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Assessment
Develop and implement strategic plans
BSBMGT616

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Student Name
Student ID Term Year
Class Trainer Name
Result NYC C
I declare that all work completed in this assessment is my own.
Student Signature Date

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Contents
Assessment Guidelines……………………………………………………………………………………………………………………………. 3
Assessment Schedule………………………………………………………………………………………………………………………………. 4
Task 1: Confirm organisational vision and mission…………………………………………………………………………………… 5
Task 2: Analyse the internal and external environment…………………………………………………………………………… 8
Task 3: Write strategic plan …………………………………………………………………………………………………………………… 19
Task 4: Implement Strategic plan…………………………………………………………………………………………………………… 22
Elements and Performance Criteria ………………………………………………………………………………………………………. 26
Assessment methods and tasks …………………………………………………………………………………………………………….. 27
Assessment mapping summary……………………………………………………………………………………………………………… 28
Record of Assessment Outcome ……………………………………………………………………………………………………………. 30
References / recommended resources………………………………………………………………………………………………….. 31
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Assessment Guidelines
Assessment
You are advised to commence work on your assessment from week 1 and must be submitted by the due date.
1. All assessment tasks must be completed and handed in to your trainer for marking.
You also need to submit a soft copy of your assessments through the email:
[email protected] for
records purposes only
2. Please read all instructions before starting each assessment.
3. Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.
4. Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues
concerning questions requiring further explanation.
5. You may refer to your student Student guide/student resources or any other relevant resource when completing your
assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks
you to quote.
6. You have access to computers which are equipped with Microsoft suite of products and printing facility is available at
nominal cost

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Assessment Schedule

Week Tasks to complete Student Sign
off
Trainer Sign
off / Date
Comments
Week 1 Task 1:
Case study
Week 2 Task 1:
Written report
Oral presentation
Week 3 Task 2:
Case study
Written report
Oral presentation
Week 4 Task 3:
Case study
Week 5 Task 3:
Written report
Oral presentation
Week 6 Task 4:
Case study
Written report

Comments/feedback to participant
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Task 1: Confirm organisational vision and mission
Performance objective
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.
Assessment description
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:
outline changes to the vision and organisational values
describe the strategic planning process and identify where input can be provided.
Procedure
For the case study information provided in this assessment, you need to summarise:
the established (written) vision and mission of the organisation
current practices of the organisation and, in particular, whether they support the mission objectives of the
organisation, or point to potentially new objectives for
the organisation.
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.
1.
Existing vision and mission: From the case study information provided, describe the existing mission and vision
statements.
2.
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.
3.
Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission statements that
reflect the current organisational requirements.

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4. Organisational values: Based on the case study information provided, step 2 above, and your reflection on the
revised mission/vision statements (from step 3), describe the organisational values required to support the
revised mission and vision statements.
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:
your email is titled ‘Mission/Vision review’
your report is in order, with attachments (notes from your meeting) at the back of your report
your report is submitted as required by your organisation (your training provider).
Note: You need to retain your revised vision and mission and organisational values for reference and use in Assessment
Task 2.
Specifications
You must provide:
a completed draft email, as outlined above in steps 1–4, using the headings provided for each step
summary notes from the meeting with your key stakeholder/strategic planning consultant.
Your assessor will be looking for:
evidence that you have analysed and identified the needs of the case study, and reflected these in the revised
mission and vision statements you have developed.

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Case Study
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.’

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Task 2: Analyse the internal and external environment
Performance objective
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.
Assessment description
Complete a value chain analysis, PEST and SWOT for your organisation, plus analyses of the potential
competitors and allies supplied in the case study.
Procedure
For the provided case study, you are required to complete for your organisation:
1. PEST analysis (including a review of legislation impacting on MacVille)
2. SWOT analysis (including an evaluation of the value-chain).
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 summarise the strengths and weaknesses of
each
develop a separate summary statement for each potential ally for a cooperative venture that describes their
alignment with MacVille’s vision, mission, values and attributes, as identified on the tender document.
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.

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Specifications
You must provide:
a completed set of analyses (PEST and SWOT)
a review of existing and potential competitors and allies
a review of potential allies and a statement of their alignment with organisational values (as described in
Assessment Task 1) and tender requirements
summary notes from the meeting with your supervisor.
Your assessor will be looking for:
evidence that you have analysed and identified the needs of the case study, and reflected these in the reviews
and summary notes you have developed.

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Case Study
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.
There is a lifestyle trend towards eating out more frequently as the population ages and becomes more affluent.
A steady population growth rate is predicted 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 a concern.
Higher-than-expected growth in the economy is predicted, as a result of a resources boom.
A carbon tax has a strong possibility of 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.

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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 are strong points 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, aftersales service, complaints handling and training all get top marks from 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 the following.
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 rising 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.

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Tender submissions
Three submissions are attached to this case study.
Business name – Home Espresso Traders
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
1. Partner not fulfilling their financial commitment.
2. Association with a non-industry partner may have a negative effect on MacVille customer base.
3. Partner access to MacVille’s trade secrets.
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.

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Venture: Financials –
ASSETS
Current Assets
Cash at bank 10,000
Accounts Receivable 15,000
Stock 8,000
Prepaid expenses 2,500
Total Current Assets 35,500
Non Current Assets
Buildings 0
Less Accumulated depreciation 0
Equipment 356,000
Less Accumulated depreciation (24,998)
Goodwill 10,000
Total Non Current Assets 341,002
Total Assets 376,502
Represented by
LIABILITIES
Accounts Payable 25,000
Long term loan 251,500
Total Liabilities 276,500
OWNERS EQUITY
Initial Capital 2
Current earnings 100,000
Total Owners Equity 100,002
Home Espresso Traders
Statement of Financial Position
as at 31 December 201X

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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
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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 – 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
1. Risks with poor brand association.
2. 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

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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 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 –
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Venture: Trend analysis –
2007 – $8.2m
2008 – $9.1m
2009 – $12.2m
2010 – $14.6m
2011 – $16.3m
ASSETS
Current Assets
Cash at bank 78,000
Accounts Receivable 123,000
Stock 100,000
Prepaid expenses 12,000
Total Current Assets 313,000
Non Current Assets
Buildings 240,000
Less Accumulated depreciation (123,000)
Equipment 230,000
Less Accumulated depreciation (78,000)
Goodwill 39,500
Total Non Current Assets 308,500
Total Assets 621,500
Represented by
LIABILITIES
Accounts Payable 25,500
Long term loan 151,000
Total Liabilities 176,500
OWNERS EQUITY
Initial Capital 100,000
Current earnings 345,000
Total Owners Equity 445,000
Java Estate
Statement of Financial Position
as at 31 December 201X

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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
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Task 3: Write strategic plan
Performance objective
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.
Assessment description
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.
Procedure
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.
1. Formulate strategic objectives for the organisation (based on the Board minutes).
2. For each objective, develop and describe strategies that you think could be used to meet the objective in the
future.
3. For the strategies described, you need to:
a. develop a prioritised list of strategies
b. describe a timeframe for each to be completed
c. assign responsible parties to each strategy
d. assign measurable performance indicators to individual strategies.
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.
1. Develop briefing materials (dot-point descriptors) for the identified responsible parties, outlining the
requirements of their role in achieving the relevant strategy.
2. Develop a cover statement/letter to be sent out with the strategic plan that includes:
a. a brief overview of key objectives
b. a description of the research and process used to develop the plan.

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Specifications
You must provide:
a completed draft strategic plan based on your analysis in Assessment Task 2, with organisational objectives, and
strategies for enacting and achieving the objectives
summary notes from your meeting with the organisation’s CEO (assessor)
briefing and information materials about the revised strategic plan for staff and responsible parties.
Your assessor will be looking for:
evidence that you have analysed and identified the needs of the case study, and reflected these in the strategic
plan and informational materials you have developed.

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Case study
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
Board members:
Present: Alan Jones (Chair), Jenny Ng, Olga Hartwick (Secretary), John Brennen, James Laird, George Saldais.
Absent:
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% 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 through 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% 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.

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Task 4: Implement Strategic plan
Performance objective
In this assessment, you are required to implement the strategic plan within the organisation, monitor progress and
develop a report evaluating the implementation.
Assessment description
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.
Procedure
From the case study information provided, you need to develop a progress report with information provided under the
following headings.
1. KPI progress
: Review and describe the progress of the strategic plan, according to each of the identified
performance indicators.
2. Milestone progress: Evaluate the achievement of identified objectives against the established timeline milestones
for the strategic plan.
3. Overall progress: Evaluate and describe the overall effectiveness and progress of the strategic plan.
4. Improvements: Make necessary refinements to ensure continued achievement of the plan; describe methods for
improving strategic planning processes.
Once the report is completed, draw up a communication plan outlining:
who the audience will be
what resources will be needed
the delivery timeframes
the content of the presentation (can be in a PowerPoint presentation or similar medium).
Then deliver the information session to the relevant audience (your assessor).

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Specifications
You must submit:
a completed progress report, as described above
a presentation and communication plan.
Your assessor will be looking for:
evidence that you have analysed and evaluated the progress of the strategic plan implementation through the
case study, and reflected these in the progress report you have developed
evidence of the way in which you communicated the contents of the report and to whom, including how you
implemented the strategic plan and the process you used to monitor its progress. You will also need to gather
input from the audience (your assessor).

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Case study
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.
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 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.
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 fiscal
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.
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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 benchmark within the next five years. After two
fiscal years, the reduction is 8% lower than original financial year 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.

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Elements and Performance Criteria

ELEMENT PERFORMANCE CRITERIA
Elements describe the
essential outcomes.
Performance criteria describe the performance needed to demonstrate achievement of
the element.
1. Confirm organisational
vision and mission
1.1 Check with stakeholders that organisational vision and mission are still held to be
current and are supported
1.2 Make any changes or refinements to vision or mission statement as required
1.3 Review or develop organisational values to support the vision and mission
statement
1.4 Gain support for strategic planning process from all relevant stakeholders
2. Analyse the internal and
external environment
2.1 Determine information requirements and undertake or commission research to
deliver relevant information
2.2 Analyse political, economic, social, and technological developments in a global
context
2.3 Seek advice from appropriate experts wherever necessary
2.4 Identify and consider strengths and weaknesses of existing and potential
competitors and allies
2.5 Analyse organisation’s strengths, weaknesses, opportunities and threats
2.6 Consider cooperative ventures that are supported by risk and cost benefit
analyses, are consistent with the organisational vision, mission and values and provide
for due diligence
2.7 Check that analysis of internal and external environment is consistent with the
perspectives of other informed people

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3. Write strategic plan 3.1 Document relevant research and background for inclusion in the strategic plan
3.2 Formulate strategic objectives and strategies needed for the future
3.3 Detail each strategy with an assigned priority, a timeframe, responsible parties
and measurable performance indicators
3.4 Circulate strategic plan for comment, support and endorsement
4. Implement strategic plan 4.1 Communicate strategic plan to all relevant parties
4.2 Brief people with a specific role in relation to strategies
4.3 Use performance indicators to monitor progress in implementing plan
4.4 Make necessary refinements to plan
4.5 Evaluate achievement of objectives at agreed milestones
4.6 Review effectiveness of plan and consider methods for improving strategic
planning processes

Assessment methods and tasks

Methods of assessment Through consultation with industry, the following assessment
methods have been deemed appropriate for this unit
Case study reflection Review case study provided and communicate a response to the
issues presented.
Written response Review case study provided and develop a written response.
Written report Prepare written report.
Oral presentation Discuss and confirm the analysis of case study materials and
formulate revisions where necessary

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Assessment mapping summary

Assessment Task Description Assessment
number
Assessment
method/s
Elements/
PCs*
Performance
evidence**
Knowledge
evidence***
Confirm organisational
vision and mission
Students review organisational vision and values by reviewing
the case study and video provided, as well as meeting with a key
stakeholder in the case study organisation (the assessor). After
reviewing materials, Students are required to revise vision and
mission statements to reflect the current status and directions
of the organisation, then email relevant stakeholders to:
outline changes to vision and organisational values
describe the strategic planning process and identify
where input can be provided.
1 Case study
Written report
Oral presentation
1.1, 1.2,
1.3, 1.4
1, 2, 3 4, 5
Analyse the internal
and external
environment
Students to complete a value-chain analysis, PEST and SWOT for
their own organisation, plus an analysis of competitors/allies by
reviewing the potential competitors mentioned in the case
study. The review of competitors/allies must include a risk
analysis, cost-benefit analysis and completion of due diligence
for two potential co-operative ventures.
2 Case study
Written report
Oral presentation
2.1, 2.2,
2.3, 2.4,
2.5, 2.6,
2.7
1, 2, 3 1, 2, 3, 4
Write strategic plan Students write a strategic plan and circulate to the stakeholders.
After endorsement from the Board, Students are required to
communicate the plan to employees and describe any
implications for their role in the organisation.
3 Case study
Written report
Oral presentation
3.1, 3.2,
3.3, 3.4
1, 2, 3 3

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Assessment Task Description Assessment
number
Assessment
method/s
Elements/
PCs*
Performance
evidence**
Knowledge
evidence***
Implement strategic
plan
As part of the implementation review, Students develop a
report describing the implementation as measured by the
achievement of KPIs, milestones and overall effectiveness.
Students need to identify and describe refinements to the plan,
as well as any improvements that could be made to the
implementation process.
4 Case study
Written report
4.1, 4.2,
4.3, 4.4,
4.5, 4.6
4, 5

* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’

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Record of Assessment Outcome

Student Name
Student ID Date
Student Signature

 

Assessment
Number
Assessment
Type
Satisfactory Date
Yes No
TASK 1
TASK 2
TASK 3
TASK 4

Comments:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
I have been provided with feedback on the evidence I have provided. I have been informed of the
assessment result and the reasons for the decision.
Student Signature: _______________________________________________________
The student has been provided with feedback and informed of the assessment result and the reasons for
the decision
Assessor Name/Signature: _______________________________Date: ___________
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References / recommended resources
Develop and implement strategic plans – BSBMGT616, 2015, 1st Edition, Version 1, Innovation and Business
Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia
Printed resources
Harvard Business School, 2009. Executing strategy, Pocket mentor series. Harvard Business School Press, Boston.
Hay, M. And Williamson, P. (1997) ‘Good Strategy; the View from Below’. Long range planning, Vol 30, No.5, pp.
651–64.
Hubbard, G. 2000 Strategic management – thinking, analysing and action. Pearson Education Pty Ltd.
Michael E. Porter, 1985, Competitive advantage: Creating and sustaining superior performance. Free Press.
Miles, R.E. & Snow, C.C. 1978, Organisational strategy, structure and process, McGraw and Hill, New York.
Porter, M. 1980, Competitive strategy, The Free Press, New York.
Online resources
All Business, ‘Trend analysis’, viewed August 2015, <http://www.allbusiness.com/glossaries/trendanalysis/4942247-1.html>.
Arts Queensland, ‘Strategic business plan’, viewed August 2015,
<
http://www.arts.qld.gov.au/publications/docs/te_pl_bpt.doc>.
Ashe-Edmunds, S., ‘Business trend analysis’, eHow, viewed August 2015,
<
http://www.ehow.com/about_5249746_business-trend-analysis.html>.
Business Dictionary Online, viewed August 2015, <http://www.businessdictionary.com>.
JV Merger Helper, ‘Doing due diligence – templates, tools, and guides’, viewed August 2015,
<
http://www.jvmergerhelper.com/Doing_Due_Diligence.htm>.
Manktelow, J., Value chain analysis’, Mind Tools, viewed August 2015,
<
http://www.mindtools.com/pages/article/newTMC_10.htm>.
McNamara, C., ‘All about strategic planning’, Free Management Library, viewed August 2015,
<
http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor1215269>.
Outsource2India, ‘Outsource trend analysis’, viewed August 2015,
<
http://www.outsource2india.com/kpo/services/trend-analysis.asp>.
Riley, J., ‘Benchmarking’, Tutor2u, viewed August 2015,
<
http://tutor2u.net/business/strategy/benchmarking.htm>.
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Smith, C., ‘Stakeholder analysis – winning support for your projects’, Mind Tools, viewed August 2015,
<
http://www.mindtools.com/pages/article/newPPM_07.htm>.
Vaknin, S., ‘The process of due diligence’, Sam Vaknin, viewed August 2015,
<
http://samvak.tripod.com/nm048.html>.