Assessment Task Assessment Task 2BSBINM601 Manage information and knowledge Analyse information and knowledge Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site...

380724-report-u5gel1yq.docxAssessment Task 4        1
Name of the Student:
Name of the Institution:
Roll No:
Date of Submission:
Contents
Introduction    3
Systems    3
Types of System and Features and Benefits    3
Updating    4
Tasks that need to be completed    4
Changes Required    4
Policies and Procedures    5
Conclusion    5
References    6
Introduction
A business management system is one that can help in ensuring that the business is in the right hands, and can help business owners keep track of the multiple activities that are surrounding them in the world of business. Investing in business management software is done in order to get things done, predict risks, and improve overall efficiency. A business management software, by definition is an application or set of programs that help businesses support, improve, and automate their processes.
The following report looks at 2 business management systems or software, and looks at ways in which they can be used to improve CoffeeVillae.
Systems
Types of System and Features and Benefits
The two main software that have been chosen are ProofHub and StudioCloud. Both of these have significant benefits, and they can be used in order to be efficient in the business. Both of them have systems where it is possible to streamline your processes, store and share files, and share feedback as well (Rosemann and vom Brocke, 2015). These are some of the significant benefits to using this two software. One of the important features would also include time tracking and the use of Gnatt Chart, which might be important in a restaurant business since it would be indicative of the work that needs to be done in a timely basis. It also helps in syncing to the phone, which is another important benefit as well. One of the other important benefits of using this type of software would be that it would be easy to use, which means that any employee who does not have advanced knowledge of the computer, and of management systems might be able to use it as well.
Updating
Updating the software would be done manually. It is important that the updating be done by experts, since the new system would be the system that replaces the current databases. The filing and updating would be done automatically, and the transfer of the systems would be done by the expert from the company (Müller, Schmiedel, Gorbacheva and Vom Brocke, 2016). Data retrieval would be possible through the data that would be backed on the external hard-disk, and the current database would be removed from all hard drives in order to ensure that there is no confusion. It is important that the updating of records be automatic, since it would save a significant amount of time.
Tasks that need to be completed
The first task would be backup of the important information. In order to switch to the new system, important information would need to be backed up and stored in an external hard disk, so that any loss of data does not cause any issues.
The second task would be analysis of relevant software. It is essential that the management system have the relevant software in order to have the information that is required and to perform the tasks.
The third task would be to check for updates, and any other errors. These are significant errors that can cause issues for the company, and would have to be looked for when installation happens, so that they can be removed as soon as possible.
Changes Required
By making some of the files protected and accessible only through the systems of the owners, the new system would ensure that any information that is confidential is kept that way. Password protection and standard encryption are also a part of the system, which also adds to the security as well (Hammer, 2015). The only major change would be to increase some of the hardware, since the system would take up a lot of space, which might make it difficult as well.
Policies and Procedures
The main policies and procedures have to do with management of change would be those that are related to the employees. Many of the employees who work in the company have been loyal, and any change in management can drastically impact them. It would thus, be essential that they be given basic training of the new system before it is installed, in order to ensure that the system is properly used.
Conclusion
Thus, it can be seen that for CoffeeVillae, the best software to use would be either ProofHub or StudioCloud. It has the necessary features that make it ideal for a small and medium sized enterprise, and make it the best way in which the organization can upgrade to the best technology that is available in the market as well.
References
Hammer, M., 2015. What is business process management?. In Handbook on business process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Müller, O., Schmiedel, T., Gorbacheva, E. and Vom Brocke, J., 2016. Towards a typology of business process management professionals: identifying patterns of competences through latent semantic analysis. Enterprise Information Systems, 10(1), pp.50-80.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
force-field-5ox10533.docxForce Field Diagram 1
Driving Force                Decision            Restraining ForcePrice-Match Competition
Customer Satisfaction
Brand Image
Decreased staff
Decrease Cost
Decrease customer
Decrease sales
Force Decrease CosCommission
Risk of failure
Delivery and home packaged food
Increased sales in Delivery App
Expense
New Market based
Brand Awareness
38072-bng2vaaz.xlsxTrend Analysis 1
    Year    Payroll expenses as % of total expenses
    2009    34.90%
    2010    35.30%
    2011    34.20%
    2013    39.80%
    2014    42.10%
    2015    45.30%
    2016    45.80%
Payroll expenses as % of total expenses    2009    2010    2011    2013    2014    2015    2016    0.34899999999999998    0.35299999999999998    0.34200000000000003    0.39800000000000002    0.42099999999999999    0.45300000000000001    0.45800000000000551    
Trend Analysis 2
    Year    Property Vacancy rate
    2013    8.2
    2014    8.5
    2015    9.1
    2016    9.5
Property Vacancy rate    2013    2014    2015    2016    8.1999999999999993    8.5    9.1    9.5    
Correlation 1
    Year    Rent    Total cafe
    2013    7000    2634
    2014    7750    2670
    2015    8250    2694
    2016    8800    2726
    0.9988267115
Correlation Between Increase in Rent and Total Cafes
2013    2014    2015    2016    7000    7750    8250    8800    2013    2014    2015    2016    2634    2670    2694    2726    
Correlation 2
    Year    Rent    Vacancy
    2013    5.7    8.2
    2014    10.1    8.5
    2015    6.4    9.1
    2016    6.6    9.5
    -0.1820121413
Correlation Between Increase in Rent and Vacancy in Percentage
Rent    2013    2014    2015    2016    5.7    10.1    6.4    6.6    Vacancy    2013    2014    2015    2016    8.1999999999999993    8.5    9.1    9.5    
Statistical Analysis
    Year    Payroll expenses as % of total expenses
    2009    34.90%
    2010    35.30%
    2011    34.20%
    2013    39.80%
    2014    42.10%
    2015    45.30%
    2016    45.80%
    Years (Forecasted)    Increase (Forecasted)
    2017    47.60%
    2018    49.40%
    2019    51.20%
    2020    53.00%
Sensitivity Analysis
    Increase in Customers    Average Spend on Hot Items    Average Sales    Revenue    Revenue Increase
    0%    $10    82    $820    N/A
    10%    $10    90.2    $902
    20%    $10    98.4    $984
    30%    $10    106.6    $1,066
    40%    $10    114.8    $1,148
    50%    $10    123    $1,230
    60%    $10    131.2    $1,312
    70%    $10    139.4    $1,394
    80%    $10    147.6    $1,476
    90%    $10    155.8    $1,558
    100%    $10    164    $1,640
Quantitative Calculation
        Area 1    Area 2    Area 3    Area 4    Average for store
    Store 1    $3    $4    $5    $4    $4
    Store 2    $4    $3    $5    $2    $4
    Store 3    $5    $5    $3    $3    $4
    Store 4    $4    $2    $6    $5    $4
    Average for area    $4    $4    $5    $4
380721-kfv4sqpi.docxAssessment Task 1        1
Name of the Student:
Name of the Institution:
Roll No:
Date of Submission:
Contents
Introduction    3
Issues Identified    3
Source of data for one problem    4
List of Sources    5
Description of Sources    6
Formal and Informal Networks    6
Conclusion    6
References    8
Appendix    9
Appendix 1    9
Introduction
There has been a significant change in the business operations of CoffeeVille. As can be seen from the projected charts, sales of the business have been significantly affected, and the increasing costs of rent, as well as the cost of the raw materials and wage increase have led to a loss of profits for the company. The following report aims to identify some of the problems that are faced by the company, and identify ways in which they can solved as well. It also looks at some of the formal and informal networks that have been identified as well. The report has been addressed to Rupert and Emma Belcastern, who are owners of the place.
Issues Identified
There are a significant number of issues that have been identified, among which the primary issue has been the cost of the coffee and food. Many customers have admitted that the reason that they are refusing to buy the food and coffee would be the price factor. Thus, it is advisable to have one or two items on the menu that are basic, and will not be as expensive as the other items (Chhetri, Kam, Hung Lau, Corbitt and Cheong, 2017). This can have a significant impact on the profit, since many customers who might not buy anything will be able to buy these items.
Another issue would be that there is no option for delivery. Having the option for delivery, and joining many delivery apps could help boost sales. By having a delivery service, many people in the neighbouring area, who might not be involved in buying the food, would be able to get the food, which would increase profits as well (Thompson and Flores, 2016).
The third problem would be the increase in the operational costs. It is essential that the operations cost be maintained so that the organization is able to afford staying open, which is also an essential part of the business.
The fourth problem would be the marketing strategy. It can be seen that the marketing has been done for only the fourth store, which is the newest source. Thus, it would be essential to change this strategy, and market the entire brand as such, instead of just one store. This would increase footfall in all stores, and not just one particular store, which would be extremely beneficial to the company (Jogaratnam, 2017).
The fifth problem would be the catering issue. There has been a significant decrease in the catering, and this has been primarily because of the increase in prices. A significant decrease in the catering orders can be seen, and this is the main cause of the decrease in the revenue for the company as well. A decrease in catering orders can be combated by increasing the marketing for the same, and by having offers as well.
Source of data for one problem
An essential remedy to this would be to look at the budget and the sales forecast, an image of which is taken from the Appendix. It can be seen that sales of July-December 2014 have been higher than the sales of July- December 2015. This clearly shows that the issue would be from the sales end.
Thus, the main solution would be to increase sales. It can be seen that many customers requested that there be delivery services, and a few employees have also looked at the issue as well. They have also advised that it would be beneficial to have a delivery service that is able to deliver to the nearby areas, which might also be beneficial for the company.
List of Sources
1. The first source that would be required would be customer feedback on delivery services. Simply asking customers if they would buy from the store more if there were delivery services that would be able to deliver to a particular area.
2. The second source would be the possible delivery areas. Areas from which a majority of the customers are from would be the possible delivery areas.
3. It would be essential to look at possible delivery options and well, and the source of this would be research of various delivery apps.
Description of Sources
The sources look at how delivery apps have led to an increase in people ordering from places in Melbourne. This information is important, since it can help in proper placement of the CoffeeVille so that they can have proper delivery. The delivery app is important, since many different apps have different methods of payment. As can be seen from Appendix 1, there are different age groups that order on various delivery apps. The sources have been checked for validity by looking at the various sources of information. It can be seen that the sources, and the research for the sources as well, has been conduced by a valid institute as well. There was significant data that had been rejected for being ambiguous. This was because the source of the data was not reliable, and the institute conducting the research had not been reliable as well (Parsa, van der Rest, Smith, Parsa and Bujisic, 2015).
Formal and Informal Networks
There are various formal and informal networks that can be used as well. The main network that would help in analysing the issue would be the response and feedback of the customers, as well as the research from social media as well. It could help in finding the causes of the problem as well. It would also be essential to look at social media as well, in order to find the solution of the problem as well.
Conclusion
Thus, some of the major issues that have existed for the company have been related to marketing, catering, cost of the coffee and food, as well as the operational costs-which are very high. Some of the possible sources of information have been reviews, feedback from customers, and research on the internet, since the main solution to the problem of lack of delivery would be to enter into a contract with the delivery apps in Melbourne, which can help in marketing and increasing sales.
References
Chhetri, P., Kam, B., Hung Lau, K., Corbitt, B. and Cheong, F., 2017. Improving service responsiveness and delivery efficiency of retail networks: A case study of Melbourne. International Journal of Retail & Distribution Management, 45(3), pp.271-291.
Jogaratnam, G., 2017. How organizational culture influences market orientation and business performance in the restaurant industry. Journal of Hospitality and Tourism Management, 31, pp.211-219.
Parsa, H.G., van der Rest, J.P.I., Smith, S.R., Parsa, R.A. and Bujisic, M., 2015. Why restaurants fail? Part IV: The relationship between restaurant failures and demographic factors. Cornell Hospitality Quarterly, 56(1), pp.80-90.
Thompson, R.G. and Flores, G., 2016. Understanding deliveries to towers in Melbourne. Transportation Research Procedia, 16, pp.510-516.
Appendix
Appendix 1
Source: abc.net.au
1554261860407bsbinm601-2-ym0cc4zh-mrrucf5i.docAssessment Task 2    BSBINM601 Manage information and knowledge
Analyse information and knowledge
Submission details
    Candidate’s name
    
    Phone no.
    
    Assessor’s name
    
    Phone no.
    
    Assessment site
    
    Assessment date/s
    
    Time/s
    
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
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.
Procedure
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. Respond to Question 1 in Appendix 5 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.
· 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.
· You must complete a minimum of two trend and two correlation calculations for this assessment.
· 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. Answer the remaining assessment questions in Appendix 5.
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 the questions in Appendix 5.
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.
Adjustment for distance-based learners
No variation of the task is required.
A follow-up interview may be required (at the discretion of the assessor).
Documentation can be submitted electronically or uploaded to an LMS for review.
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.
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%
Assessment Task 2    BSBINM601 Manage information and knowledge
© 2016 Innovation and Business Industry Skills Council Ltd    1st edition version: 1
    Page 2 of
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
    External catering
    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
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
    External catering
     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
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
    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
    65,950
    69,482
    75,061
    66,133
    50,669
    43,108
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
    External catering
    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
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
    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
    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
    External catering
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Jan
    Feb
    Mar
    April
    May
    June
    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
    Net profit
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Jan
    Feb
    Mar
    April
    May
    June
    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
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
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%
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
     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%

Assessment Task 2    BSBINM601 Manage information and knowledge
© 2016 Innovation and Business Industry Skills Council Ltd    1st edition version: 1
    Page 15 of
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.
    
    Feb
    Mar
    Apr
    May
    June
    Jul
    Aug
    Sept
    Oct
    Nov
    Dec
    2014
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2015
    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
    
    2013
    2014
    2015
    2016 (forecast)
    Gross average rent
    $7,000
( 5.7%)
    $7,750
( 10.1%)
    $8,250
( 6.4%)
    $8,800
( 6.6%)
Commercial property vacancy rates – Melbourne CBD
    
    2013
    2014
    2015
    2016 (forecast)
    Vacancy rates
    8.2%
    8.5%
    9.1%
    9.5%
Cafe / restaurant / bistros in Melbourne CBD as at June 31st 2015
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.
    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 offices is 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...