please, the words are not mentioned, can you just look into it and let me know the price please
22 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 ASSESSMENT 2 Course Name BSB61015 Advanced Diploma of Leadership and Management Subject/module Business Planning Assessment method Part A: Written Responses Part B: Case Study/Practical Weighting 50% Units of Competency BSBMGT617 Develop and Implement a Business Plan Instructions 1. Assessments should be completed as per your trainer’s instructions. 2. Assessments must be submitted by the due date to avoid a late submission penalty. 3. Plagiarism is copying someone else’s work and submitting it as your own. You must write your answers in your own words and include a reference list. A mark of zero will be given for any assessment or part of an assessment that has been plagiarised. 4. You may discuss your assessments with other students, but submitting identical answers to other students will result in a failing grade. Your answers must be yours alone. 5. Assessments must be submitted using Google Docs or Google Sheets, as per your trainer’s instructions. 6. You must attempt all questions. 7. You must pass all assessments in order to pass the subject. 8. All assessments are to be completed in accordance with WHS regulatory requirements. 23 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 Assessment 2 Part A – Written Responses In assessment 1 you developed a business plan. Answer the following in regards to the business plan you developed. 1. How would you ensure that skilled labour is available to implement the plan? 2. Explain how you will test performance management systems. 3. Explain the role benchmarking would play in the above question. 4. What reports would you provide to key stakeholders? Include both financial and non-financial. 5. Who to, and how would you report the following: a. Product failures b. Variances to business plans. 6. How would you analyse the business performance of the cafe against planned objectives? 7. Why might it be necessary to review and refine key performance indicators? 8. Explain the methods of coaching that could be used for individuals or teams that are underperforming? 9. Explain what communication skills would be required to successfully coach the employees. 10. How would you review systems processes and work methods? Notes: 24 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 Assessment 2 Part B – Case Study/Practical Attached is a business plan for Lifestyle Architects Analyse the strengths and weaknesses of the plan. Provide three (3) strengths and three (3) weaknesses. Notes: - END - 25 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 Lifestyle Architects – Sample Business Plan 1.0 Business Opportunity 1.1 Business Opportunity There is a rapidly growing demand for architecturally designed inner urban apartments because of people’s desire to live in close proximity to where they work, play and socialise. This demand is fuelled by the 2% per annum population growth in Brisbane where in two decades time it is expected to increase by 50%. This will place even greater demand for more inner urban apartments. In addition, government is supportive of high density urban developments where it assists with infrastructure development (e.g. public transport services and bikeways) that makes these developments an even more attractive proposition for many people. While the Global Economic Crisis has caused a severe downturn in the building and housing industry there is still projected growth for inner urban apartments for the next few years. More importantly, this presents an opportunity to gain a foothold in this niche market in the next few year and become a leading specialist in order to take full advantage of the predicted strong cyclical upswing from 2010- 11 onwards. 1.2 Vision and Mission Vision – Premier architectural firm in Australia for creating contemporary urban development communities. Mission – design creative and community friendly inner urban apartments for the home and lifestyle of the working professional. 1.3 Goals and Objectives Goal one: To be one of the leading specialist architectural firms in Brisbane within the first two years of operations with a great reputation for designing inner urban apartments. Goal two: To provide architectural services for high value small to medium inner urban development projects for at least 6 major clients in the first year. Goal three: Establish the business in three years as the premier firm in South East Queensland with a team up to five people that can provide clients with the one-stop solution for new small to medium high density residential development projects. 1.4 Nature of the Business The business is based in Brisbane where the owner, Peter Drew, has over 25 years experience as an architecture with proven design capabilities in designing creative and practical solutions for inner urban apartments. This business will initially be a home-based equipped with the latest equipment for producing CAD drawings and 3D model presentations. The majority of the work will be small to medium apartment developments because of their high architectural design content. Most of the business will come from successful tenders to property developers and strategic partnerships with building designer services firms who deal with clients wanting the one-stop shop service. 26 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 2.0 Market Analysis 2.1 Industry Analysis The industry is going through difficult times at the moment but the inner urban apartment market segment still presents both short-term and significant long-term growth opportunities. The main challenge is to prove your design capabilities in this market and have associated partnerships with key building design firms because the industry is moving towards providing a one stop shop services. There is high level of competition which comes many very small scale firms and sole practitioners in this industry. The Global Financial Crisis will increase this level of rivalry even more because there are lot more firms competing for fewer jobs as a result of the economic downturn. In addition, building design firms are now competing in this space which also increases the level of competition. The basis of competition is on both contract pricing and proven design capabilities. The key industry success factors are concerned with the following elements in the marketing mix: f Product/Service – Specialist knowledge and access to niche markets f Place – close proximity to target markets and clients f Promotion – clear market position f People – the success of the business is basically dependent on the proven design capabilities of the architect as well as their abilities to: • Specialise and develop a reputation in niche markets • Consult, collaborate and negotiate with clients and key industry stakeholders • Training and development programs for staff to keep their skills up to date f Process – deliver on what you promised and have effective cost controls 2.2 Competitor Analysis Table 2: Analysis of competitors Business Type Size Sales Mix (Product/ Service) Years in Business Reputation Rating (1 – 10) Sole operators 1 Architecture 20 5 Regional small firms 5-10 Architecture, urban planning, 10-15 7 National firms 200+ Architecture, interior design, urban planning, consulting 40 8 Building design firms Varies Architecture, urban planning, construction, project management 5 – 15 7 27 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 Rating: 1 = Low, 10 = High The industry is fragmented, characterised by many very small scale firms which operate in local niche markets. Table 3: Analysis of competitors’ products and services Marketing mix Sole operators Regional small firms National and building design firms Product/ Service Specialist Greater range of architectural services Full planning, design and construct solution Price Fee based competition Fee based competition and contract work Percentage of total project value Place/ Distribution Proximity to local markets. Proximity to local markets Firms based in major cities in Australia Promotion Yellow pages, web, word-of-mouth Yellow pages, web, industry contacts Yellow pages, web, client referrals, industry associations, related businesses People Experienced architects 20+ years Architects with different levels of experience Team of Architects, Engineers, Interior Designers and support staff that all access to ongoing training Process Varies from client to client and operator does not always have effective cost controls measures in place. Also, often no processes in place for a steady stream of work to assist with cash flow Invest in technologies that increase productivity and staff are able spend most of their time in their areas of specialisation Invest in labour saving CAD technologies as well as systems and budgets in place to control overall costs and documentation Physical evidence Home based business, or shared office space, competing for work on the basis of price and the image they project can vary Office space typically located outside the CBD where the staff project a professional image at all times Corporate attire, fees, office, printed material and websites etc. 28 ADDENDUM | © 2020 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT | BUSINESS PLANNING_V7.9 3.0 Elements of Success 3.0 Target Market Brisbane was selected as the primary market because it is a large city with a population of 1.8 million people. It is projected to grow by approximately 900,000 people (i.e. 50% increase) in just over two decades time. These growth rates are stronger than any other major city in Australia. This has resulted in significant short to long-term demand for inner urban apartment developments to accommodate the large number of people who want to live in close proximity to the city. In addition, the Office of Economic and Statistical Research forecast in the next two decades the two main household types will be ‘Couple without children’ and ‘Lone-person’ households. Based on this information and affordability of these apartments, the target market will be working professionals who want the convenience and lifestyle of inner urban living. They are also in a better financial position to afford the higher price