4 assessment

BSBMGT616 Develop and implement strategic plans

BSBMGT616 Marking Guide 2 Version 1.0 Page 1 of 5

Marking Guide 2 (Analyse the internal and external environment)

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

Notes to Assessor:  Students are required to achieve Satisfactory for all points listed below to be deemed as

Satisfactory for this assessment task.  In line with the Institute’s Student Assessment, Reassessment and Repeating Units of

Competency Guidelines policy, if a student is unable to achieve Satisfactory on their first attempt, you must record this accordingly below, provide feedback to the student and allow the student two more attempts before the student is deemed as Not Yet Satisfactory in this task.

 If providing students with further attempts, make sure to record the date and what the student did to have the result changed.

Outcomes

Satisfactory

Did the candidate: Yes No

Provide a PEST and SWOT analysis?

Provide a review of existing and potential competitors and allies?

Provide a review of the potential allies and a statement of their alignment with organisational values and the tender requirements?

Provide a summary of notes from their meeting with their manager?

Submit all materials in the timeframes agreed?

BSBMGT616 Develop and implement strategic plans

BSBMGT616 Marking Guide 2 Version 1.0 Page 2 of 5

Performance indicators

Satisfactory

Did the candidate: Yes No

Provide a PEST?

For example:

a. Political i. Planned changes in trade where all tariffs on imported

goods including espresso coffee machines will be removed in line with the government’s free trade policy.

ii. The strong possibility of a Carbon Tax being introduced on all energy-intensive products used in a commercial enterprise.

b. Economic i. The prediction of a strengthening Australian dollar

against all our major trading partners over the next few years is a concern.

ii. The prediction of higher than expected growth in the economy as a result of a resources boom.

c. Social i. The lifestyle trends towards eating out more as the

population ages and becomes more affluent. ii. The prediction of a steady population growth rate for

Australia from 22 million in 2010 to 36 million in 2050.

d. Technology i. New commercial espresso machines being developed

that use 30% less energy to run, with an innovative and more efficient heat exchanger.

ii. The development of the home consumer market for consumer espresso machines is experiencing high growth.

Provide a SWOT analysis?

For example:

a. Strengths i. MacVille operations

BSBMGT616 Develop and implement strategic plans

BSBMGT616 Marking Guide 2 Version 1.0 Page 3 of 5

Satisfactory

Did the candidate: Yes No

ii. marketing and sales iii. after-sales service

b. Weaknesses i. inbound logistics ii. outbound logistic

c. Opportunities i. new Sydney market ii. strategic alliances

d. Threats i. rising Australian dollar ii. global corporation entering the market.

Discuss existing and potential competitors and allies?

For example:

a. Competitor 1: Nufix Inc. i. Strengths: access to resources. ii. Weakness: lack of client allegiances.

b. Competitor 2: BeanEx i. Strengths: easy access to market. ii. Weakness: no established service provision.

c. Ally 1: Home Espresso Traders i. Strengths: complements MacVille’s commercial

machines range. iii. Weaknesses: not singularly focused on hospitality

industry.

d. Ally 2: Ambrosia Coffee Roast i. Strengths: supplier is committed to coffee bean industry

with shared client base. iv. Weaknesses: product image is not quality, and is

commodity-based.

e. Ally 3: Java Estate

BSBMGT616 Develop and implement strategic plans

BSBMGT616 Marking Guide 2 Version 1.0 Page 4 of 5

Satisfactory

Did the candidate: Yes No

i. Strengths: national (Australia-wide) supplier, 100% committed to hospitality.

ii. Weaknesses: may become an exclusive relationship, limiting other supply options.

Discuss the tender submissions of potential allies?

For example:

a. Ally 1: Home Espresso Traders i. Organisation alignment (mission/vision/values) is too

narrow (as it is Sydney-based only), and too diverse (it incorporates other products like home entertainment).

ii. Financials and trends are OK, and show positive net worth – fairly minimal equity, but OK profitability.

iii. Prepared to supply due diligence materials. iv. Not an overall good fit, as it is a brand risk association,

profits are not great and the partner is not financially strong.

b. Ally 2: Ambrosia Coffee Roast i. Organisation alignment (mission/vision/values) is OK

since in same business, but is more diverse (selling to supermarkets as well as industry, and markets a range of product qualities).

ii. Financials and trends are not provided. iii. Not prepared to supply due diligence materials. iv. Overall poor fit, particularly due to lack of information

provided, and risk of bad-brand association.

c. Ally 3: Java Estate i. Organisation alignment (mission/vision/values) is

positive (Australia-wide outlook and focused on a quality product only).

ii. Financials and trends are supplied and show significant net assets and strong trending sales growth, coupled with strong cost-benefit analysis.

BSBMGT616 Develop and implement strategic plans

BSBMGT616 Marking Guide 2 Version 1.0 Page 5 of 5

Satisfactory

Did the candidate: Yes No

iii. Prepared to supply all due diligence materials. iv. Overall good fit, due to quality association, strengths of

sales and financial position, and Australia-wide outlook.

Provide notes from meeting which include:

● discussion and confirmation that the analyses completed are accurate

● discussion and confirmation of summary of potential cooperative venture allies

● notes on any changes suggested?

Comments

Result: Satisfactory / Not Yet Satisfactory

Assessor: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback.

Signature: ____________________

Date: ____/_____/_____