Assessment Task 1
In this assessment, you are required to manage the review of the currency of the organisational vision and mission, make any necessary changes, and communicate the review process to stakeholders in order to gain their support.
Review the organisation’s vision and values by reviewing the case study information provided, as well as meeting with a key stakeholder in the case study organisation (role-played by your assessor). After reviewing materials, revise the vision and mission statements to reflect the current status and direction of the organisation, then communicate with the relevant stakeholders to:
For the case study information provided in this assessment, you need to summarise:
After you have developed this summary, you need to meet with a key stakeholder/strategic planning consultant (your assessor) to discuss the vision and mission as you have identified it. You should also check that they agree with your findings. Summarise, in dot-point form, your discussions with the key stakeholder/consultant and ensure that this includes any recommendations they made.
After this meeting, you need to draft an email to the other stakeholders in your organisation, using the headings described below.
Once you have drafted the email, submit it to the key stakeholder/consultant (assessor) for review. When submitting the proposed email and accompanying documents, you need to ensure that:
Note: You need to retain your revised vision and mission and organisational values for reference and use in Assessment Task 2.
You must provide:
Your assessor will be looking for:
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 about adhering 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 we 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 are presented with an opportunity to discuss the application of the vision, mission and values with the CEO again. This time, you are more interested in researching what had changed since the last strategic vision was formulated.
The CEO explains:
‘In the past few years, since the last strategic plan was formulated, there have 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.’
‘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 percentage of profits every year to a wide variety of community and non-profit organisations.’
Assessment Task 2
In this assessment, you are required to complete analyses of the organisational environment to develop an understanding of potential competitors and allies, and the associated risks and benefits.
Complete a value chain analysis, PEST and SWOT for your organisation, plus analyses of the potential competitors and allies supplied in the case study.
For the provided case study, you are required to complete for your organisation:
You are also required to review competitors/allies to MacVille, as described in the case study, and:
Once you have developed these materials, you need to meet with your supervisor (role-played by assessor) to discuss and confirm the analyses you have completed, together with the summary of potential cooperative venture allies. Take notes in the meeting with your supervisor and make any changes as suggested by them, before submitting your final version.
Note: You need to retain your analysis of the organisation, competitors and allies for reference and use in Assessment Task 3.
You must provide:
Your assessor will be looking for:
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.
You have noted the following points from the report.
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
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 the following.
Three submissions are attached to this case study.
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 (which complements the commercial market for espresso machines) to make a full range offer to clients. Weakness: working with a strategic partner who is not solely focused on the hospitality industry.
Venture: Risks –
Venture: Cost-benefit analysis – Costs of the shows are $2,500 each. Four shows costing $10,000, selling 10 machines per show at $500. Each would see a profit of $10,000 for the year and a break-even after two shows.
Venture: Trend analysis – Sales
2007 – $1.0m
2008 – $1.3m
2009 – $1.5m
2010 – $1.6m
2011 – $1.6m
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 – Strength: Supplier is committed to the coffee bean industry, with some sharing of the client base. Weaknesses: Has concerns with sharing information, citing intellectual property. Product image is not quality but more commodity-based.
Venture: Risks –
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.
2007 – $3.2m
2008 – $3.0m
2009 – $2.9m
2010 – $3.0m
2011 – $3.3m
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 at 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 – Strength: Australia-wide partner – 100% committed to hospitality and coffee bean market. Weakness: 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 –
2007 – $8.2m
2008 – $9.1m
2009 – $12.2m
2010 – $14.6m
2011 – $16.3m
Assessment Task 3
In this assessment, you are required to develop and document a strategic plan for the organisation based on the research you have conducted. You will also need to communicate the strategic plan to key stakeholders in the organisation.
Write a strategic plan, including consideration of resource implications, and then circulate to stakeholders. After endorsement from the Board, communicate the plan to employees and describe any implications for their role in the organisation.
For the provided case study information, following on from your analysis of the organisation, and competitors and allies in Assessment Task 2, you need to do the following.
When you have completed your draft strategic plan, you need to make an appointment to meet with the CEO of your organisation (role-played by assessor) to discuss your plan. They will gain endorsement from the Board for the plan, and return it to you with any required amendments.
After you have received the endorsed plan from the Board, you need to do the following.
You must provide:
Your assessor will be looking for:
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: 1 July 201X
6:00pm Board Room, Brisbane
Present: Alan Jones (Chair), Jenny Ng, Olga Hartwick (Secretary), John Brennen, James Laird, George Saldais.
Quorum present? Yes.
CEO: Patricia Mees.
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.
Assessment Task 4
In this assessment, you are required to implement the strategic plan within the organisation, monitor progress and develop a report evaluating the implementation.
As part of your review, you need to develop a report describing the implementation as measured by the achievement of KPIs, milestones and overall effectiveness. You also need to identify and describe any refinements or improvements that can be made to the implementation process.
Once your report is completed, you are to present the report to relevant stakeholders, seeking feedback and input.
From the case study information provided, you need to develop a progress report with information provided under the following headings.
Once the report is completed, draw up a communication plan outlining:
Then deliver the information session to the relevant audience (your assessor).
You must submit:
Your assessor will be looking for:
Objective 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.
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.
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.
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 benchmark in the next five years. Profit margins have improved by 2% in the last two financial years. Some agent contracts and outsourcing contracts are very expensive.
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.
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 fiscal years, 50% of our target market recognise the brand and 87% of those responding said the brand reaction was very positive.
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.
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 benchmark within the next five years. After two fiscal years, the reduction is 8% lower than original financial year benchmarks.
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.
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.
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