14198607339965Presented by : Student Name (Student ID)
14198607339965Presented by : Student Name (Student ID)
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00Presented by : Student Name (Student ID)
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lefttopBSBSTR602
Develop Organisational Strategies
STUDENT PROJECT PORTFOLIO
00BSBSTR602
Develop Organisational Strategies
STUDENT PROJECT PORTFOLIO
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-3422650 2021 RTO Works
This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission as expressed in the RTO Works License Agreement.
The information contained in this resource is, to the best of the project teams and publishers knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.
While every effort has been made to achieve strict accuracy in this resource, the publisher would welcome notification of any errors and any suggestions for improvement. Readers are invited to write to us at hello@rtoworks.com.au.
Business Works is a series of training and assessment resources developed for qualifications within the Business Services Training Package.
00 2021 RTO Works
This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission as expressed in the RTO Works License Agreement.
The information contained in this resource is, to the best of the project teams and publishers knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.
While every effort has been made to achieve strict accuracy in this resource, the publisher would welcome notification of any errors and any suggestions for improvement. Readers are invited to write to us at hello@rtoworks.com.au.
Business Works is a series of training and assessment resources developed for qualifications within the Business Services Training Package.
Section 1: Prepare to develop a strategic organisational plan
Describe the organisation you are basing this project on.
What is the name of the organisation?
What are the main activities of the organisation?
Describe the organisations strategic direction, vision, mission, and objectives.
Identify at least two stakeholders who will participate in the strategic planning process (at least one internal and one external stakeholder).
Explain how the stakeholders are involved in the strategic planning process.
Identify and summarise organisational, legislative and regulatory requirements for developing a strategic plan.
Do any policies, procedures or other organisational documentation exist that provide information about the organisations strategic plan?
If yes, what is the name of the policy, procedure or document?
If yes, what are the strategic plan development requirements outlined in the documentation?
Does the organisation have any templates available for the development of a strategic plan?
Summarise any legislation that applies to developing the organisations strategic plan. Make sure you include Intellectual Property requirements as you answer.
Summarise any regulations that apply to developing the organisations strategic plan. Make sure you include Intellectual Property requirements as you answer.
Summarise any codes of practice that apply to developing the organisations strategic plan. Make sure you include Intellectual Property requirements as you answer
Note: Attach proof of policies, procedures, templates etc to this section of your portfolio.
Research your organisations external environment.
Do research using at least three written sources of information on the market and emerging markets, competitors, and target customers (provide proof of your sources of information such as website links).
Note: Make sure your research includes numerical information and provide evidence of the sources you accessed (e.g., website links).
Use and represent the numerical information in an appropriate way (e.g. graph) to identify trends and development in the industry.
Summarise and document your research.
Note: You will include documented background information in your strategic plan later on in this assessment.
Do a PEST analysis to analyse the political, economic, social and technological environment in which your organisation operates.
Identify and summarise best practice examples.
Do research to identify at least one other organisation similar to your organisation known for leading best practices.
Compare their vision, mission and value statements to those of your organisation (How are they the same? How are they different?).
Identify at least one way your organisations values do not fully support the vision and mission statement.
Use an appropriate tool or method to do a capability assessment of at least one competitor organisation.
Understand your organisations internal environment. Do SWOT analysis to analyse your organisations strengths, weaknesses, opportunities and threats.
61859414351000 Attach: Proof of policies, procedures, templates etc.
Section 2: Develop a strategic organisational plan
Summarise youre meeting with the relevant stakeholder(s).
Who did you meet with?
What changes are required to the vision, mission and values of your organisation?
Will all relevant stakeholders support the strategic planning process?
At what milestone will stakeholder evaluate the achievement of objectives (e.g., after one year)?
Summarise any feedback on your analysis of the internal and external environments.
How did you respond to the feedback (e.g., verbally at the meeting, replying to documented comments using review functionality, follow-up email etc.)?
Develop (or revise) organisational values to support the vision and mission of your organisation.
Tip: Make sure you include any stakeholder input (from your meeting) in the revised vision and mission.
Complete the table below to develop at least two objectives/strategies relevant for the future of your organisation.
Note: If your organisation requires more than two strategies to be developed, attach the relevant information to this section of your portfolio.
Strategy 1 Strategy 2
Objective Description of strategy Responsible stakeholders Priority high, medium, low) Timeframe Specific actions or initiatives required Measurable performance indicators Risks Represent the work youve done so far in a strategic organisational plan. Make sure your plan includes:
Executive summary
Vision
Mission
Values
PEST and SWOT analysis
Strategic objectives
Strategies and actions (including stakeholders, priority, timeframes, actions and responsibilities).
Note: If your organisation uses a specific strategic organisational plan template, use that template and attach the completed strategic organisational plan to this section of your portfolio.
Distribute your strategic plan to all relevant stakeholders to:
Brief all relevant parties
Seek feedback and endorsement.
Note: If you are using your own business, you may use any appropriate method to communicate and distribute the strategic plan as long as it adheres to organisational policy and procedures, and you seek feedback and endorsement in your communication. If you are basing this assessment on the case study, draft an email to the executive team.
Attach proof of your communication/distribution to this section of the portfolio (e.g. video of team meeting where copies of the strategic plan are handed out, draft email with link to cloud-based storage location etc).
Establish at least one cooperative venture considering the organisational vision, mission and values by:
Completing the table below.
Communicating with an external stakeholder to establish the joint venture.
Note: Attach proof of how youve communicated to establish the venture to this section of your portfolio (e.g. draft email to CEO of the other party involved with the cooperative venture confirming the details of the venture).
Venture: Description of venture Risks Cost benefit analysis
(use and represent numerical information) Provide for due diligence (where required)
Note: Due diligence is the steps taken to avoid committing an offence. How the venture considers your organisations vision, mission and values. Use the table below to develop a risk management plan. Include at least two risks (from the strategies and actions in the strategic organisational plan or from the cooperative venture).
Note: If your organisation uses a specific template for risk management planning, use that template and attach the completed risk management plan to this section of your portfolio.
Risk Consequence Severity/damage
(scale of 1 4) Likelihood
(scale of 1 4) Risk rating
(severity x likelihood) Control actions Resource requirements Reporting and monitoring
61859414351000 Attach: Proof of meeting with stakeholders (if required)
Response to feedback (if not done at the meeting)
Strategic organisational plan
Proof of communication/distribution of strategic plan
Proof of how cooperative venture has been established (communication)
Risk management plan (if applicable)
Section 3: Monitor the strategic organisational plan
Use the performance indicators and timeframes established in Section 2 of your Project Portfolio to monitor the implementation of your strategic plan.
How is the team progressing with implementing the strategic plan?
Are the actions outlined in the strategic plan being implemented as planned?
Make refinements to your strategic plan.
Highlight the changes and attach proof to this section of your project portfolio.
Evaluate the achievement of objectives at the agreed-on milestone.
Who did you meet with?
What were the outcomes?
If not already viewed in person by your assessor, attach proof of your meeting.
Review the effectiveness of your strategic plan and the strategic planning process.
61859414351000 Attach:
Proof of refined strategic plan (with changes highlighted)
Proof of stakeholder evaluation of plan
Proof of advice sought
Case Study Native Bush Spices
Native Bush Spices Australia is based in Coffs Harbour, NSW.
The business was established in 2010 to cater for a demand for Australian native food products. The company has organic certification.
The company manufactures and retails a range of organic, Australian native foods including:
Native herbs and spices
Native herbal teas
Native fruit jams and conserves
Currently the business is selling its products through several small supermarkets and health stores throughout Australia. The company also has a web site through which products can be ordered.
The companys overall business objectives for the next three years are to increase sales and create brand awareness, develop a broader product range, as well as expand into overseas markets. The company is also considering options for alliance marketing.
The company is also looking at moving into international markets, namely South-East Asia specifically Hong Kong, Japan, and Singapore.
The companys target customers are those that enjoy gourmet foods. The age range of Australian consumers buying their products is between 35 and 65. Most of their consumers are health conscious, care about protecting the environment and have an average income of $80,000.
The company currently employs the following staff in its head office: CEO, Operations Manager, Marketing and Sales Manager, Administration Manager and Customer Service Officer.
Around 10 staff are employed in the factory making and distributing the products.
Although the company does not have a formal strategic plan, the following information is included on its website about its mission, vision, and values:
Mission
Native Bush Spices Australia is committed to providing the highest quality product to all its clients.
Vision
We are constantly working to establish ourselves as the most respected and sought-after supplier of native bush spices.
Values
Respect: taking time to understand and value each of our customers and respecting their choices.
Responsibility: acting with integrity towards our staff, our customers, the community, and the environment.
Caring: a duty of care for our staff, customers, and the environment.
Excellence: to always look to provide the best quality product and customer service.
Integrity: to act with honesty, openness and do what we say we will do.
Innovation: to be industry leaders.
Information required to complete Section 1
After recent feedback from customers that they were starting to shop with competitor bush food providers, the CEO has asked the Operations Manager to develop a strategic plan for Native Bush Spices Australia.
The executive team (CEO, Operations Manager, Marketing and Sales Manager, Administration Manager) will be responsible for making contributions towards the strategic plan and be responsible for implementing the plan.
The CEO mentioned a new successful start-up competitor Melbourne Bushfood (https://melbournebushfood.com.au/) and asked that a capability assessment be done on this company for a potential marketing alliance. The executive management team of Melbourne Bushfood are considered to be an external stakeholder.
Note: A strategic alliance is when two or more businesses join for a set period. The businesses, usually, are not in direct competition, but have similar products or services that are directed toward the same target audience. Strategic alliances enable business to gaincompetitive advantagethrough access to a partner's resources, including markets, technologies, capital, and people.
Examples of legislation, regulations, codes of practice and standards that may apply to the development of the strategic plan may include:
https://www.ipaustralia.gov.au/about-us/legislation/ip-legislation
https://www.foodstandards.gov.au/about/foodlawandtreaties/Pages/default.aspx
https://foodregulation.gov.au/internet/fr/publishing.nsf/Content/key-system-documents
https://www.foodstandards.gov.au/consumer/generalissues/codeguide/Pages/default.aspx
https://www.austrade.gov.au/international/invest/guide-to-investing/running-a-business/understanding-australian-business-regulation/australian-export-and-import-laws
https://www.ag.gov.au/rights-and-protections/privacy
Information required to complete section 2
The CEO would like to discuss your initial planning, research and analysis with you in a meeting.
The CEO would like to focus on the objective create brand awareness where 80% of market recognises the brand. He would also like to develop a broader product range by establishing a marketing alliance with a smaller competitor business to increase the product range by 10%.
Once youve developed a strategic plan, The CEO has asked that you communicate the plan via draft email to the executive team.
Assume that a joint venture has been initiated with Melbourne Bush Food. Estimated costs and benefits for a marketing alliance with Melbourne bushfood are:
Estimated revenue from access to Melbourne Bush Food's customer list and media profile 50,000
Cost of goods sold (20,000)
Marketing incentive payment to Melbourne Bush Foods (10,000)
Commission payable on sales via Melbourne Bush Foods (at 25%) (12,500)
Once all the joint venture details were finalised, you sent an email to the owners of Melbourne bushfood confirming the establishment of the venture and outlining the details.
Information required to complete section 3
It is one (1) year since the strategic plan was implemented and, as the Operations Manager, you are reviewing the performance of the business against the performance indicators identified in the plan.
Continued COVID-19 restrictions and periodic lockdowns have resulted in a delay in establishing a joint venture. Negotiations have taken place with Melbourne Bushfood and legal agreements are in place, but Native Bush Spices Australia has not yet expanded their product range by selling Melbourne Bush foods products.
Due to customers being more home-bound during the pandemic, emphasis was placed on establishing a strong social media presence and surveys have shown that out of 1300 people questioned, 1066 people recognised the Native Bush Spices Australia brand. The CEO has asked that a new target be set for 90% of the market to recognise the brand and suggested at additional social media channels be explored.
The operation manager is satisfied with the outcomes, particularly due to the complications COVID-19 introduced. However, he mentioned that the responsibility for the strategic plan should perhaps be given to the team.
You meet with the CEO to discuss the achievement of objectives before reviewing the effectiveness of the plan.
1153160240601520XX 20XX
Business name
020XX 20XX
Business name
Executive Summary
Provide an overview of the business as per the scenario information e.g. where it is located, when it was established, and key services offered.
Vision
Include vision as confirmed at role play meeting.
Mission
Include mission as confirmed at role-play meeting.
Our values are:
Include values as developed or revised in Section 2 of your Project Portfolio.
Strategic Objectives
Include strategic objectives.
Background information
Include the researched documented in Section 1 of your project portfolio.
PEST Analysis
Include a PEST analysis here.
SWOT Analysis
Include a SWOT analysis here.
Strategies and actions
The following table identifies the actions we plan to take to achieve our strategic objectives.
Strategy 1 Strategy 2
Objective Description of strategy Responsible stakeholders Priority high, medium, low) Timeframe Specific actions or initiatives required Measurable performance indicators Risks
