, product, place or person. The
action plans are the checklist for the steps or tasks that is needed to complete in order to
accomplish the goals you have set. The short-term goals are something that organizations
want to do soon and something that you want to accomplish soon.)

12) Describe any six (6) steps to formulate strategic objectives and strategies needed
which are beneficial for the future of an organization.
Ans: (1. External analysis: The overall market in which you want to operate, identify how big
the industry is and how fast is it growing. It is an objective assessment of the changing world
in which an enterprise operates, in order to have an early warning system for identifying
potential threats and opportunities.
2. Internal analysis: An internal analysis through a SWOT analysis is helpful to identify. It is
an exploration of the organization’s competency, cost position and competitive viability in
the marketplace.
3. Define your mission and vision: The realistic scenario in which the company is starting.
The mission statement speaks to why do we exist. Something like our mission is to replace
expensive offline market research with equal quality insights from social listening. The vision
statement speaks to what are we offering and where we are heading.
4. Define the goals: To accomplish the institutional mission, there are several factors and
small task that must be reached. The goals are the specific outcomes that are trying to
accomplish. This could include things like changes to product offering, sales & marketing
strategies, financial resources, operational efficiency, employee culture, financial targets and
beyond.
5. Short term objectives: now it is necessary to specify objectives and initiatives that are
needed to implement. This is typically done department by department within the
organization setting specific objectives for the product team, sales and marketing, operations,
technology, finance and human resources.
6. Determine resources: Now that everything has been set up and all departments have
defined tasks. To achieve the plan, you need to have two choices (I) lower the targets to a
level that you can more easily afford; or (ii) raise the capital required for you to achieve the
full plan.)
 13) What is the importance of circulating the strategic plan for comment, support and
endorsement to all relevant stakeholders?
Ans: (Before it can be finalized, you must circulate it for comment, support and endorsement
to various stakeholders throughout the organization.
Just as you consulted key stakeholders along the way when developing the strategic plan, it is
now time to seek their input again, before the final plan is signed off. This is necessary for a
range of reasons.
Reasons for circulation include the following:
 Corporate governance requirements

 To maximize support and buy-in

 To check accuracy and effectiveness

 To ensure it is actionable by all parties

 To check it aligns with the organizations vision, mission and values

 To confirm understanding

 To gain approval and achieve signoff)

14) Discuss options and considerations for communication and how you can communicate
a strategic plan.

Ans: (There are several options that you might consider including in the communication of
the strategic plan. You should adjust the level of detail according to the audience:
Considerations:
Organization overview: Your history and your vision for the future.
Overview of the competitive environment in which you operate: who your competitors and
what is the external environment like?
Objectives: a brief description of the goals and objectives in terms of the projected benefits
and outcomes.
Barriers: the obstacles you might come up against while pursuing your objectives. Try
referring to these barriers as challenges rather than problems.
Strategies: how you hope to accomplish your goals and overcome challenges.
Implementation: what you are already doing and what you will do to carry out the plan,
including who will be involved and what the organization expects.
How you can communicate
Meetings
Meetings are the gatherings of two or more people that has been convened for the purpose of
accomplishing a common goal through verbal interaction, such as sharing information or
reaching agreement.
Feedbacks
It is the return of a portion of the output of a process or system to the input, especially when
used to maintain performance or to control a system or process.
Surveys
Its results provide a snapshot of the attitudes and behaviours including thoughts, opinions,
and comments about your targets survey population. This valuable feedback is the baseline to
measure and establish a benchmark from which to compare results over time.
Memo
It’s a form of communication and it is used for internal communication regarding procedures
or official business within an organization. It is a brief written message or report from one
person or department in an organization to another.
Emails
It is the transmission of messages over communications networks. Most computer networks
have an email system. It is a method of communication in which exchanging messages
between people.)

15) Answer the following questions

a. Why is it necessary to consult with and brief people in a range of roles in relation
to strategies?
Ans: (Consulting with people is important because in general people can offer different
points of view, they can bring to light some details in general you did not notice. Stating the
strategies is not a labour of one man; it must be a consensus from all possible points of view
in such a way that the result is realistic and achievable. As well, people must be informed
about the objectives and strategies of the company and they should have their right of giving
their opinion about the organizational developments. In fact, it is possible that some people
don’t agree with the actions or strategies so in the most radical scenario they are free to quit
before those who become effective.
 Whom to involve

 Getting the planning document right

 KPI’s)

b. How can you structure this process to ensure the briefing process works?
Ans: (I would start a campaign, in which first I’ve been informing people that “some changes
are coming”, it may last one week approximately, and it may include a few posters or emails.
Then, I would do an official announce through emails. Brochures and talk sessions to inform
all people about the changes. This part may last another week or if it is necessary two. During
the second phase it is important to emphasize the benefits of the changes and let the people
ask, make some comments and advices. As well it is important to explain what the reason for
the changes. The most important comments or advices would be checked the next week just
in case they are constructive and implies a real modification of the changes.)

16) What is the importance of having performance indicators to monitor progress in

implementing a plan?
Ans: (KPIs should be flexible able to change according to organizational needs and they must
also be realistic and achievable. A KPI that cannot be met will create unrealistic expectations
in a working team and create negative feelings among staff members.
Balanced scorecards can offer a strategic outlook on the organization by building on KPIs to
grow the business, looking at the overall business perspective, determining the client
perspective and by determining how the company looks financially.
Balanced scorecards can be used for measuring and benchmarking:
 Customer satisfaction

 Customer complaints

 Response time

 Overall quality of service and timing

 Returns and defective stock

 Error rates

 Staff satisfaction

 Staff turnover.

Measures for team member productivity and performance should be linked to balanced
scorecards and KPIs.)

17) Identify and describe any ten (10) methods used to make necessary refinements to a
strategic plan.
 Ans: (Timescales

 Resources – Company’s core project skills

  Personnel involved - Customers

 Communication structure - Feedbacks

 Processes – Update SWOT and Strategic plans

 Intended outcomes – Measure and track the progress and evaluate.

It is a good idea to have regular meetings with team members, management or even external
sources to check for progress on the implementation plan. Recommendations for
improvement, suggestions or changes can be discussed during meetings. As the strategic plan
is implemented, you may identify changes that need to be made to it in order to reach your
targets. For example, one of the suggested action points has been counter-productive to the
goal and you need to replace it with another. Alternatively, an action point has been a success
and you wish to see if there are any further improvements that can be made to yield more
results.)

18) Identify and describe a way you can evaluate achievement of objectives at agreed
milestones.
Ans: (After a specified period, you will need to evaluate whether objectives have been
reached. These periods of time are known as milestones.
Performance reports should include the following such as:
 Contain adequate detail so that readers can clearly differentiate between the planned
objectives and actual performance. The planned objectives might be stated in the form
of standard costs, budgets or any other quantitative statement. The actual performance
is better than expected, a favourable variance arises.

 Include an assessment of the overall organization performance, which is free from

bias. It is very essential that supervisors take performance evaluations seriously or run
the risk that employees will consider the evaluations. It is also necessary that
evaluations of the performance are free of bias.

 Clearly identify any assumptions you make. The assumptions should be clearly
identified and evaluate and follow an argument to its conclusion. In it, we should
draw appropriate distinctions.

 Address key performance indicators (KPIs) to assess the gaps and variances of the
business plan against actual performance. In the formal use of gap analysis, a variance
is established between current capabilities and business requirements.

 Be accurate and presented in a clear and concise manner. The performance report
should be accurate and there should be no error or false statement in it.)
 19) Strategic planning is a dynamic process of continuously looking at your current
situation and plotting your next move. This requires a solid understanding of the
organisation as well as an understanding about the environment that the organisation
operates in. Supporting this statement answer why we should review the effectiveness
of a plan and consider methods for improving strategic planning processes.

Ans: (More important than planning, is evaluating the effectiveness of the plan. In theory,
ideas can be successful, but the real behaviour is not completely predictable. However, one
can learn from mistakes and that open the path to the most efficient and appropriate plan to
develop. After a plan has been done, it is important first to determine from the results how
successful it was, if it was below expectations, meet expectations or exceeds expectations
according to the number of reached goals and the time it took, in comparison with the
proposed deadline. Then, it is appropriate to get some feedback from all parties to identify
which features needs improvement. This implies an internal and external feedback. Important
as well, it should be analysed.
Situational analysis is basically the process of critically evaluating the internal and external
conditions that affect an organization, which is done prior to a new initiative or project. It
provides the knowledge to recognize the current opportunities and challenges to the
organization, service or product. It clearly identifies a business’s capabilities, customers,
potential customers and business environment, and their impact on the organization.)

20) Mention any five (5) legislations, regulations or codes of practice applicable to
strategic planning and explain how you apply them?
Ans: (1. Advertising and promotion laws
2. Data Protection laws
3. The Equal Employment Opportunity Act (commonwealth Authorities) 1987
4. The Racial Discrimination Act 1975
5. The Fair Work Act 1984.)

21) Identify and explain five (5) tools and approaches you may find useful for strategic
planning and developing and/or implementing the strategic plan.
Ans: (1. SWOT
The SWOT is the framework for identifying and analysing the internal and external factors
that can have an impact on the viability of a project, product, place or person
2. Scorecards
It is a performance scorecard and is a graphic or an application that depicts the progress over
time of some entity, such as an enterprise, an employee or a business unit, toward some
specified goal or goals.
3. PEST
It is the analysis that describes a framework of macro-environment factors used in the
environmental scanning component of strategic management. It helps to understand the
business environment and a way of understanding how external forces impact the business.
4. STEEPLE
It is one variant of the very popular and simple strategic management method for analysis of
external environment of the organization. It is based on PEST analysis method and offers an
overview of various external fields.
5. ATM
It is an active traffic management and a multifaceted and complex process. It represents an
emerging strategy in many regards, with it comes new approaches needed to effectively plan
for ATM and integrate ATM into current plans and planning processes.)

22) Answer the following questions:

a. Define organizational values.
Ans: (The organizational values are abstract ideas that guide organizational thinking and
actions just like an ethic code inside the company that represents the organization core beliefs
and principles. It represents the foundations for the company, e.g. the ideas and principles
that justify why the company has been created and why it is different from others. They are
the fundamental motivation for stating a mission and a vision for the company.):
b. List the techniques used to develop organisational values.
Ans: (To identify organizational values, it is important to analyse the behavioural traits of the
people around and identify themes, and then it would be expected to define which traits you
are interested in the next hires. Being conscience of the organization strengths and
weaknesses helps to create organizational values which take advantage of strengths and
mitigate the weaknesses. Once the analysis is done it requires an external opinion, so asking
to the people of the organization will help to keep defining values.)

23) Answer the following questions

a. Identify and explain four (4) types of risk that an organization can encounter.
Ans: (1. Operation Risks
An organization may face operational risks, in relation to unexpected failures in the
company’s day-to-day operations like technical failures, a server outage among others.
2. Financial Risks
Financial risks are always present and refers specifically to the money flowing in and out of
the business, a main financial risk it does not have profits or must designate a considerable
amount of money because any emergency.
3. Reputation Risks
Sometimes there are clients or workers which are not satisfied, and it affects the company’s
reputation, then one can also encounter reputation risks.
4. Compliance Risk
When workers are too focused on their work, sometimes forget the legislation and regulation
changes, so a possible risk is a compliance risk, in which as consequence of a lack of
attention, the company is not complying all the necessary laws and regulations.)
b. Explain what intellectual property rights and responsibilities are and the risks
associated with them.
Ans: (The intellectual property rights and responsibilities are the legislation about the
creations of the mind, like inventions, literary and artistic works, symbols, names and images
used un-commerce. The rights are like any other right in which creators or owners of patents,
trademarks or copyrighted works to benefit from their own work or investment in a creation.
It is related to give the required and fair credit to the creator or owner of an idea. The
intellectual properties responsibilities correspond to the general procedure. The risks in
relation to the IP rights and responsibilities can come from a slip of the workers or a lack of
awareness when use any downloaded picture from internet without noticing that it belongs to
someone.)
c. How can you integrate risk management into strategic planning?
Ans: (In order to implement the risk management, it is necessary to take the objectives and
breaking them down into tactical, operational key performance indicators and targets, then
the risk management can be done in a more structural and focused way. Then risk managers
need to use the strategy document, financial model, business plan or the budgeting model to
determine key assumptions made by the management. These assumptions are usually
associated with uncertainties and require risk analysis. The key point is to divide each
objective into simple items for which a risk analysis can be done one each, then the initial
strategies can be reformulated in such a way that minimize risks but considering that they
must be oriented to accomplish the general objectives and the organizational mission. )

24) Answer the following questions:

a. Define and identify four (4) internal sources of information.
Ans: (Internal sources of information may be the type of employee skill and competences like
surveys, a training officer and internal training records. It also may be employee demo-
graphics information which can be collected through workload reports, payroll records
among others. Internal information includes organizational information which can be
collected with strategic plans, exit surveys etc.)
b. Define and identify four (4) external sources of information.
Ans: (External source of information may include academic and professional journals, where
all recent studies show the important results people should consider and it also gives a
connection to previous studies and results from experienced people. Databases can be useful
as well, on internet there is a lot of them which can be helpful to any company. Internet can
be considered a good source of information, but it must be analysed carefully since not all
information on internet is true or useful. Nevertheless, social media is a good tool for a social
research. Manufacturers and suppliers have the most first-hand information.)
c. How are they relevant to an organizations market, competitors, customer base, vision,
values and capabilities.
Ans: (Internal and external sources of information are the key point for doing a market
research and an environmental analysis oriented to define organizational values, mission and
vision. It also provides an outlook of the current market and competitors situation, which is
very important to know what must be offered to customer in order to succeed in the
objectives.)

25) Answer the following questions:

a. What is a cooperative venture?
Ans: (Cooperative or joint ventures are business projects undertaken by two or more
organizations to share the expense and hopefully profit of a business project. They are usually
undertaken to enable businesses to quickly gain access to new markets or technologies.)
b. What are the advantages of a cooperative venture?
Ans: (Joint ventures allow companies to share both risks and costs, becoming in an attractive
alternative to perform a project by saving money. It also gives smaller companies the chance
to work with larger ones to develop, manufacture and market new products. In that way,
smaller companies often have the opportunity of accessing to larger resources such as a
strong distribution network, specialist employees and financial resources while the bigger
companies obtain a benefit by working with more flexible partners.)
c. What are the risks associated with a cooperative venture?
Ans: (The mains risk in a cooperative venture is the possibility that it fails, implying a
financial consequence or in general the failure in reach some specific goals or objectives.
However, there are some other risks like the ones implied by not being assessed by a lawyer
or an expert which helps to prepare a solid business case. It also is important to consider the
possible collusion cases, when an employee colludes with others involved in the business.)
d. How can a cost benefit analysis and due diligence ensure consistency with an
organizations vision, mission and values.
Ans: (The cost benefit analysis allows determining how well or poorly a planned action
turned out. It usually refers to financial issues, but it can be applied to several situations. For
instance, to accomplish the organizational mission and vision some strategies had to be
planned and executed, then by comparing the results with respect to the required effort and
the used resources, a cost-benefit analysis gives an objective measure of how well or poor the
strategy was, as well as how good the organizational values generate an effective work
environment routed to accomplish the different company objectives. Since all strategies and
objectives are supposed to have a deadline, it can be evaluated the effectiveness of them
through the implementation of certain institutional values.)
 26) Answer the following questions:
a. Why should each strategy be assigned with a priority, a timeframe, responsible parties
and measurable performance indicators?
Ans: (
Strategy:
a) Training for each person in a range of skills and activities
b) Appoint training co-ordinator for each team/department
c) Establish recognised experts or ‘champions’ for each activity/process

Details:
To achieve flexibility in the workforce so that personnel can operate in any
part of the business

Priority:

Timeframe Responsible Performance indicators

3 months Training  Staff members and
managers, their knowledge,
appointed and skills and levels of
training co- motivation
ordinators  Benchmarking
champions practices

1 month HR manager,  Surveys

individual  General
employee organisational
managers goals

)
b. Why is it important to develop action plans for strategies and how do you develop
one?
Ans: (It is very important to develop an action plans as it can help change makers turn their
visions into reality and increase efficiency and accountability within an organization. It also
describes the way your organization will meet its objectives through detailed action steps that
describe how and when these steps will be taken. An action plan generally involves steps,
milestones, and measures of progress, as well as responsibilities, specific assignments, and a
time line. To develop an action plan by choosing an appropriate goal and clearly define the
objective and then use a team to create the action plan, choose the action steps that are
concrete, measurable and attainable. By developing it, identify who is responsible for each
action step and who will be supporting them.)
Assessment Task 2: Project
For this assessment, I would like to choose Macville coffee as my topic to develop in this
project. In this Macville coffee, the CEO wish to expand the Mac Ville Café to a new
location of Toowoomba store. The Maxville coffee have several stores through Australia and
his coffee is one of the famous beverages in Australia. The following report will discuss more
detail on the problems and the background of the Mac Ville café. A reading materials of
MacVille Coffee have been provided in the reference.

Introduction
The CEO of the organization had further designs to grow his organization to Toowoomba
store and according to his directions the present director arrived at the store so as to watch
and approve the method of activity and the executives completed by its rival Hurley's bistro
by counseling to the administrator of the store. By their remarks and investigating the
circumstance, it was obvious that it is imperative to design the foundation and development
of an organization in a committed manner by considering the idea of the earth and different
factors by breaking down the accumulated data.
The administration of Mac Ville has an appropriate acknowledgment that to complete
legitimate administration of merchandise the hazard the board is exceptionally generous. The
organization follows the system to assess the hazard factors and, in this manner, overseeing it
to give the client the best assistance.

Mission/ Vision Review

'Between the accompanying 5 years, MacVille will transform into an International product,
and will be recognized as an imperative bit of the neighborliness business, saw as a key
section in the accomplishment of sincerity establishments, both gigantic and little.'
'MacVille is all set to give espresso coffee machines that meet the adequacy, immovable
quality and viability needs of our cheerfulness clients who, accordingly, reward us with
benefits that will allow our accomplices and the systems where we work to succeed.'

Vision
MacVille's vision is to consolidate advancement into the neighborliness business as it has
been a result from oneself coordinated group's mandate. In addition, is to be the best
organization in the as far as clients, investors, development practices and individuals. As
MacVille is one of the world's biggest import/send out business community in Australia, we
give coffee espresso machines to expand efficiency and to bring down natural effect in a
practical manner.
Mission
Improve execution: MacVille assists clients with improving their working execution, network
unwavering quality and profitability while sparing vitality and bringing down ecological
effect. Drive development: Innovation and quality are key attributes of our item, frameworks
and administration offering. Draw in ability: MacVille is focused on pulling in and holding
committed and gifted individuals and offering representatives an alluring, worldwide
workplace.

Environmental Analysis

SWOT

 Strength
The hugest strength of moving to the new shop is the centrality of its area. The new
shop is situated on the convergence of two central avenues. This spot has high traffic
and is an adept area to draw in clients.

 Weakness: 
The fundamental shortcoming in moving to the new area is congested driving
conditions made by the overwhelming traffic of trucks in the way.

 Opportunity: 
According to the data provided by the proprietor of the new shop, there is an
incredible breadth in beginning new branches in encompassing premises.

 Threat: In a brief overview of the scenario, it was observed that the company is
facing two major threats.

PEST

Below is provided the PEST analysis for this Macville coffee case study.

The local government of the Toowomba has promulgated some

Political
ordinances which will assist the company in expanding its business.
Although some of the infrastructures and amenities present in the new
Economical store are old, they can be reused which will save a lot of money for the
company.
The place where the company is planning to expand was previously
Social
occupied by Hurley company.
Technological The organization needs to set aside some store in innovative work.

Organisational Values

'MacVille's qualities have been the equivalent for whatever length of time that the association
has existed. For our partners, it has consistently been about stewardship and to hold fast to
expert and good measures of lead in all that we do. For our kin, we are focused on
empowering self-coordinated groups; we develop authority and keep up elevated levels of
wellbeing.
Innovation

 We distinguish and seek after open doors for new items, administrations and strategic
approaches

 We perceive and react to advertise changes and proactively look for new and better
 approaches to create and convey our items and administrations in like manner
People Count

 We endeavor to pull in, hold and grow great individuals

 We care for our kin and put resources into their preparation and improvement

 We give a steady domain where our kin can perform to their latent capacity

 We perceive and reward execution, and endeavor to give reasonable, serious and
straightforward prize and acknowledgment
Public responsibility

 We work to be beneficial for Australia.

 We regard and offer need to the open intrigue.

 We add to the further advancement of Australia as a main universal monetary focus.

 We care for our locale and condition.

Stakeholder consultation
External/
Stakeholders Role Process under Stake
Internal
Achieving the target of
Overall procedure of the
CEO Internal expansion in Toowomba
expansion is supervised by him.
location with minimal risk.
Ensuring that all the processes in Safeguard that the profit
Manager Internal undertaken in the store are done range gained from the new
properly. store is high.
Contribute in the development of Make maximum profit
Investors External the company along with making from the shares they have
profit. invested in the company.
Making the MacVille their
Continue with the supply of raw
long term partner in order
Suppliers External and processed products in order
to ensure boost and
to maintain the daily business.
stability in the income
Contributing their maximum
Continue and ensure their
effort in day to business of the
position in the company
Workers Internal company and provide the
and thereby create stability
customers with the best service
in the income.
possible.
Get their preferable product of
Get the best products and
the company and thereby
Customers External services available in the
contributing to the revenue of
market
the company.
Shareholder Internal Collecting the maximum number Expecting growth in the
of shares company thereby getting
 more dividend from the
shares.

Current and potential changes to industrial/legal requirements

The closeness of in any event one contender can decrease the expenses of thing as the
affiliations try to get an increasingly significant bit of the general business. Macville while
going into new market of Sydney where there is incredible turnover of espresso machines on
yearly explanation. In the specific market a current contender has pulled back which is a
critical issue for the affiliation.

Contenders or business organizes in a connection works in a comparative industry or

a relative industry which gives or makes a near thing or affiliation. The concerns of business
alliance was focused on a general affiliation, Nufix affecting from second coffee has gone
into making markets of espresso bean. This new hopefuls will cripple the current clients
control. This will impact on the general compensation of the association sue to move in client
base to the starting late entered contenders. The ideal conditions open to them will help in
lifting their things to be passed on.

Revised vision and mission

There have been such huge numbers of a zone of business is creating which can't make sense
of. The conversation made that the progressions is become the prerequisites for the
association. It is essential to assess the arranging and its execution so it comes to realize that
how the business is getting along work and how much the usage of the functioning going on.
It is imperative to receive the new innovation and make the development according to
evolving time. The new procedure of arranging ought to be not dependant on shrubs. The
association needs to grasp vital coalitions. It is an ideal opportunity to do association with
notable organization and make the notoriety of the business before showcase in notable and it
tends to be made uniquely for wellbeing organization which will supportive to actualize the
mission to accomplish the vision.

Conclusion

In this macville espresso contextual analysis, it was seen that there are sure issues in opening
another part of MacVille in Toowomba. The entire dangers saw in this macville espresso
contextual analysis are being educated to the higher specialists and the CEO of the
organization. The fitting activities would be completed by the new chief under the
management of the CEO. The readiness of this report is being finished by remembering the
rules gave by the CEO and illuminates the manner by which the present bistro works in the
shop. Macville espresso contextual analyses assignments are being set up by our
administration task help specialists from top colleges which let us to give you a dependable
college task help administration.
Assessment Task 3: Role Play
PEST Analysis
Political  Carbon tax
The carbon tax increased their energy costs by an average of
14.5 per cent
 Strict Trade policy
A new reform of the trading policy in Australia weakens the
free trading for espresso machines and any goods related.
Economical  The strength of the Australian dollar
A rising Australian dollar means that a given stream of
revenue denominated in almost any other foreign currency is
worth less when converted into Australian dollars than
previously, which for producers whose costs are incurred in
Australian dollars means narrower profit margins or even
losses.
It means that goods or services priced in Australian dollars
are more expensive when converted into foreign currencies –
potentially disadvantaging those products in overseas
markets, or obliging Australian exporters to cut their prices
and hence narrow their profit margins.
Goods and services produced overseas and priced in foreign
currencies are cheaper when imported into Australia.
 Resources
Easier access to resources due to new trading agreements and
contracts between Australia and Asian countries such as the
China, Japan, Taiwan, India, South Korea and Indonesia.
 Economical growth
As a result of this resource boom the Australian economy
experienced an unexpected growth.
Social Factors  Population growth
Almost 10 million migrants over the next 50 years would
swell Australia's population to more than 40 million people
by 2060 and more than 50 million by 2100, under
dramatically higher new projections by the Bureau of
Statistics.
 People Eating out
Young people are casting off financial worries to eat and
drink out more, helping to buoy pub, restaurant and café
sales, according to research.

Members of the so-called Generation Y, people aged 18-34

years, are going out at nearly double the rate of Generation X
– people aged 35-54 years – and more than three times the
baby boomer generation – people aged 55 years and above –
who average 10 times a month.

Technological  Energy efficient

Due to the latest innovations of newly developed heat
exchangers in Espresso machines the company would be able
to sell more energy efficient Espresso machines which use
30% less energy than conventional machines.
 Consumer market for consumer espresso machines
Despite the impacts of the financial downturn Australians are
making sure they still get their daily coffee fix.
In order to cut costs and still enjoy cafe quality coffee some
consumers are purchasing home espresso machines.
Home coffee machines can save consumers money while
giving them the cafe coffee experience at home- and
Australian consumers are getting in on the trend

SWOT Analysis
Strength  Marketing
Incredibly strong marketing sets MacVille ahead of its
competitors
 Sales
Amazing after sales service is the key to a great customer
 relationship and a low turnover
 Information system
An advanced management information system is very
efficient and effective and time saving
Weakness  Logistics
Bad logistics has a huge influence on the shipping time of
MacVilles products.
 Customs Staff
Staff in customs is nor reliable and lead to complications in
import and export which has a bad influence on the shipping
time of MacVilles products.
Opportunities  Alliances
Building Alliances is the key to a successful market leader
 New markets
Exploring new markets in Sydney is a great opportunity to
strengthen MacVilles position in the metropolitan area
Threat  Currency
A strong Australian Dollar means that goods or services
priced in Australian dollars are more expensive when
converted into foreign currencies – potentially
disadvantaging those products in overseas markets, or
obliging Australian exporters to cut their prices and hence
narrow their profit margins.
Goods and services produced overseas and priced in foreign
currencies are cheaper when imported into Australia.
 Competition
Competitors, national and international, are already well
known and established in the coffee machine and hospitality
industry.

Potential Competitor Analysis

Competitor Strengths
Home Espresso Trades Covers the majority of the
consumer market for
espresso machines. It
offers a wide range of
products to its customers.
Weaknesses
Working with a non-
experienced strategic
partner. Partner has no
expertise in the hospitality
industry.
 Ambrosia Coffee Roast Dealers are enthusiastic Quality is secondary.
Coffee lovers and very Products are more
devoted to the coffee bean commodity-based.
industry. Ambrosia Coffee
Roast is willing to share its
client base with MacVille

Java Estate Australia’s number one Because Java Estate has

partner when it comes to
coffee machines and
Coffee Beans. Java Estate
is 100% dedicated to the
Australian hospitality
industry.
BeanEX Able to provide an easy
access to manufactures and
coffee bean suppliers.
NuFix Inc. Guarantees access to
resources due to its
relationships with
manufacturers and
suppliers.
such a strong position in
the Coffee machine and
coffee bean market, other
coffee bean suppliers may
tend to avoid MacVille.
Bean Ex is not established
in service provision.
Lacking of client loyalty
Experiencing a rather big
client turnover due to a
poor aftersales service.

Alliance Analysis
Potential Ally Organisational Financials Delivery Overall fit
Alignments
Home Espresso Only selling in the Home Espresso Home Rather
Trades Sydney Trades doesn’t Espresso negative
metropolitan area. meet MacVille’s Trades is rating. Home
Only selling financial able to Espresso
customer home expectations. provide due Trade is
espresso Even though it’s diligence financially
machines. financials and materials and not stable.
Offering a very the trends seem accessories. MacVille
diverse range of to be all right it would
products from doesn’t have undertake a
Surround system enough equity. big risk
to coffee machine making
to TV’s. partner with
this
company.
Ambrosia Is trading with an Financial details Ambrosia Du to
Coffee Roast immensely big are not available. Coffee Roast missing
range of coffee is not ready information
beans. It supplies Having done a for an regarding the
Woolworths and trend analysis immediate financials
Coles, Aldi and the business supply of and the
local supermarkets turned out to be materials. supply of
 as well as the rather stable. materials this
hospitality outlets company
in Australia. turns out to
be a bad fit
of MacVille.

Java Estate Is focused in All the financial Java Estate is Compared to

selling high date has been able to all the other
quality Arabic provided and provide due potential
roasted coffee looks very diligence allies it’s a
beans Australia promising. materials and perfect fit for
wide. Sales are accessories. MacVille.
rocketing and All the
the trends are information
encouraging needed were
which means a provided.
potential growth Financially
of the business stable, able
by 21%. to deliver
The company due
has a diligence,
considerable quality
amount of net coffee beans
assets. and very
strong in
sales.

Assessment Task 4: Project

Vision
Within next five years, MacVille will become a national brand, and will be accepted as an
integral part of the hospitality industry and also good corporate citizen who serve community
and charity

Mission
MacVille will provide espresso coffee machines that meet the efficiency, reliability and
sustainability needs of its hospitality clients who, in turn, reward with prosperity then sharing
this reward to local community and charity

Core Values

Core Value Description

Honesty We are honest to a fault; we would rather disappoint a customer than lie.
Integrity Our word is our bond; we will always deliver on a promise.
Friendliness We are approachable, we do not hard sell, and we wait to be asked.
Adherence For our stakeholders, we are committed to provide stewardship and
adherence to professional and moral standards of conduct in all we do
Self-directed For our people, we are committed to encouraging self-directed teams,
cultivate leadership and maintain high levels of safety.
Value For our customers, we are committed to wise environmental practices and
offering meaningful value to them.

Strategic Priorities
Challenges and Enablers

Challenges Enablers

(Strengths) (Weaknesses)
Marketing: strong marketing sets MacVille Logistics: huge influence on the shipping
ahead of its competitors time of MacVille products
Sales: providing good after-sales service Customs Staff: is no reliable and lead to
• Give the customer necessary support as complications in import and export that
help to install, maintain or operate a influence on the shipping time
particular product
• Any product found broken or in a
damaged condition must be exchanged
immediately
• Take feedback of the products and
services from the customers
• The exchange policies must be
transparent and in favour of the
customers
Information System: is very efficient,
effective and time saving
(Opportunities) (Threats)
Alliances: building alliances Currency: goods and services produced
• Access to supplementary services overseas and priced in foreign currencies
• Opportunity to reach new markets are cheaper when imported into Australia
• Increase brand awareness
• Access to new customer base
New Markets: exploring new markets to
strengthen position in the metropolitan area

Strategy Canvas

The Strategy Canvas above has been developed by using a combination of in-house expertise
and additional research where required. The canvas indicates, as expected, that in relative
terms our content supply is not as strong as it should be and that our customer service is
lacking. Mac Ville brand is relatively good, but the external research shows we do not appeal
to a younger audience.

Using the SWOT analysis and Strategy Canvas, we have set three Strategic Priorities:

Strategic Priorities
Content Partnerships Customer Service
We have a strong supply Our combined ultra-high quality
chain for content and coffee machine and content
information services, and delivery allows us to provide
have put in place secure exemplary customer service that
exclusive arrangements astonishes our customers
Brand Awareness
We have capitalized on our
recent successes and
reinvigorated coffee machine
brand allowing us to target a
wider and crowded cafes
Strategy Map

MacVille business objectives related to four areas or ‘perspectives’ called Financial,

Customer, Internal Processes, and Organizational Capacity. Most importantly, the strategy
map also links the cause and effect relationships for the business objectives. The MacVille
major thrust of our strategy is to improve the way we procure and deliver information and
content over our existing ultra-high speed network while continually improving the end-user
experience.

Further narrative about the overall strategy should go here

Business Objectives

Business Objective: Increase Profit

Intended Result: Increased total profit as a sum of all divisional profit
Measures Target Owner
Net Profit in GBP (monthly) 900M/month Ron Langford
Net Profit % (monthly) 7% Ron Langford
Revenue % (monthly) 6% Ron Langford

Business Objective: Improve Content Supply

Intended Result: Our content supply chain is robust, it is varied and includes exclusive deals
Measures Target Owner
Number of content providers 30 Robert Smith
Number of prime content providers 10 Robert Smith
Number of exclusive deals 5 Robert Smith

Business Objective: Improve our Technology

Intended Result: Improved technology used to deliver content and information services
Measures Target Owner
Number of customer service calls related to technology <50/month John Jones
Number of unsolicited electronic compliments >10/month Paul Johnson
Customer satisfaction survey (quarterly) >90% Elizabeth Franks

Business Objective: etc.

Intended Result
Measures Target Owner
Number of distributers 20 Paul Barnes
Number of buyers 10 Paul Barnes
Number of retailers 5 Paul Barnes

Strategic Initiatives
A Strategic Initiative is the engine that drives change. Without a strategic initiative nothing
will change, you will put in place objectives and happily measure them, but will have nothing
tangible in place to drive the strategic change you are looking for. There does not need to be a
one-one match between business objectives and strategic initiatives, in fact one good strategic
initiative might drive improvements in several areas. The section should start with a short
narrative and then describe the initiatives:
The following initiatives focus on the core activities required to implement Mac Ville
strategy; they are in priority order and represent the corporate view. Where indicated there
will be separate departmental tasks that feed into the corporate initiatives.

Strategic Initiative: 1.0 - Approach the Football Association to explore content partnerships
Business Objective(s) Impacted: Improve Content Supply, Improve Information services
Description: Work with the Football Association to determine which of next year’s fixtures are
available for coffee machines broadcast next year. Build the plan to support and implement this
Major Sub-Initiatives Owner Start Date End Date
1.1 – Initiate talks Steve Goodham Sept 2019 Nov 2019
1.2 – Develop plan Steve Goodham Nov 2019 Feb 2020
1.3 – Build coffee machines Robert Smith Jan 2020 June 2020
1.4 – Roll out service Robert Smith July 2020 Onwards

Strategic Initiative: 5.0 – Redesign the Website

Business Objectives(s) Impacted: Improve End User Experience, Improve coffee machines
Description: Completely overhaul the website utilizing the latest coffee machines, bring in a new
design company to work on the user interface, roll out by Jan 2016 at the latest
Major Sub-Initiatives Owner Start Date End Date
5.1 – Create a design brief John Jones May 2019 July 2019
5.2 – Run tendering process John Jones Aug 2019 Oct 2019
5.3 – Build new coffee machine and
John Jones Oct 2019 Dec 2019
test
5.4 – Roll out coffee machines Robert Smith Jan 2020 Mar 2020

Strategic Initiative: 3.0 - Etc.

Description:
Major Sub-Initiatives Owner Start Date End Date
5.1 - Heavy advertising Robert Smith May 2019 July 2019
5.2 - Intensify espresso machine
Robert Smith Aug 2019 Oct 2019
sales
5.3 - Open the new store Robert Smith Oct 2019 Dec 2019
5.4 - Increase the productivity Paul Barnes Jan 2020 Mar 2020

Financial Summary
At this stage the exact costs and benefits of the Mac Ville strategic plan have not been
calculated, this will be done at a later date. However, the following provides a set of
estimates based on the information available. These initiatives have been prioritized and
assigned; business cases are being produced and will be available from July 2018 onwards.

Initiative Completion Cost Benefit

1.0 – Approach Football Association July 2019 3.5 million 10s millions
2.0 – Revalidate deals with BBC Sports July 2018 <300k 10s Millions
3.0 – Create the Omega Games platform Sept 2018 <1.5 million >5 million
4.0 – Improve the offering selection process Oct 2018 <100k >200k
5.0 – Redesign the website Jan 2019 <250k 1-7 million

Reference
 https://www.totalassignmenthelp.com/free-sample/macville-coffee-case-study