Assessment BSBINM601 Manage knowledge and information

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Hi there i need a complete assessment BSBINM601 Manage knowledge and information

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Assessment Task 4 BSBINM601 Manage knowledge and information Disseminate information Assessment Submission details: 1. Please include following details on the top of your assessment: • Your Name • Your Student Id • Your Trainer’s name • Assessment Due Date • Actual Submission Date Please Note: Any changes in the assessment due date must be approved by your trainer. 2. This assessment must be in Microsoft word format. Following settings should be made for this assignment to keep consistency among all the assessments: Page setup Body text • • • • Font: Times New Roman Font size: 12 point Line spacing: Double Text style: Normal • • • • • • Top: 2.54 cm Bottom: 2.54 cm Left: 3.17 cm Right: 3.17 cm Header: 1.25 cm Footer: 1.25 cm 3. Do not forget to attach the Cover Sheet at the front of the assessment. 4. Make sure you have signed the Cover sheet to declare this is your own work. 5. You can e-mail this assessment to your trainer’s e-mail address with following details: In ‘subject’ mention your ‘student Id – Your name’. Achieving Competence: To be deemed competent in this assessment you must: • • • • Correctly address all of the assessment requirements as described in this task Correctly address all of the submission instructions Successfully complete the Assessment Questions Submit assessment on or before the due date with an assessment cover sheet Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 1|P a g e Performance objective: You will demonstrate the skills and knowledge required to design, test and update systems and communication plans to disseminate information to the organisation. Assessment description: Using the simulated business information provided, and in response to a scenario, you will ensure up-to-date, relevant and accurate information is documented and disseminated according to organisational needs, a communication plan and within legislative requirements. Information systems used to capture, document or disseminate information are designed, tested and updated to meet information requirements of decision makers. Assessment Questions: 1. Read the scenario information provided under CoffeeVille – your brief in Appendix 1. 2. Review CoffeeVille simulated business documentation, including policies and procedures relating to communication, privacy and confidentiality of information to assist in understanding and managing information dissemination within the business. Coffeeville’s policies and procedures can be viewed online on Coffeeville’s intranet at http://au.similarsites.com/goto/simulations.ibsa.org.au?searchedsite=simulations.ibsa.org.au&pos=0 3. Research management information and decision support systems based on the criteria established by Coffeeville’s owners. You can use digital technologies to investigate new technologies and explore new ideas for the storage and dissemination of information. 4. Prepare a report for Coffeeville’s owners based on their specified criteria and requested content as outlined in Appendix 1. 5. Prepare a communication plan for the dissemination of information within the organisation. The communication plan should maintain effective workplace relationships, help meet organisational goals, and ensure organisational policies, procedures and regulatory requirements are being met. Specifications You must submit: ● a written report which meets all information requirements specified in Appendix 1 ● copies of relevant information you have researched about the management systems – please attach to your report ● a completed communication plan. Your assessor will be looking for your ability to: ● organise, evaluate and critique ideas and information ● build and maintain understanding of a problem of issue Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 2|P a g e ● develop and write complex texts using appropriate conventions and writing styles ● ensure organisational policies, procedures and regulatory requirements are being met ● monitor and review organisational policies, procedures and adhere to legislative requirements ● use communication skills to access and share information and build and maintain effective working relationships ● use digital technologies to manage business operations for strategic and operational purposes ● use management skills to: ○ make high impact decisions ○ plan and manage activities that have implications for the whole organisation ○ work autonomously when making high level decisions to achieve and improve organisational goals ○ explore new and innovative ideas through analysis and critical thinking. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 3|P a g e Appendix 1 CoffeeVille – your brief Emma and Rufus Belcastran have decided to expand rather than contract their business. They have chosen option 3 and are in the process of planning their new take-home and meal delivery venture. They also feel that they would have identified their recent business issue sooner if they had access to better information faster. As a result, they have asked you to investigate management systems for their business. The business currently uses the following computerised systems: 1. Integrated food and beverage system: ○ Point of sale ordering system ○ Inventory control ○ Basic customer relationship management (CRM) system including customer database and loyalty options 2. Accounting system. System criteria They have established the following criteria. ● Capable of communicating or integrating with the existing food and beverage and accounting systems if possible. ● Provides real-time updates of key data in an easy-to-read and understandable format. They identified mainly financial data such as sales, revenue and costs as their key data. ● Capable of preparing some customised reports. Most reports they require are standardised formats. ● Able to provide data and information that will assist in short and long-term decision-making. ● Able to complete relevant statistical, sensitivity and quantitative analysis techniques such as those used to assist in evaluating the recent business issue. Their overall goal is a system that will help them identify potential issues and make better, faster, more informed decisions. They have no preferences about the type of system as they have not undertaken any research yet. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 4|P a g e Report requirements They want you to investigate and report on the following. ● Types of systems that would be appropriate for their business. ● The features and benefits of at least two types of management systems – how will they meet the needs of the business’s decision makers? ● An outline of how the systems will optimise the efficiency and quality of information, its dissemination and the operation of the business. ● A list of the types of information needed within the organisation, including who needs it, when, where and why. ● A description of how database information will be retrieved and updated. ○ Will the new system replace the current database? – If yes, briefly outline database format, filing systems, data retrieval and manual or automatic updating of records – If no, briefly outline how will the new system access, use and update records in the existing database. ● An outline of tasks that will need to be completed when designing and testing the selected management system to ensure it meets organisational needs. ● A description of how the new management system will enhance security of the business’s data and intellectual property. Briefly discuss any changes that may be required to internal systems and procedures to enhance these security systems. ● A brief description of the policies and procedures that will influence the management of change within the business. Communication plan To support your report they would like you to write a sample communication plan that outlines how details of the new take-home and meal delivery venture will be disseminated to employees and any relevant financial supporters (e.g. financial institutions such as banks, their accountant, investment or financial advisors, credit card providers). Make sure the communication plan meets legislative and organisational requirements for privacy and confidentiality of information. A sample plan template has been provided in Appendix 2. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 5|P a g e Appendix 2: Communications plan template Title: Date: Project team: Situational Analysis: SWOT Strengths Weaknesses List the organisation’s communication strengths. List the organisation’s communication weaknesses. Opportunities Threats List the organisation’s communication opportunities. List the organisation’s communication threats. Objectives List the relevant objectives, including relevant organisation-wide objectives and specific objectives for communication and consultation. Goals and targets List the organisation’s communication-specific goals and quantitative targets. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 6|P a g e Audience analysis Internal audience characteristics External audience characteristics List the organisation’s internal audience and stakeholder characteristics. List the organisation’s external audience and stakeholder characteristics. Key messages Outline key messages tailored to each audience. Strategies and tactics Outline strategies and tactics associated with the communications plan, including rationale behind media channels selected. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 7|P a g e Action plan Action/activity Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 4 Timeframe Person/s responsible 8|P a g e Resources, if required
Assessment Task 3 BSBINM601 Manage knowledge and information Make decisions on business issues Assessment Submission details: 1. Please include following details on the top of your assessment: • Your Name • Your Student Id • Your Trainer’s name • Assessment Due Date • Actual Submission Date Please Note: Any changes in the assessment due date must be approved by your trainer. 2. This assessment must be in Microsoft word format. Following settings should be made for this assignment to keep consistency among all the assessments: Page setup Body text • • • • Font: Times New Roman Font size: 12 point Line spacing: Double Text style: Normal • • • • • • Top: 2.54 cm Bottom: 2.54 cm Left: 3.17 cm Right: 3.17 cm Header: 1.25 cm Footer: 1.25 cm 3. Do not forget to attach the Cover Sheet at the front of the assessment. 4. Make sure you have signed the Cover sheet to declare this is your own work. 5. You can e-mail this assessment to your trainer’s e-mail address with following details: In ‘subject’ mention your ‘student Id – Your name’. Achieving Competence: To be deemed competent in this assessment you must: • • • • Correctly address all of the assessment requirements as described in this task Correctly address all of the submission instructions Successfully complete the Assessment Questions Submit assessment on or before the due date with an assessment cover sheet Durban International College Pty. Ltd1 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Performance objective: You will demonstrate the skills and knowledge required to make timely decisions on identified business issues. Assessment description: Using the simulated business information provided, and in response to a scenario, you will utilise risk management plans, sensitivity and quantitative analysis techniques and consultation processes to determine acceptable courses of action and make a decision. The decisions must be taken within organisational guidelines and be consistent with its values, objectives and standards. A presentation will be made to Coffeeville’s managers detailing options available for potential courses of action and your recommendations. Assessment Questions: Part-A 1. Read the scenario information provided under CoffeeVille – your brief in Appendix 1. 2. Review Coffeeville’s organisational chart in Appendix 1 to build an understanding of the business’s reporting and command structure. 3. Review, evaluate and analyse information provided about each of the decision options facing Coffeeville in Appendix 2. 4. Review risk management and business impact analysis information in Appendix 3. 5. Review and analyse City of Melbourne demographic information in Appendix 4. 6. Based on the information provided in this and previous assessments, utilise statistical, sensitivity and quantitative analysis techniques to analyse the viability of options 2 and 3 to determine the most acceptable course of action to resolve the business issue or problem. You can use computer software or manual techniques to complete your analysis calculations. a. You can complete as many types and number of analysis calculations as desired to assist in further analysis and clarification of causes of the business issue identified in CoffeeVille – your brief in Appendix 1 and evaluation of potential courses of action to address the issue. b. You must complete a minimum of one statistical (other than trend or correlation), one sensitivity and one quantitative calculation for this assessment. c. If applicable, the results of your statistical calculations could be converted to graphs for visual identification and evaluation of causes or courses of action. 7. Update Part 2 of the Decision Analysis Report you started preparing in Assessment 2. Clearly document the results of additional analysis processes undertaken in this assessment in the Report. 8. Complete Part 3 of the Decision Analysis Report based on the information provided and the results of your research and analysis. When listing positive and negative outcomes, consider their impact on the business as a whole and operation of the individual stores. The events and outcomes described in the business’s risk management plans should also be considered. 9. Review CoffeeVille simulated business documentation, including policies and procedures, relating to decision-making and management and employee responsibilities to assist in understanding and managing change within the business. Coffeeville’s policies and procedures can be viewed online on Coffeeville’s Durban International College Pty. Ltd2 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 intranet at http://au.similarsites.com/goto/simulations.ibsa.org.au?searchedsite=simulations.ibsa.org.au&pos=0 10. Complete force field diagrams for options 2 and 3 to help you determine which course of action to recommend to Emma and Rufus and assist their decision-making. 11. Complete Part 4 of the Decision Analysis Report by making a recommendation and outlining your reasoning why you have come to this conclusion. 12. Answer the assessment questions: a. Briefly discuss how you ensure you have sufficient, valid and reliable evidence and information available to support determining the best course of action to take and making a final decision. b. Briefly outline: • specialists or other relevant groups or individuals who could assist in your analysis and decisionmaking process • What types of assistance, advice or information they can provide. c. Who has the authority to make the final decision about what course of action to take to address the identified business issue? d. e. f. g. Why do they have this authority? Do they have the legal authority to make this decision? What organisational policies and procedures must be considered when making this decision? Briefly describe how your recommendation to Emma and Rufus is consistent with CoffeeVille’s values, objectives and standards. h. You have been given this project in early January. Emma and Rufus are aware that, depending on the course of action chosen, it could take some time to implement the necessary changes and have an impact in the business’s financial status. They would prefer the analysis process and recommendation to be made as soon as possible – by end of February if possible. They have set end of March as the absolute latest timeframe for this project to be concluded. i. Develop a basic planning timeline to present to Emma and Rufus, outlining timings for the identification, analysis and decision stages and a completion date for the resolution of the business problem or issue. Part-B Presentation of recommendation Emma and Rufus would like you to present a summary of your research and recommendation. They wish to ask you questions during or after your presentation to clarify any details and discuss the impact of the recommendation on their business. You need to plan and deliver a 10–15 minute presentation to Emma and Rufus on your analysis and proposed course of action. Durban International College Pty. Ltd3 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Prepare a business presentation in response to the scenario described throughout Assessments 1, 2 and 3. The presentation can be delivered as follows. • As a presentation to your class. • As a role-play to two course participants undertaking the role of Emma and Rufus, CoffeeVille’s owner/managers. • As a presentation to your assessor undertaking the role of one of CoffeeVille’s owner/managers. 13. Determine and prepare to discuss: a. A brief overview of the business issue and analysis techniques used to identify the issue, determine decision options and analyse the viability of potential courses of action. b. Reasoning for recommended course of action, such as: • what data and information supports the recommendation • advice provided by internal or external specialists or consultants • how the recommended course of action is consistent with the business’svalues, objectives and standards • Any identified risks. Deliver the presentation to Emma and Rufus. Ensure you deliver your presentation in accordance with deliverables outlined above and quality specifications listed at the start of this assessment. You may use communication tools to support your presentation, if desired. Tools could include written handouts, statistical graphs, analysis results, budgets, other financial information or a PowerPoint presentation. 14. Obtain formal or informal feedback from your presentation participants relating to your recommended course of action. Formal feedback can be obtained by asking presentation participants to complete the presentation feedback form below in ‘Appendix 5’. Informal feedback can be gathered from questions asked and discussions undertaken during the presentation. 15. Presentation questions: The following questions can be asked during or at the conclusion of the presentation by participants undertaking the roles of CoffeeVille’s owner/managers, Emma and Rufus. Alternative or additional questions can also be used based on the context and content of the presentation. (a) Is this the only problem or issue CoffeeVille faces? During your research and analysis did you identify other possible concerns? (b) From a financial perspective, which of the potential courses of action is the riskiest for the business? What do you base this opinion on? (c) How will this decision affect our customers and employees in the short- or long-term? (d) What timeframe do you recommend for implementation of this course of action? Durban International College Pty. Ltd4 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Specifications You must submit: ● a fully completed Decision Analysis Report ● computer printouts or handwritten copies of the results gained the statistical, sensitivity and quantitative analysis techniques used to assist the decision-making process – at least one set of results for each type of analysis technique must be attached to the Decision Analysis Report ● force field analysis diagrams for options 2 and 3 – please attach to the Decision Analysis Report ● your responses to the questions in question 12 You must complete a 10–15 minute presentation. Your assessor will be looking for your ability to: ● ● ● ● ● ● ● ● ● organise, evaluate and critique ideas and information build and maintain understanding of a problem of issue develop and write complex texts using appropriate conventions and writing styles use numeracy skills to perform calculations and interpret complex statistical use communication skills to: ○ access and share information and build and maintain effective working relationships ○ use appropriate listening and questioning techniques ○ present complex information in formal situations in a format appropriate to the audience and purpose gather and analyse data and seek feedback to improve organisational plans and processes monitor and review organisational policies, procedures and adhere to legislative requirements in order to implement and manage change use digital technologies effectively to manage business operations for strategic and operational purposes use management skills to: ○ make high impact decisions ○ plan and manage activities that have implications for the whole organisation ○ Work autonomously when making high level decisions to achieve and improve organisational goals. Durban International College Pty. Ltd5 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Appendix 1 CoffeeVille – your brief Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years but recently, expenses have started to climb and sales drop. In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts. It’s January 2016 and all four stores are closed for a summer break. Emma and Rufus are using this down time to assess their business’s operational and financial status in preparation for the year ahead. They have asked you to help them determine the best course of action to take and assist in the decisionmaking process. There are three courses of action that could be taken. 1. Do nothing. 2. Reduce their prices. 3. Provide take-home packaged meals and a meal delivery system. Initially, you plan to use statistical, sensitivity and quantitative analysis techniques to analyse the impact of Options 2 and 3. The data and information provided in the Appendices of Assessments 1 and 2 as well as the results of any analysis processes completed in Assessment 2may assist your analysis. Organisational chart Rufus and Emma Belcastran Owner/ Managers Store Managers Baristas Food service attendants Durban International College Pty. Ltd6 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Cooks Appendix 2 Analysis of decision options Based on discussions with Emma and Rufus, and further research into economic and business climates, you have prepared the following summary for the three options under consideration. Your brief is to only investigate options 2 and 3 further, however, any information in the summary for option 1 can be used when determining the most acceptable course of action. 1. Do nothing Economic indicators and industry analysts forecast a more positive economic environment within the next 12 months with both business and consumer confidence growing. Business and real estate analysts forecast CBD vacancy rates to drop to 9% within 12 months and 8.5% within 18 months as local and international businesses absorb the current glut of office space. Aim ● To maintain reputation as provider of quality food and beverages. ● To eventually return to previous levels of profitability within the next 12 months. Business performance data ● food sales are down 10%, beverages 12% and catering 17%. ● When combined with rising expenses, profits are down for the first half of the financial year by 19%. ● Payroll expenses have risen 10.5% over the last 6 years, 3.2% in the last 12 months. Concerns ● The current trend will continue, resulting in financial difficulties for the business and the potential closure of non-profitable stores. 2. Reduce prices for food The selling price for in-store and catering food menu items will be reduced. Beverage prices to remain the same. Number of food menu items to be decreased, especially those with more costly ingredients and longer preparations times. Staff hours to be reduce in the short term to reflect current decreased levels ofsales. Durban International College Pty. Ltd7 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Aim ● To price match closest competitors. ● To increase the number of items sold per day by a minimum of 5% with a goal of 15% across all food categories and hot beverages. ● To reduce total expenses to 75% of total income. Business performance data ● Cost of goods for food is currently 31% of total income. ● Cost of goods for beverages is 19% of total income. ● These have both increased by 3–4% in the last 12–18 months. ● Total expenses fluctuate between 77–83% of total income. Questions ● Number of sales required under the new pricing system to achieve current daily revenue figures? ● Impact on revenue if increases in sales figures vary between the minimum (5%) and maximum (15%) goals? Menu items Current price range Average spend Average No. of sales per day per store Breakfast $6–$9 $7.50 options Sandwiches bar $8–$10 $9.50 wraps Hot items $9–$11 $10.00 Sweet baked $4–$7 $4.50 goods Hot beverages $3–$4 $3.85 Milkshakes and $6 $6 iced coffees Packaged drinks $3–$5.50 $4.50 Total revenue average per day per store Total average revenue per annum all stores Current average revenue per day per store Proposed price reduction 76 $570 10% 96 $912 10% 82 $820 5% 45 $202.50 10% 330 $1270.50 0% 15 $90 0% 65 $292.50 $4,157,50 $6,069,950 5% 3. Provide home packaged and meal delivery systems The operational hours of some or all stores will be expanded to provide prepared, pre-packaged, take-home meals to post-work traffic and local residents. Menu items for take-home meals will consist of chilled fully prepared, heat-and-eat or finish-at-home options. Three to four options will be offered every day with the menu changing daily and will include at least one vegetarian and one salad option. A limited delivery service for hot and cold meals will be offered to local residential buildings based on the range take-home menu items. These meals will be delivered hot (or cold for salads), ready for immediate consumption. Durban International College Pty. Ltd8 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Business hours of the stores will be extended from 4pm to 8pm. All daily menu items will be prepared in bulk for all stores by the cooks in their current store locations (stores 3 and 4). Prepared menu items are transported to other stores prior to 5pm each day. Aim ● To expand the business into new markets. ● To enter the packaged take-home and residential market and establish their brand before it becomes saturated with competitors. ● To meet the needs of the steadily increasing CBD residential population. ● To offer additional products and services to their existing customers. Business performance data ● Food wastage is currently 10%. Major category of wastage is hot food not sold during lunch service period. Additional payroll costs per store for extended hours and delivery service ● Each store selling packaged meals will require minimum one counter attendant for 4.5 hours at $16.50 per hour. ● Each store offering home delivery would require a delivery driver at $17 per hour for three hours. Questions ● Most cost effective method of providing home delivery service to potential residential destinations from all stores? ● Delivery costs if meals are delivered to all residential areas from Stores 3 and 4 only? ● Potential revenue from the venture? Durban International College Pty. Ltd9 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Delivery costs for home delivery service to targeted CBD and fringe residential areas Residential Areas within delivery zones Store 1 Store 2 Store 3 Store 4 Potential demand Res Area 1 $3 $4 $5 $4 20 Res Area 2 Res Area 3 Res Area 4 $4 $3 $5 $2 40 $5 $5 $3 $6 30 $4 $2 $3 $5 30 Ability to supply 30 20 75 90 Ability to supply = holding capacity of each store, not how many menu items are stocked. Delivery costs for home delivery service to targeted CBD and fringe residential areas Residential Areas within delivery zones Res Area 1 Store 3 $5 Store 4 $4 Potential demand 20 Res Area 1 = Carlton, Collingwood Res Area 2 = East Melbourne Res Area 2 Res Area 3 $5 $2 40 Res Area 4 Ability to supply 75 90 $3 $3 $6 $5 30 30 Res Area 3 = North Melbourne and Docklands Res Area 4 = Southbank CoffeeVille proposed dinner service Menu item Hot menu Cold menu Packaged drinks Selling price instore Forecasted average spend Forecasted demand $10–$15 $9–$12 $12 $10.50 80 30 $3–$5.50 $4.50 20 Durban International College Pty. Ltd10 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Selling price – delivery Forecasted average spend Forecasted demand $14–$20 $14–$18 $17.50 $16 120 30 $5–$8 $7 60 Appendix 3 Risk management plans and business impact analysis Risk management plans Extract from CoffeeVille Risk Management Strategy PlanL = Likelihood I = Impact P = PriorityLw = Low Risk assess Risk L M I M P M Food poisoning complaint/s from customers. Lw H H Changes to local customer demographics M H M Changes to local economic environment Lw H M Emergence of a competitor within very close proximity. Durban International College Pty. Ltd11 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 M = Medium H = High Controls Monitoring Timelines Responsible Continuous implementation of marketing strategy to highlight key points of difference between us and competitors. Increased frequency of promotional campaigns. Selective discounting. Adjustment to marketing strategy to ensure differentiation and appropriate positioning of CoffeeVille in order to compete effectively. Continuous monitoring of implementation of food safety procedures. Regular food safety refresher training provided to all staff. All new employees given food safety training if they do not have a food handler’s certificate. Limited ability to apply controls due to lack of ability to influence. Apply pricing, payroll, inventory and wastage controls to limit negative impact on financial viability. Expand services if changes are positive for business operation. Continuous monitoring of competitors’ marketing campaigns. Monthly Rufus Belcastran Emma Belcastran Continuous monitoring of food safety records and logs. Weekly Rufus Belcastran Emma Belcastran Store Manager Monitor customer formal and informal feedback. Monitor real estate movements and business statistics in CBD area. Monitor business and economic environment in catchment area. Quarterly Rufus Belcastran Emma Belcastran Store Manager Quarterly Rufus Belcastran Emma Belcastran Limited ability to apply controls due to lack of ability to influence. Apply pricing, payroll, inventory and wastage controls to limit impact on financial viability. Business impact analysis Business impact Importance/ impact Business risks 1 = high 5 = low Potential losses – per store Revenue Costs Staff Penalties Liability Reputation / good will Timeframe for impact Length of impact Emergence of competitor 3 loss $500– $600 per day $500 pw marketing Loss 1–2 NA NA NA Immediate Permanent Food poisoning complaint 2 loss $500– $600 per day $2,000+ Retaining costs Possible fines Possible court action High Immediate Minimum 6 – 12 months Changes to local customer demographics 3 loss $200– $300 per day? $100 pw marketing + menu changes? Loss 1–2 NA NA NA 2 – 6 months Dependant on nature of change Changes to local economic environment 3 Unknown Unknown assumption higher Loss 1–2 NA NA Medium due to changes in food and service quality 2 – 12 months Unknown do to lack of control Reduced profitability due to increasing expenses 1 loss $100– $600 per day Unknown Loss 1–2 NA NA Medium due to changes in food and service quality 2 – 12 months Unknown due to lack of control Durban International College Pty. Ltd12 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Appendix 4 City of Melbourne demographics The following information are extracts from City of Melbourne Daily Population Estimates and Forecasts 2015 Update report.1 Population overview The number of city residents is forecast to grow at around 3.2% annually during the next 16 years (from 2015 on), with more than 202,000 people calling Melbourne home by 2030. The number of workers is forecast to grow at around 2% annually during the next 16 years, with an estimated 526,000 people travelling to work or undertake work-related activities in the city by 2030. Weekday daily resident population estimates and forecasts Living in the city continued to gain momentum over the past two years. It is estimated that more than 122,000 people – including under 15 years of age – resided in the municipality in 2014. This represents a 15.9% growth from 2012 which is an equivalent of 16,788 additional residents in the city. The top five largest growth SA2s (Statistical Areas Level 2) are: ● The Melbourne CBD with 6,979 additional residents (up by 29.2%) ● Southbank with 3,279 additional residents (up by 24.2%) ● Carlton with 1,872 additional residents (up by 12.2%) ● Docklands with 1,713 additional residents (up by 26.6%) ● North Melbourne with 1,703 additional residents (up by 9.9%) Total daily population estimates and forecasts Municipality of Melbourne (all areas including CBD and fringes) Year 2011 2012 2013 Durban International College Pty. Ltd13 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Residents 100,000 105,000 116,000 Workers 376,000 380,000 382,000 Estimated Resident Population Growth Rates between 2004 and 2014 by SA2 Source: ABS, Resident Population Growth, Australia 2004 to 2014 (cat. no. 3218.0) Durban International College Pty. Ltd14 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Appendix 5 Presentation formats Class presentation Class participants can be assigned specific questions prior to the commencement of the presentation or encouraged to ask questions and seek clarification on the information provided during the presentation. Role-play Two participants are selected from the class to undertake the roles of Coffeeville’s manager/owners, Emma and Rufus. Questions asked by participants in each role should reflect each owner’s role within the operation of the business. Emma Emma’s main business focus is marketing the business. She will be evaluating the information and suggested courses of action based on how it will affect the business’s brand and image, its impact on customers, how each action will either expand or contract their current market share. Rufus Rufus has been heavily involved in the overall operation of the business’s stores. He will be evaluating the information and suggested courses of action based on their impact on the business’s short- and long-term financial viability, including revenue, expenses, staffing. Rufus is keen to gain new customers while retaining their existing customer base. Assessor presentation Assessor can ask recommended questions or modify to reflect information provided during the presentation. Questions asked should seek clarification and encourage the presenter to discuss the presentation’s content. Presentation evaluation Participants involved in role-plays and/or assessment of the candidate’s presentation can use the following criteria to assist in providing feedback. Did the candidate competently demonstrate the following skills? Use appropriate language, tone and pace for a management presentation? Select an appropriate presentation style (level of formality) for a management presentation? Provide information at an appropriate level of complexity for its intended audience? Use appropriate listening and/or questioning techniques? Encourage discussion to clarify information, courses of action or recommendations? Use a variety of communication techniques or tools to share information? Durban International College Pty. Ltd15 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3 Feedback Presentation feedback form Provide formal feedback relating to any information, courses of action or recommendations made during the presentation. What feedback can you give the candidate regarding their analysis of the business issue, potential courses of action suggested or final recommendation? Durban International College Pty. Ltd16 | P a g e BSBINM601 Manage knowledge and information Assessment Activity 3
Assessment Task 2 BSBINM601 Manage knowledge and information Analyse information and knowledge Assessment Submission details: 1. Please include following details on the top of your assessment: • Your Name • Your Student Id • Your Trainer’s name • Assessment Due Date • Actual Submission Date Please Note: Any changes in the assessment due date must be approved by your trainer. 2. This assessment must be in Microsoft word format. Following settings should be made for this assignment to keep consistency among all the assessments: Page setup Body text • • • • Font: Times New Roman Font size: 12 point Line spacing: Double Text style: Normal • • • • • • Top: 2.54 cm Bottom: 2.54 cm Left: 3.17 cm Right: 3.17 cm Header: 1.25 cm Footer: 1.25 cm 3. Do not forget to attach the Cover Sheet at the front of the assessment. 4. Make sure you have signed the Cover sheet to declare this is your own work. 5. You can e-mail this assessment to your trainer’s e-mail address with following details: In ‘subject’ mention your ‘student Id – Your name’. Achieving Competence: To be deemed competent in this assessment you must: • • • • Correctly address all of the assessment requirements as described in this task Correctly address all of the submission instructions Successfully complete the Assessment Questions Submit assessment on or before the due date with an assessment cover sheet Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 1| P a g e Performance objective: You will demonstrate the skills and knowledge required to analyse information and knowledge on business issues or problems to aid decision-making. Assessment description: Using the simulated business information provided in this task, and in response to a scenario, you will identify patterns or emerging trends, determine the causes and determine their potential effect on the business by using statistical analysis techniques. You will document evaluation processes and adjust management information or decision support systems if necessary to meet information processing objectives. Assessment Questions: 1. Read the scenario information provided under CoffeeVille – your brief in Appendix 1. 2. If necessary, review CoffeeVille’s general business information provided in Appendix 1 of Assessment 1 to maintain your understanding of the business and its environment. 3. Review and evaluate business performance data and information in Appendix 2. 4. Review and analyse research data and information in Appendix 3. 5. What is your objective/s for the analysis processes you plan to undertake? Respond by developing SMART objectives for the analysis processes you plan to undertake to identify causes for the business’s declining sales. Make sure they are consistent with the decision required. 6. Based on the information provided in this assessment and Assessment Task 1, identify and interpret trends and patterns and their causes and effects relevant to the identified business problem. You can use computer software or manual techniques to complete trend and correlation statistical analysis calculations. a. You can complete as many trend and correlation calculations as desired to assist in the identification of trends and patterns and their causes or effects. b. You must complete a minimum of two trend and two correlation calculations for this assessment. c. The results of at least two trend and two correlation calculations must be converted to graphs for visual identification and evaluation of trends or patterns and their causes or effects. 7. Document analysis processes undertaken so far by completing Parts 1 and 2 of the Decision Analysis Report in Appendix 4. Note that additional information will be added to this report in Assessment Task 3. Make sure you use writing styles and conventions appropriate for a management report, including level of formality selected, terminology used and depth of complexity in information provided. 8. Briefly describe how management information or decision support systems can assist you when analysing information and identifying trends and patterns. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 2| P a g e 9. Briefly describe how management information or decision support systems can support the analysis of proposed courses of action and their impact on the business. 10. List two types of adjustments you might have to make management information or decision support systems to help you meet your stated objectives. Specifications You must submit: ● completed Parts 1 and 2 of the Decision Analysis Report ● copies of the results gained from at least two trend and two correlation statistical analysis techniques used to assist trend and pattern identification – please attach to the Decision Analysis Report ● copies of line or scatter graphs developed from the results of at least two trend and two correlation statistical analysis techniques – please attach to the Decision Analysis Report ● your responses to all the questions above Your assessor will be looking for your ability to: ● organise, evaluate and critique ideas and information ● build and maintain understanding of a problem of issue ● develop and write complex texts using appropriate conventions and writing styles ● use numeracy skills to interpret complex statistical and researched information ● gather and analyse data and seek feedback to improve organisational plans and processes ● use digital technologies effectively to manage business operations for strategic and operational purposes ● plan and manage activities that have implications for the whole organisation ● Make high impact decisions – analyse input from a range of sources and, where appropriate, drawing on experience. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 3| P a g e Appendix 1 CoffeeVille – your brief Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years but recently, expenses have started to climb and sales drop. In the last 3 months they have started to address the issue of rising expenses. In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts. It’s January 2016 and all four stores are closed for a summer break. Emma and Rufus are using the down time to assess their business’s operational and financial status in preparation for the year ahead. They have asked you to help them analyse their business and the external environment to identify potential reasons for their declining sales. Now that the business issue or problem has been identified, they want you to analyse data and information to determine the potential causes of the issue. You plan to use data and information identified in Assessment 1 and in the Appendices of Assessments 1 and 2, as well as conduct research into potential external environmental factors. You believe using statistical and sensitivity analysis techniques will enable you to identify relationships between data, clarifying potential causes of the business issue. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 4| P a g e Appendix 2 Coffeeville business data and information Business performance General trends ● Sales for first 6 months of 2015 are down across all categories and stores. Overall, food sales are down 10%, beverages 12% and catering 17%. When combined with rising expenses, profits are down for the first half of the financial year by 19% ● After opening a year ago, the 4th store is slowly building customers but is still not performing to forecasted levels. Most of the marketing budget and Emma’s efforts have been focussed there. ● Productivity has increased with staff able to serve more customers per hour per person. Barista coffee preparation speeds have increased after all barista staff completed an advanced barista course in Jan 2015. ● Savings made in payroll and cost of goods due to productivity gains has been offset by rising wages and food prices. Payroll expenses Year Payroll expenses as % of total expenses 2009 34.9% 2010 35.3% 2011 34.2% 2013 39.8% 2014 42.1% 2015 45.3% Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 5| P a g e Financial information – Organisation Financial year July 2014–June 2015 July–December 2014 Sales $ July Aug Sept Oct Nov Dec Food sales 285,668 279,805 273,942 262,580 250,078 199,251 Beverage sales 191,199 190,163 189,126 187,054 182,650 179,523 82,360 83,540 81,980 81,480 77,500 74,370 Total income 559,227 553,508 545,048 531,114 510,228 453,144 Total expenses 482,190 470,934 483,431 451,683 461,746 404,986 Net profit/loss 77,037 82,574 61,617 79,431 48,482 48,158 External catering Jan–July 2015 Sales $ Jan Feb Mar April May June Year Total Food sales 203,894 221,209 238,525 245,476 259,742 262,803 2,982,972 Beverage sales 181,220 185,263 187,263 188,263 189,560 191,208 2,242,492 57,284 60,926 67,853 68,853 51,853 49,137 837,136 Total income 442,398 467,398 493,641 502,592 501,155 503,148 6,062,600 Total expenses 413,064 421,865 442,733 447,512 464,198 478,630 5,422,972 Net profit/loss 29,334 45,533 50,908 55,080 36,957 24,518 639,628 External catering Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 6|P a g e Financial year July 2015–June 2016 July–December 2015 (actual results) Sales $ July Aug Sept Oct Nov Dec Food sales 231,391 226,642 231,865 227,105 202,563 154,300 Beverage sales 148,065 147,262 153,192 158,323 135,088 129,705 60,207 60,358 56,476 55,457 52,111 47,597 Total income 439,663 434,262 441,533 440,885 389,762 331,602 Total expenses 373,713 364,780 366,472 374,752 339,093 288,494 Net profit/loss 65,950 69,482 75,061 66,133 50,669 43,108 External catering Jan–July 2016 (adjusted forecast) Sales $ Jan Feb Mar April May June Year Total Food sales 177,388 201,300 224,214 208,655 233,768 233,632 2,552,823 Beverage sales 152,225 163,031 161,046 167,554 170,604 170,175 1,856,270 46,973 51,178 56,318 57,148 42,779 40,292 626,894 Total income 376,586 415,509 441,578 433,357 447,151 444,099 5,035,987 Total expenses 351,615 375,031 396,039 385,864 414,176 422,459 4,452,488 Net profit/loss 24,971 40,478 45,539 47,493 32,975 21,640 583,499 External catering Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 7|P a g e Budget variance report – All stores Summary of variance results for comparisons of budget to actual income for the period 2011 - 2015 A positive variance indicates the percentage above budget, a negative figures indicates the percentage below budget. Financial year 2011-12 2012-13 Jul-Dec 2011 Jan-Jun 2012 2013-14 Jul-Dec 2012 Jan-Jun 2013 Jul-Dec 2013 2014-15 Jan-Jun 2014 Jul-Dec 2014 2015-16 Jan-Jun 2015 Jul-Dec 2015 Food sales 5% 8% 7% 12% 8% 1% -3% -8% -10% Beverage sales 8% 2% 4% 5% 5% -2% -4% -5% -12% External catering 12% 4% 7% 2% 5% 2% -8% -11% -17% Total income 8% 5% 6% 6% 6% 1% -5% -9% -12% Net profit/loss 7% 4% -1% 6% 6% -4% -5% -11% -13% Financial history by income source *Note: Store 3 opened July 2014, Store 4 July 2014 Food Sales July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total 2013-14 224,580 212,965 208,695 210,589 209,568 189,655 175,250 186,752 198,765 209,632 218,655 225,892 2,470,998 2014-15 357,580 362,937 365,600 355,290 347,868 337,438 301,056 301,475 323,324 307,358 282,052 289,080 3,931,058 2015-16 257,101 251,825 252,027 244,199 225,070 175,341 177,388 201,300 224,214 208,655 233,768 233,632 2,684,519 Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 8|P a g e Beverage Sales July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total 2013-14 150,469 140,557 137,739 138,989 138,315 125,172 115,665 123,256 131,185 138,357 148,385 151,348 1,639,437 2014-15 210,306 214,056 215,920 203,934 189,078 182,794 160,878 161,130 182,540 185,239 185,074 189,085 2,280,034 2015-16 168,255 167,343 170,213 172,090 157,079 152,595 152,225 163,031 161,046 167,554 170,604 170,175 1,972,210 Aug Sept Oct Nov Dec Jan Feb Mar April May June External catering July Total 2013-14 51,650 52,890 54,820 59,850 65,890 60,150 39,550 41,330 42,580 46,450 49,620 51,230 616,010 2014-15 97,274 98,881 99,680 95,853 89,385 85,196 60,585 60,753 66,414 77,605 81,944 80,067 993,637 2015-16 70,418 71,009 68,043 67,221 63,550 59,496 46,973 51,178 56,318 57,148 42,779 40,292 694,425 Total income July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total 2013-14 426,699 406,412 401,254 409,428 413,773 374,977 330,465 351,338 372,530 394,439 416,660 428,470 4,726,445 2014-15 665,160 675,874 681,200 655,077 626,331 605,428 522,519 523,358 572,278 570,202 549,070 558,232 7,204,729 2015-16 495,774 490,177 490,283 483,510 445,699 387,431 376,585 415,509 441,578 433,357 447,151 444,099 5,351,154 Nov Dec April May June Net profit July Aug Sept Oct Jan Feb Mar Total 2013-14 93,874 85,347 92,288 98,263 99,306 78,745 62,788 77,294 85,682 94,665 91,665 89,979 1,049,896 2014-15 83,501 108,019 121,333 100,609 77,095 70,695 83,373 61,305 76,724 73,854 72,457 66,266 995,231 2015-16 68,296 73,126 55,426 72,312 42,350 41,174 24,970 40,478 45,539 47,492 32,975 21,641 565,779 Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 9|P a g e Financial information - Store 2 Store 2 Financial results July – December 2014 Sales $ July Aug Sept Oct Nov Dec Food sales 64,364 65,329 65,808 63,952 62,616 60,739 Beverage sales 37,855 38,530 38,866 36,708 34,034 32,903 External catering 17,509 17,799 17,942 17,254 16,089 15,335 Total income 119,728 121,658 122,616 117,914 112,739 108,977 Total expenses 104,164 102,192 106,676 100,227 98,083 95,900 Net profit / loss 15,564 19,466 15,940 17,687 14,656 13,077 Store 2 Financial results Jan – July 2015 Sales $ Jan Feb Mar April May June Year Total Food sales 54,190 54,266 58,198 55,324 50,769 52,034 707,590 Beverage sales 28,958 29,003 32,857 33,343 33,313 34,035 410,406 External catering 10,905 10,936 11,955 13,969 14,750 14,412 178,855 Total income 94,053 94,204 103,010 102,636 98,833 100,481 1,296,851 Total expenses 79,005 82,900 89,619 89,294 85,984 88,424 1,122,467 Net profit/loss 15,048 11,305 13,391 13,342 12,848 12,057 174,384 Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 10 | P a g e Store 2 Financial results July – December 2015 Sales $ July Aug Sept Oct Nov Dec Food sales $51,289 $50,664 $49,413 $46,912 $46,286 $42,908 Beverage sales $34,158 $33,827 $29,836 $28,515 $28,183 $26,178 External catering $10,448 $8,064 $7,872 $7,776 $10,112 $9,363 Total income $95,895 $92,555 $87,121 $83,203 $84,581 $78,449 Total expenses $86,655 $82,660 $82,920 $80,392 $82,176 $72,560 Net profit/loss $9,240 $9,895 $4,201 $2,811 $2,405 $5,889 Store 2 Budget variance report July – December 2015 A positive variance indicates percentage above budget, a negative figures indicates percentage below budget. Sales $ July Aug Sept Oct Nov Dec Food sales -2% -3% -5% -9% -10% -14% Beverage sales 3% 2% -4% -11% -12% -9% External catering -12% -16% -18% -19% -21% -23% Total income -11% -12% -8% -19% -20% -17% Total expenses 1.50% 1.78% 2.10% 1.45% 1.32% 1.70% Net profit/loss -31% -36% -41% -86% -59% -69% Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 11 | P a g e Store 2 Forecasted sales 2015-16 $70,000 $60,000 $50,000 $40,000 Food sales $30,000 Beverage sales $20,000 External catering $10,000 June May April Mar Feb Jan-15 Dec-14 Nov Oct Sept Aug $- Store 2 - Forecasted net profit 2015-16 $25,000 $20,000 $15,000 $10,000 Net profit $5,000 $- Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 12 | P a g e Financial information - Store 3 Store 3 Financial results July – December 2014 Sales $ July Aug Sept Oct Nov Dec Food sales 71,516 76,217 76,776 78,164 76,531 77,611 Beverage sales 42,061 44,952 45,343 44,865 41,597 42,043 External catering 19,455 20,765 20,933 21,088 19,665 19,595 Total income 133,032 141,934 143,052 144,117 137,793 139,249 Total expenses 115,738 119,224 117,303 122,499 121,258 122,539 Net profit/loss 17,294 22,710 25,749 21,618 16,535 16,710 Store 3 Financial results Jan – July 2015 Sales $ Jan Feb Mar April May June Year Total Food sales 69,243 72,354 77,598 70,692 64,872 63,598 901,685 Beverage sales 37,002 38,671 43,810 42,605 42,567 39,708 523,870 External catering 13,935 14,581 15,939 17,849 18,847 16,814 227,342 Total income 120,180 125,606 137,347 131,146 126,286 120,120 1,652,897 Total expenses 100,951 110,533 119,492 114,097 109,869 105,705 1,425,544 Net profit/loss 19,229 15,073 17,855 17,049 16,417 14,415 Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 13 | P a g e 227,353 Store 3 Financial results July – December 2015 Sales $ July Aug Sept Oct Nov Dec Food sales $71,922 $71,140 $71,922 $70,358 $68,795 $40,657 Beverage sales $37,309 $36,894 $37,309 $36,065 $35,236 $28,407 External catering $10,560 $9,440 $9,080 $10,320 $11,920 $12,768 Total income $119,791 $117,474 $118,311 $116,743 $115,951 $81,832 Total expenses $108,959 $103,853 $103,752 $103,752 $105,927 $87,464 Net profit/loss $10,832 $13,621 $14,559 $12,991 $10,024 -$5,632 Store 3 Budget variance report July – December 2015 A positive variance indicates percentage above budget, a negative figures indicates percentage below budget. Sales $ July Aug Sept Oct Nov Dec Food sales -8% -9% -8% -10% -12% -15% Beverage sales -10% -11% -10% -13% -15% -17% External catering -12% -13% -16% -14% -13% -16% Total income -16% -18% -18% -19% -21% -23% Total expenses 2.10% 2.30% 2.20% 2.20% 2% 2.30% Net profit/loss -43% -45% -46% -51% -56% -59% Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 14 | P a g e Store 3 Forecasted sales 2015-16 $80,000 $70,000 $60,000 $50,000 $40,000 Food sales $30,000 Beverage sales $20,000 External catering $10,000 July Aug Sept Oct Nov Dec-14 Jan-15 Feb Mar April May June $- Store 3 Forecasted net profit 2014-15 $25,000 $20,000 $15,000 $10,000 Net profit $5,000 $- Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 15 | P a g e Appendix 3 Research data and information Melbourne demographics – City of Melbourne General and industry specific information is available on City of Melbourne website. Two main areas of the website to investigate are: ● City of Melbourne, ‘Doing business in Melbourne’, viewed January 2016, ● City of Melbourne, ‘Research and statistics’, viewed January 2016, . City of Melbourne has been producing a report called Daily Population Estimates and Forecasts for many years. It was updated in 2015. Among other information, it includes statistics on past and future trends for City of Melbourne’s workforce and residential population. You can find it at: ● City of Melbourne, ‘Daily population estimates and forecasts’, viewed January 2016, . Economic activity Summary Australian interest rates – Reserve Bank of Australia All rates expressed as percentages. 2014 2015 Feb Mar Apr May June Jul Aug Sept Oct Nov Dec 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.25 2.25 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.25 2.25 Melbourne CBD retail information Commercial property rental rates per square meter Melbourne CBD Gross average rent 2013 2014 2015 2016 (forecast) $7,000 ( 5.7%) $7,750 ( 10.1%) $8,250 ( 6.4%) $8,800 ( 6.6%) Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 16 | P a g e Commercial property vacancy rates – Melbourne CBD Vacancy rates 2013 2014 2015 2016 (forecast) 8.2% 8.5% 9.1% 9.5% Cafe / restaurant / bistros in Melbourne CBD as at June 31st2015 Note: figures based on registered businesses, closures and permit applications lodged by June1st each year. Year No. new cafe / restaurant / bistros opened No. cafe / restaurant / bistros closed No. cafe / restaurant / bistro seats Total café / restaurant / bistros in CBD 2011 37 12 169,983 2585 2012 41 13 178,320 2613 2013 39 18 206,031 2634 2014 52 19 213,272 2670 2015 45 21 217,157 2694 Media articles Business News Aug 2014 New era looms as CBD office boom ends Property developers and investors are facing diminished returns and an uncertain future as the CBD commercial property market stalls. Coinciding with a slowdown of economic activity and low business confidence, particularly in the retail and professional services sector, applications for new development projects fallen to their lowest levels in 5 years. Mr Kenneth Staines, from Placement Properties, indicated this trend is also occurring in most other capital cities in Australia and many other Western countries. Consumer confidence is down, people are not spending and this is affecting businesses everywhere. Everyone is sitting tight on their money – consumers and investors, he stated at a business forum this week. One of the reasons he believes applications are down is the recent rise in vacant office space within the central CBD. Rents have remained relatively high and many businesses are struggling as income has not risen in tandem, he said. A recent survey conducted by the Property Institute shows the number of tenants in the CBD falling, particularly in small to medium business categories. New tenant enquiries has been flat with most enquiries coming from larger businesses interested in acquiring recently vacated adjoining office space. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 17 | P a g e Melbourne moves: businesses shift out from the city December 2014 There’s a shift on in Melbourne, with many medium and small businesses moving out of the CBD to its fringes and suburbs. A new report shows 16 small and 10 medium sized companies moved from the CBD to its fringe and nearby suburbs in the past 12 months, continuing a trend that started in 2013. The annual Johnson report Melbourne Property 2014 says there are several factors behind the move, including cost savings and changes in the way people are working. Johnson’s Research Manager Kim Rayner says their analysis shows 85% of these businesses who moved out of the CBD this year have relocated to properties in the periphery or within 5 km of the CBD, with very few locating further than 10 kms. Johnson’s Director of Office Leasing (Victoria) Andrew Mahji says Melbourne’s CBD office vacancy rate has substantially increased this year. “We have a vacancy rate of 10% in the Melbourne CBD,” Mahji says. “It coincides with a lot of new buildings going up in Docklands and Richmond.” Softer demand drives up office vacancy rates in all CBD markets Vacancy rates for officesis expected to peak in most Australian CBD markets in 2015–2016, with Brisbane expected to have the peak vacancy of nearly 14% according to forecasts from REAC. REAC’s Research Director for Australia, Millie Kearney, said the latest Property Council of Australia vacancy statistics highlighted that demand had decreased across all CBD markets with negative net absorption driving up vacancy rates in every major capital city. CBD Office Total Vacancy rate % - July 2015 Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 18 | P a g e Appendix 4 Decision Analysis Report Part 1 – Decision / Issue Name Name decision, issue, problem, project, plan or strategy the decision is linked to. Decision required Describe the decision that must be made. It should outline what are the expectations or parameters of the decision to any decision-makers or recipients of the document. Include any timeframes the decision must be made in. History A brief history of events, reasons or causes that necessitates the decision. This should be an overview only and only contain information relevant to the required decision. It should briefly describe the who, what, when and where of the situation requiring a decision. Part 2 – Analysis Summarise the analytical processes used, the results of the analysis and their implications – do they support or disprove the issue or problem, what further questions were raised as a result of the analysis. Analysis Results Implications Part 3 – Decision options List all viable, genuine courses of action that address the issue. Briefly list actions to be taken, any costs associated with the option and potential positive and negative outcomes. Option 1: Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 19 | P a g e Positive outcomes / benefits Negative outcomes / Risks Option 2: Positive outcomes / benefits Negative outcomes / Risks Option 3: Positive outcomes / benefits Negative outcomes / Risks Part 4 – Recommendation / Action taken Indicate which course of action is recommended (if making a recommendation to a higher decision-maker) or the action to be taken. Briefly outline the reasoning for choosing this option. Confirmation / Approval Names, titles, signatures and date of decision or granting of approval Name Title Signature Date Name Title Signature Date Name Title Signature Date Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 2 20 | P a g e
Assessment Task 1 BSBINM601 Manage knowledge and information Obtain information on business issues Assessment Submission details: 1. Please include following details on the top of your assessment: • Your Name • Your Student Id • Your Trainer’s name • Assessment Due Date • Actual Submission Date Please Note: Any changes in the assessment due date must be approved by your trainer. 2. This assessment must be in Microsoft word format. Following settings should be made for this assignment to keep consistency among all the assessments: Page setup Body text • • • • Font: Times New Roman Font size: 12 point Line spacing: Double Text style: Normal • • • • • • Top: 2.54 cm Bottom: 2.54 cm Left: 3.17 cm Right: 3.17 cm Header: 1.25 cm Footer: 1.25 cm 3. Do not forget to attach the Cover Sheet at the front of the assessment. 4. Make sure you have signed the Cover sheet to declare this is your own work. 5. You can e-mail this assessment to your trainer’s e-mail address with following details: In ‘subject’ mention your ‘student Id – Your name’. Achieving Competence: To be deemed competent in this assessment you must: • • • • Correctly address all of the assessment requirements as described in this task Correctly address all of the submission instructions Successfully complete the Assessment Questions Submit assessment on or before the due date with an assessment cover sheet Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 1|P a g e Performance objective: You will demonstrate the skills and knowledge required to obtain information to identify and analyse business issues. Assessment description: Using the simulated business information provided in this task, and in response to a scenario, you will source, gather and review data and information and utilise formal and informal networks to identify and analyse business problems and issues. Assessment Questions: 1. Read the scenario information provided under CoffeeVille – your brief in Appendix 1. 2. Review and familiarise yourself with Coffeeville’s general business information in Appendix 1. 3. Review and evaluate business performance data and information in Appendix 2. 4. Review and analyse customer and marketing information in Appendix 3. 5. Review and analyse management and staff meeting summaries in Appendix 4. 6. Gather, organise and evaluate the data and information provided in the appendices to identify and analyse Coffeeville’s potential business problem/s or issue/s. 7. Test the validity and reliability of data and information you have used to identify and analyse the potential business problem/s or issue/s in Step 6. Check sources of information provided and their credibility and reliability. Determine if any are ambiguous or contradictory. 8. Choose one of the business problem/s or issue/s you discovered in Step 6. Identify types and sources of information required to determine appropriate courses of action and support decision makers for your selected issue or problem. 9. Access and review information available through formal and informal networks relevant to the business problems or issue. Networks could include formal and informal industry networks, internal business networks, and social media or internet communities of practice. 10. Prepare a short written report for Rufus and Emma. The report should include the following information. a. A brief description of all the business problems or issues you have identified. b. An explanation of how you reached this conclusion including a description of how the data and information supports your conclusion? c. A list of the types and sources of data and information required to determine potential causes of the problem/s or issue/s and to support decision-making for one of the problems or issues you identified. d. Gather information from at least two sources on your list and briefly describe how they support decision-making. Attach copies of gathered information to your report. I. What processes or techniques were used to test the validity and reliability of data and information you have gathered? II. What data or information was rejected as it was deemed contradictory or ambiguous? Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 2|P a g e e. Describe the formal and informal networks that: f. I. assisted in identifying and analysing the business problem or issue; II. may help establish the causes of the problem; III. or can be used to determine and analyse appropriate courses of action. Copies of data and information you have researched (other than those provided in the Appendices) that is relevant to your analysis process and identification of the business problem/s or issue/s should be attached to the report. 11. Submit the written report and any research information (if applicable) to your assessor as per the specifications below. Specifications You must submit: ● a written report containing all information as specified in Step 10 above ● Any researched information that is relevant to or supports the report’s activities. Your assessor will be looking for demonstration of your ability to: ● organise, evaluate and critique ideas and information ● build and maintain understanding of a problem of issue ● develop and write complex texts using appropriate conventions and writing styles ● use numeracy skills to interpret complex statistical and researched information ● gather and analyse data and seek feedback to improve organisational plans and processes ● Use digital technologies effectively when sourcing, gathering and analysing information to assist in the management of business operations. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 3|P a g e Appendix 1 CoffeeVille – your brief Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years. However, recently expenses have started to climb and sales are dropping. In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts. It’s January 2016 and all four stores are closed for a summer break. Emma and Rufus are using the down time to assess their business’s operational and financial status in preparation for the year ahead. They have asked you to help them analyse their business and the external environment to identify potential reasons for their declining sales. Initially, they want you to review and analyse their business data and information to determine if there is a cause for their concern – what problem/s or issue/s there are and what information is needed to conduct further analysis to enable decisions to be made. CoffeeVille – general information The business CoffeeVille supplies high quality, fair trade coffee and superior hot and cold gourmet food and beverages to customers in Melbourne’s central business district (CBD). Customers are served by well trained, knowledgeable staff who provide fast and friendly service. It is owned and managed by partners Emma and Rufus Belcastran. They opened their first store in 2009 and have since expanded to four coffee shops in and around the CBD. Business goals and objectives ● Increase revenue through targeted marketing campaigns. ● Control direct and indirect operational costs. ● Maintain superior product and service standards. ● Establish CoffeeVille brand as an ethically and environmentally responsible company. ● Maintain highly trained and motivated staff. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 4|P a g e Expansion timeline 2009 Opened first store in CBD 2009–2011 Consolidated position and market share, sales and profits steadily grew as reputation spread. July 2012 Opened second store two blocks south of original store in CBD. This is the smallest of the stores located in a busy retail and professional area of town. July 2013 Opened third store four blocks east of original store in CBD. Slightly larger than the original CoffeeVille store, it is located in the heart of the business and legal district of the CBD and in the path of foot traffic from Southern Cross Station. July 2014 Opened fourth store on the fringes of the CBD. This is their biggest store with a larger sit-down area than the other stores. The CoffeeVille team Initially, partners Emma and Rufus Belcastran shared responsibilities for the management of all areas of their business. With the organisation expanding, Rufus has taken on the role of Operations Manager across all four stores while Emma is concentrating more on marketing the new and existing stores. The business now employs: ● 3 full-time café managers ● 4 fully trained baristas ● 6 full-time and 12casual food service attendants ● 2full-time cooks. Market analysis The profile for a CoffeeVille customer consists of the following geographic, demographic, and behaviour factors: ● Overview of the CBD ○ Large percentage of office workers (80% of daytime trade). ○ Area population growing at 8% per year. ● Geographic ○ Our immediate geographic target is the area of within 500 metres of the cafe. ○ The total area population is estimated at 45,000. ● Demographics ○ Male and female. ○ Ages 20–60; this is the age-group that makes up 83% of the available daytime market. ○ Full-time employment. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 5|P a g e ○ An income over $50,000. ● Behaviour factors ○ Eat out most times for lunch in a week. ○ Tend to patronise fast service cafes. ○ Enjoy a high quality meal. ○ Value ethical and sustainable practices. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 6|P a g e Appendix 2 CoffeeVille business information Business environment Internal environment ● Staff turnover has been relatively low in the last 18 months once the initial staff training period was completed for the fourth store. ● Menus for all stores have been updated in the last 12 months, keeping old favourites and introducing new dishes from around the world. ● Hot dish options in the external catering menu have been modified to reflect these changes while cold options have remained essentially the same. External environment ● Utility expenses have risen steadily over the last 18 months due to regular price rises. ● The business is currently implementing cost saving measures. ● Wages have gone up 15% due to the need to pay higher wages for trained, experienced baristas due to skills shortages. ● Rents for each of the properties has rise between 10 to 18% in the last 12 months and is expected to rise again early in 2016. ● Coffee bean prices rose rapidly in early 2014 and stayed high until the end of the year. ● Prices eased slightly in early 2015 but are expected to rise again later in the year due to lower worldwide production and increased demand. The retail price for all coffee menu items in all stores has been raised twice in the last 12 months. ● Recently, red meat prices have started to rise with increases of up to 20% in the last six months. So far, these price rises have been absorbed but Emma and Rufus plan to raise menu prices for meat-based hot dishes in the cafe and catering menus soon. Business performance General trends ● Sales for first 6 months of 2015 are down across all sales categories and stores. Overall, food sales are down 10%, beverages 12% and catering 17%. When combined with rising expenses, profits are down for the first half of the financial year by 19% ● After opening a year ago, the fourth store is slowly building customers but is still not performing to forecasted levels. Most of the marketing budget and Emma’s efforts have been focused on the fourth store. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 7|P a g e ● Productivity has increased with staff able to serve more customers per hour, per employee. This is partly due to barista coffee preparation speeds increasing after all barista staff completed an advanced barista course in Jan 2015. ● Savings made in payroll and cost of goods due to productivity gains have been offset by rising wages and food prices. Store 1 ● Foot traffic is down by 5%. ● Sales are generally steady but not growing as planned. Income is hovering just under budget while profits are 10–15% below budget due to increased expenses. Emma and Rufus are not overly concerned yet as the budget forecast figures were based on a 5% increase in sales. Store 2 ● Foot traffic down by 10%. ● Food and beverage sales have been consistently under budget for the July to December period with budget variances steadily increasing. ● External catering sales are down significantly, especially for November (21%) and December (23%) which are normally the business’s busiest periods. Catering have now been under budget for the last 18 months at this store with the budget variance rate steadily increasing. Store 3 ● Foot traffic down 15%. ● Food and beverage sales have been under budget for the July to December period with the highest budget variance figures for all stores. ● External catering sales have been consistently under budget for the July to December period with December down 16%. Catering has now been under budget for the last 12 months at this store with the budget variance rate hovering between 13% and 16%. Store 4 ● Foot traffic up marginally by 0.05% ● Food and beverage sales are a consistent 3–4% under budget. ● External catering is down 5% on average with December bucking the trend and meeting budget. ● A new competitor is due to open 100 metres away in February 2016. ● Sales have been very flat and not grown as hoped for this store over the last 12 months despite several promotions and advertising campaigns in the local area. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 8|P a g e Financial year July 2014 – June 2015 July–December 2014 Sales $ July Aug Sept Oct Nov Dec Food sales 285,668 279,805 273,942 262,580 250,078 199,251 Beverage sales 191,199 190,163 189,126 187,054 182,650 179,523 82,360 83,540 81,980 81,480 77,500 74,370 Total income 559,227 553,508 545,048 531,114 510,228 453,144 Total expenses 482,190 470,934 483,431 451,683 461,746 404,986 Net profit/loss 77,037 82,574 61,617 79,431 48,482 48,158 External catering Jan–July 2015 Sales $ Jan Feb Mar April May June Year Total Food sales 203,894 221,209 238,525 245,476 259,742 262,803 2,982,972 Beverage sales 181,220 185,263 187,263 188,263 189,560 191,208 2,242,492 57,284 60,926 67,853 68,853 51,853 49,137 837,136 Total income 442,398 467,398 493,641 502,592 501,155 503,148 6,062,600 Total expenses 413,064 421,865 442,733 447,512 464,198 478,630 5,422,972 Net profit/loss 29,334 45,533 50,908 55,080 36,957 24,518 639,629 External catering Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 9|P a g e Financial year July 2015–June 2016 July–December 2015 Sales $ July Aug Sept Oct Nov Dec Food sales 231,391 226,642 231,865 227,105 202,563 154,300 Beverage sales 148,065 147,262 153,192 158,323 135,088 129,705 External catering 60,207 60,358 56,476 55,457 52,111 47,597 Total income 439,663 434,262 441,533 440,885 389,762 331,602 Total expenses 373,713 364,780 366,472 374,752 339,093 288,494 Net profit/loss 65,949 69,482 75,061 66,133 50,669 43,108 Budget variance report – All stores Summary of variance results for comparisons of budget to actual income for the period 2011–2015 A positive variance indicates the percentage above budget, a negative figures indicates the percentage below budget. Financial year 2011-12 2012-13 2013-14 2014-15 2015-16 Jul-Dec 2011 Jan-Jun 2012 Jul-Dec 2012 Jan-Jun 2013 Jul-Dec 2013 Jan-Jun 2014 Jul-Dec 2014 Jan-Jun 2015 Food sales 5% 8% 7% 12% 8% 1% -3% -8% -10% Beverage sales 8% 2% 4% 5% 5% -2% -4% -5% -12% External catering 12% 4% 7% 2% 5% 2% -8% -11% -17% Total income 8% 5% 6% 6% 6% 1% -5% -8% -12% Net profit/loss 7% 4% -1% 6% 6% -4% -5% -11% -13% Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 Jul-Dec 2015 10 | P a g e Appendix 3 Customer and marketing information CoffeeVille customer information Customer spending patterns Average spend - 2011 Average spend - 2014 Variance Comments Coffee $3.35 $3.85 15% Food takeaway $8.65 $9.80 13% Food – sit down $9.20 $10.45 14% Catering $18.00 $22.00 22% While average spend has risen, Emma and Rufus feel this is a result of general price rises, not customers purchasing more items. Item Summary customer feedback forms Jan–Dec 2015 ● Thanks for your friendly smile every morning. I’ll miss that when we move. ● Great coffee, great service. ● Can you open a store near the new office in Fairfield? ● Loved the vegetarian frittata! ● Best mocha I’ve had in weeks! ● Do you deliver to Richmond? I’m going to miss your coffee and healthy salads! ● Expensive coffee ● Service staff always happy to see you ● Vote 1 Karlie best barista in town!! ● Going to miss you all ● Good coffee but expensive compared to Zelda’s. Summary customer comments Facebook Jan–Dec 2015 ● Lunch time! Best focaccia ever! ● Love that you guys do free trade. ● Look at the art on this coffee! ● Just wanted to say farewell. Thanks for excellent coffee every morning. I’ll miss your smiles. Any café recommendations in Canterbury? ● Lunch with the crew at CoffeeVille. Something for everyone, even our veggie sisters. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 11 | P a g e ● A big thank you from everyone at Milson Financial. Today’s our last day  If I get another job in the city I’ll definitely be coming back! ● Thanks for my birthday coffee. Was looking forward to it all morning!! Loyalty Club membership Membership activity from December 2014 to May 2015. Membership Total Members Active Inactive^ Cancelled members 2014 * members 2015 # Store 1 48 43 5 0 48 Store 2 28 20 5 3 25 Store 3 32 21 6 5 27 Store 4 19 15 2 2 17 Total 127 99 18 10 117 78% 14% 8% Analysis: Number of inactive and cancelled member has increased 15% from previous period. *Total members as at December 2014 ^ Inactive = No account activity for a minimum of 3 months # Total members as at May 2015 Action marketing survey results December 1–4, 2014 Action Marketing conducted a survey in the area within the boundaries of the three CBD stores. A summary of feedback received includes the following. ● Customers are buying less food over summer as they are trying to be healthy and spend less money in the lead up to Christmas. ● A number expressed concern about the possibility of losing their jobs due to ongoing poor financial performance of their employer. Many were trying to save money in case this occurred. ● 38% of customers said they had eaten at CoffeeVille but considered it a treat due to prices. ● Coffee was consistently rated as excellent; however, 58% of respondents who purchased coffee from CoffeeVille said it wasn’t their primary source. ● Customers who regularly purchased food and/or beverages from CoffeeVille supported their environmental and socially responsible position. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 12 | P a g e Key survey takeaways ● price ● general economic concerns ● business environment in CBD ● healthy lifestyle and eating habits. (closures) Survey results Question Responses Have you ever visited a CoffeeVille store? Yes 67% No 33% Which store do you visit? (Can choose more than one store) Store 1 49% Store 3 27% Store 2 43% Store 4 12% How times a month, on average, do you visit the coffee shop? 1–4 times 25% 10–15 times 31% 5–9 times 27% Most days 17% What is your purpose for visiting CoffeeVille? (Can choose more than one store) For the coffee 69% To meet others 22% To relax 15% To read the papers 18% How would you rate the overall friendliness of the staff? (with 5 being the most friendly) 5 = Excellent 53% 2 = Fair 3% 4 = Very good 32% 1 = Poor 0% 3 = Good 12% 0 = Awful 0% How do you rate the price 5 = Excellent of your food and/or 4 = Very good beverages? (with 5 being an excellent price) 3 = Good 22% 2 = Fair 15% 28% 1 = Poor 6% 29% 0 = Awful 0% How do you rate the variety of products? (with 5 being the best variety) 5 = Excellent 33% 2 = Fair 2% 4 = Very good 32% 1 = Poor 0% 3 = Good 33% 0 = Awful 0% 5 = Excellent 50% 2 = Fair 4% 4 = Very good 28% 1 = Poor 0% 3 = Good 18% 0 = Awful 0% No, very fast 48% Waited ages 2% No, pretty quick 32% Very slow 0% A bit slow 18% How do you rate the product quality? (with 5 being excellent quality) Have you found your wait in line to be too long for your satisfaction? Get something to eat 46% Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 13 | P a g e Appendix 4 Management and team meeting summaries Meeting summaries Management team meeting October31st, 2015 Topic: External catering Christmas bookings Rufus– Owner/Operations Manager ● Catering bookings for corporate Christmas parties down across all stores for Nov and Dec. ● Stores 2 and 3 under sales budget forecasts by 20–30%. Emma – Owner/Marketing ● Made phone calls and personal visits to all previous clients who have not rebooked this year. ● Budget constraints common reason for not booking. ● Some using another, cheaper caterer, some are not having a catered Christmas event. Sarah – Manager, Store 1 ● Staff from two businesses CoffeeVille catered for last year have mentioned management are only holding self-catered morning/afternoon tea for staff, no formal Christmas party. Both businesses employ 20–30 employees. Topic: 2016 budgets Rufus – Owner/Operations Manager ● All budgets for 2016 have been adjusted to reflect sales and expenses trends. Team meeting – Store 3 November 4th , 2015 Topic: Sales trends, customer feedback Rufus – Owner/Operations Manager ● Sales down across all revenue streams. ● Need a sales push to capture foot traffic in city for Christmas shopping. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 14 | P a g e Leunie – Manager, Store 3 ● Early morning period slower, less coffee and breakfast sales from train station traffic. ● Lunch time food trade from office staff down. Starting Christmas shopping during lunch period? Staff comments ● Not as many groups dining in store at lunch time, more singles. ● Customers choosing cheaper items, chatter about money being tight. ● Trying to push coffee/cake and meal/water deals but uptake low. ● Several regulars from McKinnon’s say staff Christmas gathering being held off-site this year, no external catering booked – we catered for them last year. ● Hot food sales down, higher wastage. Preference for salads and sandwich bar. ● Received queries about getting Paleo options added to the menu. ● Sales manager at XX department store said retail sales are sluggish compared to this time last year. Lots of looking but not buying. Hoping it will pick up soon. ● Lots of general chatter about economic concerns, terrorism, home interest loan rates possibly going up after Christmas. General feel of customers is negative. ● Staff expressed concern about job security due to lower revenue figures. Management team meeting December3rd, 2015 Topic: Revenue concerns Rufus – Owner/Operations Manager ● Revenue across all stores under budget. ● Store 2 food and catering of real concern. ● Store 3 food, beverages and catering all significantly under budget. Emma – Owner/Marketing ● Shifting marketing focus from Store 4 back to CBD stores, focus on Stores 2 and 3. ● New campaigns to start when offices reopen in Jan 2016. Sarah – Manager, Store 1 ● Customers not spending as much, average daily spend per customer down compared to previous years. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 15 | P a g e Christos – Manager, Store 2 ● Two businesses within their building to close permanently at Christmas. ● Missing a number of regular customers at the register. Leunie – Manager, Store 3 ● One 50+ employee business in building next door moving to new offices out of CBD. ● One 20+ employee financial advisor have moved to new office in suburbs as rent is cheaper. ● Two For Lease signs for offices in buildings in same block as cafe. ● Lots of chatter from clients working for professional services companies about business retraction, possible redundancies. Jordie – Manager, Store 4 ● Nearby residential towers nearly completed construction, due to open in February, potential to grow morning traffic. ● Due to higher residential occupancy near store, raised potential for take away dinner trade. Fresh cooked and packed for customers to purchase on way home from work. Other alternative is a delivery service within a specific radius. Might also work for Store 3 due to proximity to train station and Docklands residential complexes. Would mean longer opening hours to catch after-work commuters and residents. Durban International College Pty. Ltd BSBINM601 Manage knowledge and information Assessment Activity 1 16 | P a g e

Tutor Answer

Laweruytr
School: UT Austin

I am submitting four different documents.
Attached.

action plan

tion/activity

serving

cooking

Scrutinize sales

Manage workers

Timeframe

Person/s responsible
ATTENDANTS

Any time
customer
arrives

Resources, if required

Foods and beverages

cooks

Meat and even coffee

Marketing manager

Pen, paper and calculating machines

Operational manager

Knowledge

When level
of given food
has gone
down
During a
given time
intervals
given by the
organization

Any time
during
working


Title:
Date:
Project team:
Situational Analysis: SWOT
Strengths
L...

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Anonymous
Thanks, good work

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