Assessment 2 Workplace Project Assessment
Assessment 2 Workplace Project Assessment
Workplace Assessment
Assessment Overview
This workplace assessment requires you to develop at least one organisational marketing strategy.
This assessment is divided into four tasks:
Task 1: Establish Strategic Direction and Marketing Performance
Task 2: Evaluate Marketing Opportunities
Task 3: Develop Draft Marketing Strategy
Task 4: Finalise Marketing Strategy
You are required to complete the assessment tasks in a real workplace, or in an environment with conditions similar to that of a workplace.
Each task comes with a set of instructions. You are to follow these instructions to complete the assessment. Each task will require you to either:
Submit completed workplace templates and/or any required documentation; or
Demonstrate task requirements while being observed by the assessor.
Before starting this assessment, your assessor will discuss with you these instructions, resources, and guidance for satisfactorily completing the tasks.
Resources Required for Assessment
Resources you need to access to complete the workplace assessment are outlined in the Resources Required for Assessment section of this workbook, and in the corresponding Assessors Checklist and/or Observation Form of each task.
Forms and Templates
Generic forms and templates to be used for the assessments are specified for each task, unless otherwise stated. These can be accessed from the following link:
BSBMKG621 Forms and TemplatesUsername: albrightlearnerPassword: albright@123
Task 1: Establish Strategic Direction and Marketing Performance
ASSESSMENT INSTRUCTIONS
This task will require you to establish strategic direction and marketing performance of your organisation by completing a situational analysis report.
Use your workplace/organisations template to complete this task, or use the Situational Analysis template provided at the Bounce Fitness website.
To complete this task, you must:
Access and review the following:
Organisational documents/resources and policies and procedures, including:
Documents with information about the following:
Organisational mission, vision, purpose, goals, objectives and values.
Legal and ethical rights and responsibilities of the organisation.
Regulatory requirements to be met by the organisation.
Documents relating to marketing direction and performance.
At least one latest available marketing strategy.
At least one latest available marketing analysis.
At least one latest available marketing plan.
Sales/trend data.
Performance data on relevant metrics/key performance indicators to track progress on organisational and marketing objectives.
Printed and/or online sources of information related to:
Factors impacting marketing direction and performance.
Strengths, weaknesses, opportunities and threats for current key products, services and major markets.
Identify the following information for your organisation from the documents accessed:
Vision
Mission
Purpose
Values
At least two marketing objectives
Outline the following compliance requirements applicable to the organisation:
At least one legal right.
At least one legal responsibility.
At least one ethical right.
At least one ethical responsibility.
At least two regulatory requirements.
Conduct situational analysis to identify factors impacting each of the following, by gathering relevant information from research:
Marketing direction of the organisation.
Marketing performance of the organisation.
Factors can be internal and/or external influences on the organisation.
Conduct SWOT analysis for at least two of each of the following, by gathering relevant information from research:
Current key products.
Current key services.
Major markets.
Assess the current marketing performance of the organisation against identified objectives. You must identify at least two of each the following:
Critical success factors for marketing performance.
Areas for improvement of marketing performance.
Complete the situational analysis incorporating the information identified above.
SITUATIONAL ANALYSIS
Learner Name Mohammed imtiyaz
Workplace/Organisation Bounce fitness
VERSION CONTROL AND DOCUMENT HISTORY
Date Summary of Modifications Version
01/04/2024 Organizational documents 1
01/04/2024 Organizational and marketing objectives 1.0
ORGANISATIONAL INFORMATION
Vision
Big-picture statement of where the organisation wants to be in future. Bounce Fitness is committed to an expanding role as a premiere provider of wellness integrated services. Through the evolvement of an empowered employee culture and the creative acquisition and use of resources, we will develop and implement comprehensive programmes and services appealing to all.
Mission
Statement of what is the business and how the organisation aims to serve its key stakeholders. The Centres will serve the community with quality, comprehensive, unique, and distinctive health
programs and services. The employee team will expand upon the preventive services while improving
the quality of life among participants through health and fitness services utilising state of the art
equipment and practices. These programs will reflect members needs and be financially viable for all
stakeholders
Purpose
Core reason of the organisations existence, the underlying idea that drives all actions and decisions of the organisation.
The Service and Holistic Approach- Page 5 of Business Plan Bounce Fitness was originally created for the sole purpose of providing personal training services in the
Cairns area. The popularity has encouraged expansion in the services offered and locations.
Holistic approach
One method that Bounce Fitness uses to distinguish itself from others is through the holistic approach
developed by Ms House. The support on specific concerns of clients, focused attention and follow
up of staff, interesting and exciting new classes coupled with innovative new concepts were the keys
to Bounces early acceptance
Values
Fundamental beliefs by which the organisation strives to abide, irrespective of the circumstances. Integrity, accountability, team work
We hold ourselves and co-workers accountable for building trust with our members and each other by
being honest, ethical and consistent in what we say and do.
MARKETING OBJECTIVES
Objectives are overall SMART results set for the marketing function of the organisation.
The focus of substantial research was on the growth of holistic life management including personal training and fitness and
on the geographic markets she planned to serve
Bounce Fitness also intends to continue with the tender processes, approach medical centres and aged care centres to offer special arrangements for their people to improve their mental and physical health through diet, exercise and companionship
Add more rows as necessary.
COMPLIANCE REQUIREMENTS (side no. 28-37 of PPT)
Legal Rights
Interests of the marketing function of the organisation protected by federal and/or state/territory legislation. Add more rows as necessary.
Legal rights that can affect the marketing direction and performance of the organization must be checked. Legislation consists of Acts of parliament and can refer to a single law or a collection of laws. Regulations are rules for making legislation practical and actionable.
Legal Responsibilities
Obligations of the marketing function of the organisation governed by federal and/or state/territory legislation. Add more rows as necessary.
Competition and consumer Act 2010 Must be followed by all Australian businesses across all states/ territories selling products and services to consumers, except financial products and services. Must not breached by agents of an organization, including marketing, public relations, or advertising agencies.
Ethical Rights
Justified entitlements of the organisation while carrying out its marketing activities within accepted ethical and societal norms. Add more rows as necessary.
The Australian association of National Advertisers has adopted a self-regulating code of ethics applicable to all advertisers across all marketing communication channels.
It ensures marketing communication is within legal and ethical boundaries, to avoid harm to consumers, society and competitors.
Ethical Responsibilities
Self-regulating guidelines to ensure that marketing is within accepted ethical and societal norms. Add more rows as necessary.
Supplementary codes and guidelines ensure a high level of social responsibility while:
Marketing to children
Making claims on the environment
Marketing certain sensitive product lines such as wagering and food and beverages.
Regulatory Requirements
Compliance conditions set by regulatory bodies. Add more rows as necessary.
Legal obligations and Avoidance of penalties Protection of stakeholder interests
Reputation and trust Risk mitigation and operational efficiency
SITUATIONAL ANALYSIS (please browse the Learner Guide for the relevant information for each of the factor)
Types of Factors Analysis
Budgets and finances Budget is a formal process of planning, monitoring and evaluating expenditure on activities pertaining to any organisational function such as marketing. Marketing activities can include cost heads which require a significant allocation of financial resources
Customer preferences and demands Marketing is a truly customer-centric function. Therefore, an organizations marketing strategy must be geared towards meeting the preferences and demands of the target customer.
Resource and supplier availability Besides budgets and finances, other resources are also required by the marketing function. These include manpower, specialists, equipment, tools, and technologies, depending on the organisational context. The organisation may plan and allocate resources across different departments or work practices on a need basis.
Organisation structure The way an organisation is structured and how the roles and responsibilities of personnel at various levels are defined deeply influence strategy formulation and implementation for the overall
Organisation as well as its business and functional units. At a basic level, the organisation structure is a tool to help management achieve the organisations objectives. Hence, it can be said that structure and strategy are closely linked.
Policies and procedures Policies are general statements, rules, and principles to guide thinking and decision making across the organisation. Procedures are guides to action or performance in compliance with organisational policies.
Competitive A particular type of product or service is offered to the same
target market by many different organisations. Each organisation is
competing for the same share of wallets of prospective consumers
Political The political stability and government policy of a country can have a
direct influence on its economy or specific industries. It is important to assess the extent to which the political environment of the country impacts business operations.
Economic There are several determinants of an economys performance, such as growth, inflation, and per capita income. As consumer behaviour varies depending on how the economy is faring, your marketing strategy, especially the promotional mix and marketing communications, would need to be tailored accordingly.
Social Social factors cover cultural norms, values, beliefs, and current trends in the population. It is especially significant for organisations to analyse these factors to design their marketing strategies better
Technological Innovations in technology may affect a market or industry favourably or unfavourably. The advent of digital technology has disrupted traditional marketing strategies extensively.
Environmental Growing awareness of environmental factors such as climate change
and industrial pollution is affecting how organisations operate and
project themselves in the marketplace.
Legal Although there might be some overlap with political factors, these
factors largely relate to specific legal obligations and standards that
must be complied with.
========
FACTORS IMPACTING MARKETING DIRECTION (From the above factors, list the factors what you think may impact of designing your Marketing Strategy and how)
Technological it is an important factor towards next Gen development and to be applied in every organization will impact the marketing direction to adopt new changes.
Legal- is the another factor which impacts marketing direction, where new laws are revised with stricter penalties on regaining access to private sectors with the political agenda. Marketing direction should be followed with the proper legal norms, and should be aligned with companys obligations mission, vision, objectives.
Add rows as necessary.
FACTORS IMPACTING MARKETING PERFORMANCE
Resource availability- This factor I think is crucial in measuring the marketing performance, as financials, resources, and its availability matters the most to allocate resources in every department consistently, if not provided and balanced there is high chances of a project failure and may bring bad reputation in the market.
Customer preferences and demands- Mostly observed in every part of business, maintaining the customer centric function is a complex thing to be maintained while designing, making changes, and the product or service deployment. This factor should be considered at all times.
Add rows as necessary.
SWOT ANALYSIS OF CURRENT KEY PRODUCTS AND SERVICES AND MAJOR MARKETS
(Please browse slide no. 39-45 in PPT and select two Key Services of Bounce Fitness and two new Market segments where the 2 services can be promoted)
Key Product 1: N/A
Personal training service
STRENGTHS WEAKNESSES
The facilities are easily accessible, have child care, a coffee shop, substantial parking, and are serviced by public transportation. The expectation is that when not involved in delivering classes, or consulting with those for whom they are the personal
Trainers, they will be volunteering their training services to schools, hospitals and other community initiatives to raise the profile of Bounce Fitness.
OPPORTUNITIES THREATS
Bounce Fitness recognises sustainability as an opportunity to improve all aspects of the business. We believe that once strategies are in place to address environmental issues; any concerns regarding economic and societal sustainability, will also be improved. Based on the above-mentioned study done by The Journal of Fitness, market research shows that the number of clients participating in training January through March will increase by 10% to 25%. During the months of May through August, the number of clients drops off by approximately 20%.
Key Product 2: N/A
Less costly membership options
STRENGTHS WEAKNESSES
Bounce Fitness has been able to negotiate favourable leases for facilities and equipment and has relatively low overheads, it is able to offer customers a less costly membership option. Bounce Fitness will offer deferred monthly billing and a 25% discount to corporate clients with 10 or more employees taking corporate memberships.
OPPORTUNITIES THREATS
Bounce Fitness can expect to generate
120 new clients and continue with 30 previous clients every month. Information gathered from the target market group could be a threat if its not taken into proper consideration. This is usually done when a new product or service is to be rolled out by the organisation, or when they want to learn about their effectivity.
Key Service 1:
Lifestyle magazines
STRENGTHS WEAKNESSES
Each bounce fitness Centre will run a half-page ad in each weekly or monthly edition depending on frequency of publication. After the initial six-month period, Bounce Fitness is also considering running a full-page ad for $350 per month, per Centre. Bounce Fitness will try to counter the holiday slump is by increasing tendered
classes and those for special interest groups
OPPORTUNITIES THREATS
Bounce Fitness will focus on quality of staff,
equipment and Centres, all the while emphasising the add-on benefits of the various other holistic disciplines and motivation offered by its services. Particular focus will be in the corporate sector. Following an exhaustive analysis of the financial and other implications of buying, renting, or leasing, Bounce Fitness has decided to lease its equipment.
Key Service 2:
FORMTEXT
STRENGTHS WEAKNESSES
FORMTEXT
FORMTEXT
OPPORTUNITIES THREATS
FORMTEXT FORMTEXT
ASSESSMENT OF MARKETING PERFORMANCE
Marketing Objective (as set in 1st Section) Current Performance (Actual performance)
FORMTEXT FORMTEXT
FORMTEXT FORMTEXT
Add rows as necessary.
Critical Success Factors (Slide 45-50 of PPT)
FORMTEXT
FORMTEXT
Add rows as necessary.
Areas of Improvement (Slide 45-50 of PPT)
FORMTEXT
FORMTEXT
Add rows as necessary.
END OF SITUATIONAL ANALYSIS
Task 2: Evaluate Marketing Opportunities
ASSESSMENT INSTRUCTIONS
This task will require you to identify and evaluate marketing opportunities on various aspects relevant to the organisation.
Use your workplace/organisations template to complete this task, or use the Marketing Opportunity Evaluation template provided at the Bounce Fitness site.
To complete this task, you must:
Access and review the following:
Situational analysis completed in Workplace Assessment Task 1.
Organisational documents with information about the following:
Organisational goals.
Organisational goals refer to the overall financial and marketing targets set by the organisation.
Current organisational capabilities.
Organisational capabilities refer to distinctive skills and resources of the organisation which cannot be readily acquired by its competitors, including budget and human capital.
Sales/trend data.
Identify at least two marketing opportunities for the organisation based on the critical success factors and areas of improvement identified in the situational analysis report from Workplace Assessment Task 1.
Identify the following from relevant organisational documents:
At least two organisational goals.
At least two current organisational capabilities.
Complete the marketing opportunity evaluation template for each identified opportunity. This includes evaluating each identified marketing opportunity on the following aspects:
Viability
Contribution to the business
External factors, including:
Costs
Benefits
Risks
Business opportunities
Business opportunities refer to opportunities for the organisation as a whole that would arise from the identified marketing opportunities.
Compatibility with each organisational goal.
Compatibility with each organisational capability.
Impact on business performance.
Impact on customer base.
MARKETING OPPORTUNITY EVALUATION
Learner Name FORMTEXT
Workplace/Organisation FORMTEXT
VERSION CONTROL AND DOCUMENT HISTORY
Date Summary of Modifications Version
FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT
DESCRIPTION OF THE MARKETING OPPORTUNITY
FORMTEXT
ORGANISATIONAL GOALS AND CAPABILITIES
Organisational Goals
The overall financial and marketing targets set by the organisation. Add more rows as necessary.
GOAL SOURCE/REFERENCE
Organisational document referenced to identify the goal.
FORMTEXT FORMTEXT
FORMTEXT FORMTEXT
Organisational Capabilities
Distinctive skills and resources of the organisation which cannot be readily acquired by its competitors, including budget and human capital. Add more rows as necessary.
CAPABILITY SOURCE/REFERENCE
Organisational document referenced to identify the capability.
FORMTEXT FORMTEXT
FORMTEXT FORMTEXT
VIABILITY
Strategic analysis
Analyse whether the marketing opportunity is worth evaluating further to be included as part of the marketing strategy.
Name of the Technique Used FORMTEXT
Analysis FORMTEXT
Is the Marketing Opportunity Viable? YES NO
CONTRIBUTION TO THE BUSINESS
Tactical/Operational analysis
Analyse the projected earnings of the business attributable to the marketing opportunity, after meeting all direct costs.
Name of the Technique Used FORMTEXT
Analysis FORMTEXT
Is the Marketing Opportunity Attractive in terms of its likely Contribution to the Business? YES NO
EXTERNAL FACTORS
Cost-benefit analysis
Analyse projected costs versus estimated gains of the marketing opportunity.
Name of the Technique Used FORMTEXT
Analysis FORMTEXT
Estimated costs FORMTEXT
Estimated benefits FORMTEXT
Risks
Analyse the marketing opportunity on potential undesirable consequences on implementation.
Risks Identified
FORMTEXT
FORMTEXT
Analyse the Marketing Opportunity Against the Risks Identified FORMTEXT
Business Opportunities
Analyse the marketing opportunity in terms of creating favourable conditions or chances for the organisation on implementation.
Business Opportunities Identified
FORMTEXT
FORMTEXT
Analyse the Marketing Opportunity with Respect to the Business Opportunities Identified FORMTEXT
FIT WITH ORGANISATIONAL GOALS AND CAPABILITIES
Organisational Goal Analysis of Marketing Opportunity to Check Fit with the Goal Does the Marketing Opportunity Fit with the Goal?
FORMTEXT FORMTEXT YES NO
FORMTEXT FORMTEXT YES NO
Add rows as necessary.
Organisational Capability Analysis of Marketing Opportunity to Check Fit with the Capability Does the Marketing Opportunity Fit with the Capability?
Budget FORMTEXT YES NO
Human capital FORMTEXT YES NO
Add rows as necessary
IMPACT ON CURRENT BUSINESS AND CUSTOMER BASE
Business Performance
Describe how the marketing opportunity can improve business performance on relevant business key performance indicators (KPIs) such as revenue or profit.
FORMTEXT
Customer Base
Describe how the marketing opportunity can improve customer base on indicators such as number and/or type of customers for the organisations.
FORMTEXT
END OF MARKETING OPPORTUNITY EVALUATION
Task 3: Develop Draft Marketing Strategy
ASSESSMENT INSTRUCTIONS
Your assessor will observe you as you consult with key internal stakeholders to develop marketing strategy according to prepared research and evaluation of marketing opportunities in Workplace Assessment Task 2.
Part A: Formulate Marketing Strategy and Related Key Performance Indicators
Use your workplace/organisations template to complete this task, or use the Marketing Strategy template provided at the Bounce Fitness site.
To complete this task, you must:
Access and review the marketing opportunity evaluation documents created in Workplace Assessment Task 2.
Develop at least one marketing strategy for your organisation based on at least one of the marketing opportunities evaluated in Workplace Assessment Task 2.
Marketing strategy is the route map to be followed to achieve marketing objectives of the organisation.
Formulate at least two objectives for the marketing strategy.
Objectives must be SMART and include quantifiable key performance indicators (KPIs) to track progress and measure success of the marketing strategy.
Complete the marketing strategy document with principles and concepts of marketing.
Use appropriate formats and grammatical structures to present the components of the marketing strategy logically for different stakeholders.
Part B: Consult with Stakeholders
You will be assessed on your practical skills to:
Present the marketing strategy to at least three key internal stakeholders in your organisation, using appropriate language and non-verbal features to explain and present information.
Relevant key internal stakeholders are personnel within the organisation who can impact or get impacted by the marketing strategy, such as marketing managers, brand and product managers, and supervisors.
Seek feedback from the stakeholders on the marketing strategy during the presentation, using active listening and questioning to elicit feedback and clarify or confirm understanding.
Discuss at least two potential risks on implementation of the marketing strategy.
Submit the draft marketing strategy to your assessor.
You must also submit visual aids as evidence of consultation with at least three relevant stakeholders of the organisation.
Evidence must be at least one of the following:
Email correspondence
Meeting minutes
Part A:
MARKETING STRATEGY (Draft)
Learner Name FORMTEXT
Workplace/Organisation FORMTEXT
VERSION CONTROL AND DOCUMENT HISTORY
Date Summary of Modifications Version
FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT
BASIS OF MARKETING STRATEGY
Selected Marketing Opportunity
FORMTEXT
OBJECTIVES OF THE MARKETING STRATEGY
Objectives are SMART results that the marketing strategy aims to achieve.
FORMTEXT
FORMTEXT
Add rows as necessary.
MARKETING STRATEGY
Product
The product or service on offer, that fills a gap in the marketplace or fulfills a need that consumers seek. FORMTEXT
Price
The amount that a customer will pay for each product or service. FORMTEXT
Place
The placement of each product/service and the distribution channels that will be used in delivering the product/service to the end customer. FORMTEXT
Promotion
Methods of communication that must be used to provide target consumers with compelling reasons to buy each product or service. FORMTEXT
Branding
A distinct image or impression of the product/service in the minds of consumers. FORMTEXT
Customers
The target segment or group of likely buyers with shared characteristics.
Demographic profile FORMTEXT
Customer needs FORMTEXT
Motivation for buying product/service FORMTEXT
Willingness to pay FORMTEXT
Positioning
Activities to be undertaken for the brands image to occupy a distinctive place in the mind of the target market. FORMTEXT
Packaging
Guidelines for outer wrapping of the product including the brands logo, colour-scheme and distinct look. FORMTEXT
Public relations
Marketing communication activity done by a third party to create goodwill and a favourable image about each product or service. FORMTEXT
Online presence
The digital aspects of the marketing strategy of each product/service including use of own website and social media. FORMTEXT
END OF MARKETING STRATEGY
Part B:
Meeting Minutes Template
Meeting Details
Meeting called FORMTEXT
Date of meeting FORMTEXT
Time of meeting FORMTEXT
Location of meeting FORMTEXT
Meeting Participants
Facilitator FORMTEXT
Note-taker FORMTEXT
Attendees FORMTEXT
Agenda Item 1
Discussion point 1 FORMTEXT
Discussion point 2 FORMTEXT
Discussion point 3 FORMTEXT
Agenda Item 2
Discussion point 1 FORMTEXT
Discussion point 2 FORMTEXT
Discussion point 3 FORMTEXT
Agenda Item 3
Discussion point 1 Discussion point 2 Discussion point 3
Agenda Item 4
Discussion point 1 FORMTEXT
Discussion point 2 FORMTEXT
Discussion point 3 FORMTEXT
General Discussion
Discussion point 1 FORMTEXT
Discussion point 2 FORMTEXT
Discussion point 3 FORMTEXT
Action Items
Action Item Assigned Due Date
FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT
End of Meeting Minutes Template
Task 4: Finalise Marketing Strategy
ASSESSMENT INSTRUCTIONS
This task will require you to complete the marketing strategy developed in Workplace Assessment Task 3, formulate risk management strategies and contingency plan.
Part A: Complete Marketing Strategy
To complete this task, you must:
Access and review the following:
Draft marketing strategy developed in Workplace Assessment Task 3.
Organisational policies and procedures relevant to documenting the marketing strategy.
Revise and edit the marketing strategy document by incorporating the feedback received from stakeholders in Workplace Assessment Task 3 according to organisational policies and procedures.
Part B: Risk Management and Contingency Plan
Use your workplace/organisations template to complete this task, or use the following templates and document provided at the Bounce Fitness site:
Risk Register
Risk Rating Matrix
Contingency Plan
To complete this task, you must:
Enter at least two potential risks identified in Workplace Assessment Task 3 in the risk register.
Develop at least one risk management strategy for each potential risk identified in the risk register.
Develop at least one contingency plan.
This must include plans to manage at least two contingencies or situations which can materialise if the marketing strategy does not achieve desired results.
Append your risk register and contingency plan to the marketing strategy.
Submit the following to your assessor:
Final marketing strategy
Completed risk register
Completed contingency plan
You must also submit the following as supplementary evidence:
Organisational policies and procedures referenced to document the marketing strategy.
Risk rating matrix used for this task.
Submit this only if you used a risk rating matrix different from what is provided at the Bounce Fitness site.
Part A:
MARKETING STRATEGY (Final)
Learner Name FORMTEXT
Workplace/Organisation FORMTEXT
VERSION CONTROL AND DOCUMENT HISTORY
Date Summary of Modifications Version
FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT
BASIS OF MARKETING STRATEGY
Selected Marketing Opportunity
FORMTEXT
OBJECTIVES OF THE MARKETING STRATEGY
Objectives are SMART results that the marketing strategy aims to achieve.
FORMTEXT
FORMTEXT
Add rows as necessary.
MARKETING STRATEGY
Product
The product or service on offer, that fills a gap in the marketplace or fulfills a need that consumers seek. FORMTEXT
Price
The amount that a customer will pay for each product or service. FORMTEXT
Place
The placement of each product/service and the distribution channels that will be used in delivering the product/service to the end customer. FORMTEXT
Promotion
Methods of communication that must be used to provide target consumers with compelling reasons to buy each product or service. FORMTEXT
Branding
A distinct image or impression of the product/service in the minds of consumers. FORMTEXT
Customers
The target segment or group of likely buyers with shared characteristics.
Demographic profile FORMTEXT
Customer needs FORMTEXT
Motivation for buying product/service FORMTEXT
Willingness to pay FORMTEXT
Positioning
Activities to be undertaken for the brands image to occupy a distinctive place in the mind of the target market. FORMTEXT
Packaging
Guidelines for outer wrapping of the product including the brands logo, colour-scheme and distinct look. FORMTEXT
Public relations
Marketing communication activity done by a third party to create goodwill and a favourable image about each product or service. FORMTEXT
Online presence
The digital aspects of the marketing strategy of each product/service including use of own website and social media. FORMTEXT
END OF MARKETING STRATEGY
Part B 1:
RISK REGISTER
Prepared by FORMTEXT Date Prepared FORMTEXT
Organisation Name FORMTEXT
Risk Description Risk Assessment Control Measure
Likelihood (L) Impact (I) Severity Priority Level Action Strategy
External Risk FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT
Internal Risk FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT
END OF RISK REGISTER
RISK RATING MATRIX
Likelihood (L) Impact (I)
Insignificant
1 Minor
2 Moderate
3 Major
4 Severe
5
Severity
Almost certain High (H) High (H) Critical I Critical I Critical I
Likely Moderate (Mo) High (H) High (H) Critical I Critical I
Possible Low (L) Moderate (Mo) High (H) Critical I Critical I
Unlikely Low (L) Low (L) Moderate (Mo) High (H) Critical I
Rare Low (L) Low (L) Moderate (Mo) High (H) High (H)
RISK RATING INTERPRETATION
Likelihood (L) Impact (I)
Almost certain Is expected to occur in most circumstances 1. Insignificant Nearly negligible but does not really affect the overall operation of the business
Likely Will probably occur in most circumstances 2. Minor Results into damage but will not likely affect the overall operation of the business
Possible Could occur at some time 3. Moderate Results into damage but do not pose a great threat to the business
Unlikely Not likely to occur in normal circumstances 4. Major Risks are significant and can lead to a great amount of loss
Rare May occur only in exceptional circumstances 5. Severe Business may be completely unproductive and unfruitful
Risk Priority Scale
Risk Severity Risk Priority Description
1 3 L Low: May require consideration in any future changes to the work area or processes, or can be fixed immediately.
4 6 M Moderate: May require corrective action through planning and budgeting process.
8 12 H High: Requires immediate corrective action.
15 25 E Extreme: Requires immediate prohibition of the work process and immediate corrective action.
END OF RISK RATING MATRIX
Part B 2:
CONTINGENCY PLAN
Prepared by FORMTEXT Date Prepared FORMTEXT
Organisation Name FORMTEXT
S.NoContingency Description Contingency Assessment Action plan
Likelihood Impact FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT
FORMTEXT FORMTEXT FORMTEXT FORMTEXT FORMTEXT
END OF CONTINGENCY PLAN
Record of Assessment
Assessment Details
Learner
Course Code
Unit of Competency BSBMKG621 - Develop organisational marketing strategy
Assessor Name
RTO
Assessment Activity Satisfactory Needs more evidence
Short Answer Questions
Short Answer Question 1
Short Answer Question 2
Short Answer Question 3
Short Answer Question 4
Short Answer Question 5
Short Answer Question 6
Short Answer Question 7
Short Answer Question 8
Short Answer Question 9
Short Answer Question 10
Short Answer Question 11
Workplace Assessment
Task 1: Establish Strategic Direction and Marketing Performance
Task 2: Evaluate Marketing Opportunities
Task 3: Develop Draft Marketing Strategy
Task 4: Finalise Marketing Strategy
Context Details Satisfactory Needs more evidence
Assessors Comments
Remarks/feedback
Details of further evidence required
Please tick the appropriate box. Yes No
Comments and further action required are noted in the Learner Assessment Pack
Results discussed and agreed to by the learner
You have the right to appeal the outcome of your assessment.
The Learner is Competent
Not Yet Competent
Assessors signature
Date signed
I further confirm that I have verified the learners submissions by contacting the learners supervisor and/or observer whose names appear in the Supervisor/Observer Verification Log above.
After reassessment, the Learner is: Competent Not Yet Competent
Assessors signature
Date signed
