There are two tasks ofIdentify and Evaluate Marketing Opportunities.
BBQfun simulated business Assessment Materials BBQ fun BSBMKG501 Identify and evaluate marketing opportunities 2nd edition version: 3 Page 1 of 36 BBQ fun Table of contents Chapter 1 – Business plan (excerpt) .................................................................................. 2 Chapter 2 – Organisational chart and management profiles ............................................ 3 Chapter 3 – Management responsibilities ........................................................................ 4 Chapter 4 – Budget summary ........................................................................................... 5 Chapter 5 – Operational plan ........................................................................................... 6 Chapter 6 – Description of operations .............................................................................. 9 Chapter 7 – Organisational risk register ........................................................................... 10 Chapter 8– Marketing plan .............................................................................................. 12 Chapter 9 – Sales and marketing policy .......................................................................... 24 Chapter 10 – BBQ fun Privacy Policy .............................................................................. 26 Chapter 11 – Anti-discrimination policy ...........................................................................30 Chapter 12 – Procurement policy and procedures ........................................................... 31 Chapter 13 – List of preapproved suppliers ..................................................................... 36 Assessment Materials BBQ fun BSBMKG501 Identify and evaluate marketing opportunities 2nd edition version: 3 Page 2 of 36 Chapter 1 – Business plan (excerpt) From BBQ fun business plan FY 2016/17 About BBQ fun BBQ fun was established in 2009 by current CEO, Pat Mifsud. BBQ fun offers an extensive product range, incorporating both local and imported goods. Since 2010, the increasingly competitive retail environment, technological change, changes in consumer buying patterns and consumer confidence has led to disappointing sales. However, BBQ fun intends to return to healthy sales of $11 million in 2016 through building on its organisational strengths, through targeted marketing strategies aimed at key segments and through exploiting marketing opportunities. Currently, BBQ fun operates two stores, one in Brisbane (Kenmore), and one on the Gold Coast. BBQ fun is seeking business and marketing opportunities that could lead to interstate or national expansion if viable and scalable. Mission ● To provide our customers with great value outdoor lifestyle products and second- to-none customer service. Vision ● To be, within five years, south east Queensland’s leading outdoor lifestyle retailer. Values ● Quality ● Customer value ● People: Active encouragement of safety, teamwork, diversity, excellence, innovation and continuous improvement. Strategic directions The strategic context in which BBQ fun will achieve its mission and vision is through: ● engaging with customers through promotion and market research ● building reputation for quality products and quality customer service ● supporting people to perform via training and performance management ● controlling costs. ● increasing sales revenue and profitability. Assessment Materials BBQ fun BSBMKG501B Identify and evaluate marketing opportunities 2nd edition version: 1 © 2012 Innovation and Business Industry Skills Council Ltd Page 3 of 36 Chapter 2 – Organisational chart and management profiles BBQ fun organisational chart Board of Directors and CEO Pat Mifsud Chief Financial Officer Riz Mehra Operations General Manager Kim Chen HR Manager Les Goodale Manager Marketing Sam Lee Manager Brisbane Pat Sweeney Manager Gold Coast Alex Mitchell Assessment Materials BBQ fun version: 1 Page 4 of 36 Chapter 3 – Management responsibilities Pat Mifsud, CEO Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large financial transactions. Riz Mehra, Chief Financial Officer Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects. At completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements and financial projections. Kim Chen, Operations General Manager Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all operations. Kim is responsible for sponsoring projects which affect operations of the organisation as a whole. Kim works with the HR manager to coordinate systems and projects to achieve company-wide synergy. Les Goodale, Human Resources (HR) Manager Les is responsible for the productive capacity and welfare of people at BBQ fun. With the Operations General Manager, Les works to co-ordinate projects and management systems such as performance management, recruitment, and induction. Sam Lee, Marketing Manager Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team. Pat Sweeney, Manager: Brisbane (Kenmore) Pat is responsible for the management of all aspects of the Brisbane store. Alex Mitchell, Manager: Gold Coast Alex is responsible for the management of all aspects of the Gold Coast store. Assessment Materials BBQ fun version: 1 Page 5 of 36 Chapter 4 – Budget summary BBQ fun 2016/17 Approved budget by activities to be undertaken Income: Sales $11,000,000 Barbecues and related equipment. Investment income $1,567,000 Real estate investment income and rental of office space. Cost of goods sold (COGS) $5,890,000 Cost of provision of goods, purchase of stock, distribution. Gross profit $6,677,000 Gross profit. Expenses: Wages, salaries and on costs $2,567,890 Wages, salaries, superannuation, work cover insurance, payroll tax. Consultancy fees $50,000 Project management: WHS management system; change management. Communication expenses $42,000 Telephone, ISP costs, IT support