BSBMGT617 - BSBMGT616 - BSBMKG609 - Summative Assessment - Ana Ferro - Agosto 12

Lonsdale Institute PTY LTD
Summative assessment
BSB61015 Advanced Diploma of Leadership and Management
BSBMGT617-BSBMGT616_BSBMKG609
Due Date See Training Log and Moodle
Student Name Student ID LON0000
Declaration of authenticity
I, the above-named student, confirm that by submitting, or causing the attached assignment (and any
additional attachment associated with it) to be submitted, to Lonsdale Institute Pty Ltd, I have not plagiarised
any other person’s work in this assignment and except where appropriately acknowledged, this assignment
is my own work, has been expressed in my own words, and has not previously been submitted for
assessment.
I do understand and accept the consequences of academic misconduct according to Lonsdale’s Policies
and Procedures.
Additionally
I have read:
 The submission and assessment completion instructions in Moodle

 The assessment task completion instructions in this document
 I have sought clarification from my trainer and assessor, if needed
I understand my rights and obligations under Lonsdale’s policy and procedures
The purpose of assessment is to determine competency in:

 BSBMGT617 Develop and implement a business plan
 BSBMGT616 Develop and implement strategic plans
 BSBMKG609 Develop a marketing plan
The three units above have been grouped for delivery and assessment.
TA102 FO Assessment Task Page 1 of 72

TA102 PP Assessment Management (SNR1.8) (ESOS 14.2) V1 Jan 2018
Lonsdale Institute Pty Ltd
Provider ID 21915 CRICOS Code 02836F
ASSESSMENT TASK
This assessment comprises of different tasks designed to assess your ability to:
Analyse and evaluate the business environment for strategic decision-making and for operational planning:
 Confirm organisational vision and mission

 Analyse internal and external business environment
Develop strategic and operational documents to support the achievement of organisational goals:
 Write a strategic plan

 Develop a business plan
 Devise marketing strategies
 Plan marketing tactics
 Prepare and present a marketing plan
Implement and monitor plans:
 Implement a strategic plan

 Monitor the performance of the business plan implementation
 Address performance data and revise plans
Read each task carefully and address all that is required.
To perform this task, use the Case Study provided.
Alternative scenarios must be agreed with the trainer and assessor.

TASK 1 – QUESTIONNAIRE
This assessment is a questionnaire (with a mix of objective and subjective questions).
Research the topics and the terms mentioned in the questions below and answer all questions in your own
words.
PART 1: BSBMGT616
1 Outline five legislations, regulations and/or codes of practice relevant to the

organisation’s strategic plan:
1. Consumer rights and product requirements
It is important to know the rights of customers and their legal obligations. The
Competition and Consumption Act of 2010 covers anticompetitive behavior,
pricing, excessive behaviour and other issues, such as advertising. The Law also
establishes the rights and responsibilities of consumers, including returns, refunds,
guarantees, contracts, marketing and advertising.
2. Codes of practice
There may be one or more codes of practice, codes of conduct or codes of ethics
that the company must comply with.
Information on industry-specific codes must be obtained. You can consult these

industry specific fact sheets. You can also consult a leading industry or
membership association for your industry.
3. Trademarks, patents, intellectual property
It is important to legally protect the idea, product, design or business identity. Get
more information about intellectual property, such as trademarks or patents,
through IP Australia.
4. Environment
Take into account its environmental requirements, including local water restrictions
that may apply to the business.

5. Privacy
The Privacy Act of 1988 (Privacy Act) regulates how personal information is
collected, stored, used and shared.
The anti-spam legislation is in force so that companies do not send unsolicited

electronic messages. https://www.injust5.com/2016/08/22/legal-ethical-
requirements/
2 Provide 3 practical examples of risks and risk management strategies
relevant to the strategic planning (with one of them being intellectual rights
and responsibilities).
(Min. 50 words for each example)
1. Shifts in consumer demand and preferences

Tastes or Preferences: Markets are shaped by individual and collective tastes and
preferences. There are specific factors that direct these tastes and preferences including
cultural norms and information or knowledge about a product as influenced by marketing
strategies.
2. Competitive Pressures
Competitive forces have the power to break or make your small business almost overnight.
What are the barriers that stop others entering the market? Some examples are:
 Strong brands
 Economies of scale
 Experience in the market
 Large investment costs
 What impact will technology have on your market? Technology can lower barriers. It has
both created and mortally wounded whole industries. Example: computers appeared and
typewriters disappeared.
3. Technological changes
Implementation of a new software or technological program in the company. When new
platforms arrive, they begin to replace people's work. This situation generates anxiety and
many changes in the company.
3 Outline 3 strategic planning methodologies (including PESTLE and SWOT

analysis).
(Min. 50 words for each methodology).
A PESTEL analysis is a framework or tool used to analyse and monitor the macro-
environmental factors that may have a profound impact on an organisation’s
performance. This tool is especially useful when starting a new business or
entering a foreign market. It is often used in collaboration with other analytical

business tools such as the SWOT analysis.
WOT (strengths, weaknesses, opportunities, and threats) analysis is a framework
used to evaluate a company's competitive position and to develop strategic
planning. SWOT analysis assesses internal and external factors, as well as current
and future potential. A SWOT analysis is designed to facilitate a realistic, fact-
based, data-driven look at the strengths and weaknesses of an organization, its
initiatives, or an industry.
Mission and Vision are fundamental statements of why you exist and where you
are going organization with a strong sense of identity and purpose tend to develop
more effective strategies. A mission statement communicates the purpose of an
organization. A Vision statement predicts an organization’s future.
https://simplicable.com/new/strategic-planning
4 Outline what internal and external sources of information could be used to
gather data and information on:
 The organisation’s market:

The sources of information that can be used to collect data about the
company's market are:
Customer Surveys,
Complaint and claim format
Interviews with customers.
 Competitors:
Collect information from competitors we can use the following sources:
Buy competitor's products: what better way to know the quality of our
competitors' products than trying them for ourselves. This needs its
previous acquisition in the same place of the competition, where we can
also prove its quality of service.
Visit your stand at fairs and conferences: businesses provide a large

amount of information openly at fair and conference, as they are in search
of new clients or investors, who consult many aspects of the business.
Similarly, they could approach your competition stand and consult as an
interested customer. You could find out about their products, suppliers.
Talk to your suppliers: Getting in touch with competing suppliers can be

a way of knowing your methods of marketing, storage, frequency of stock
purchase. This data could help you improve your own processes. In order
to find the providers of your competition, you must use your business
network.
 Customer base
The information can be collected as follows:

Purchasing Analysis: First of all, we must mention the analysis of

purchases, that is, study what are the items acquired by each customer
and how to get them.
Sales Forecast: A strategic way to use the Customer Database to increase

sales has to do with predicting when they will buy again, considering when
they previously did.
Database Marketing: Another very profitable and almost obligatory way in

relation to the use that can be given to the Client Database, has to do with
Marketing strategies. A large part of this is to analyse the buying habits,
demographic data and psychological attitudes of customers to build buyer
profiles.
 Vision, values and capabilities of the organisation. (Min. 3

sources/points).
Information can be collected through knowledge of the organization's
strategy.
Knowing the Objectives

Through interviews and staff surveys
Observation and
Experimentation.
5 Describe the technique that could be used for developing organizational
values.
(Min 50 words).
The techniques that can be used to develop organizational values are the following:
Evaluate the current organizational culture
A benchmark of the current culture should be taken. To do this, you must really assess what the
position of the company is.
To discover organizational identity, suppliers, customers, employees and the leadership team
must be interviewed, either in focus groups or through an online survey.
Review the strategic business plan
Since the corporate culture is closely linked to the commercial strategy, it is important to define
where it is heading at the beginning of the value process.
Define what the chosen values really mean
An organizational value should be clear what specific behaviours and processes the employee is
supposed to do at work to honour this value.
Incorporate these values into organizational processes

The newly defined values must be integrated into all operational areas, including the talent life
cycle. During recruitment and hiring.
PART 2: BSBMGT617
6 Outline the process that you would follow to develop a business plan (Min.
100 words).
To develop my business plan, I would follow the following process:
1. Started with vision
I start the plan thinking about the direction I want to give the business. You must communicate in
front of where you want to take your business to set the tone of your plan.
2. Formalized the mission
In knowing the vision, I now need to describe what I am going to do to get it in a brief and accessible
way.
3. List the objectives
I list the objectives I intend to achieve.
4. I establish my strategies
These will describe how I can achieve my goals. What is a marketing plan? Sales strategies? Would
you dedicate your time to research and development? What are the strategies I will follow to achieve
the objectives?
5. Creation of an action plan
They must be short-term actions and daily tasks, things I can start doing now to reach the final goal.
7 Describe what performance objectives are, in the context of a business plan,

and how they can be measured.
Provide an example of 2 performance objectives.
Performance Goal-Setting
Performance goals enable employees to plan and organize their work in accordance with achieving
predetermined results or outcomes. By setting and completing effective performance goals,
employees are better able to:
- Develop job knowledge and skills that help them thrive in their work, take on additional
responsibilities, or pursue their career aspirations;
- Support or advance the organization's vision, mission, values, principles, strategies,
and goals;
- Collaborate with their colleagues with greater transparency and mutual understanding;
- Plan and implement successful projects and initiatives; and
- Remain resilient when roadblocks arise and learn from these setbacks.
8 Describe how key stakeholders to support the development of a business plan can be
identified. (Min. 50 words).
The identification of stakeholders to support the business plan is developed during the initialization
and planning phase of the plan. As stakeholder identification we understand the specific definition
of the person or organization (who is it?), And the identification of its degree of influence and
positioning with respect to the project (how does it affect us?).
To carry out this process we can count on different sources of information, such as the historical of
the plan or the project, other directors who have participated in similar projects, experts within the
project or organization team, external consultants, other stakeholders.
The relationship of each stakeholder with the project must be identified.
PART 3: BSBMKG609
9 Consider an organisation that you are familiar with. Address the following:
 Name the company.

 What is their structure?
 What product and/or service do they sell?
 Name 2 marketing strategies that they are following.
El nombre de la empresa es MODEL TEX. Es una empresa dedicada a la

formación integral. La compañía se encarga de realizar, comercializar y
ventas.
10 Briefly describe the following:

 3 types of strategic alliances
 The product development life-cycle
 2 market penetration strategies with existing product and/or service
 Entrepreneurship life-cycle
Product Development stage
The Product development stage is the first part of the Product Life Cycle. This stage is not only
about building the product, it includes carrying out research and testing too.

Market research and competitor analysis are the main part of the research for the development
stage. These are done to get an idea of the potential growth for the product, and to build a business
case to validate the product.
Gathering feedback from test users and testing the product are also vital to the development of the
product.
Once the development of the product is complete it is ready for the introduction stage.
Introduction stage
This is the stage in which the product is initially promoted. Public awareness is very important to the
success of a product. If people don’t know about the product they won’t go out and buy it.
There are two different strategies you can use to introduce your product to consumers. You can use
either a penetration strategy or a skimming strategy. If a penetration strategy is used, then prices
are set very high initially and then gradually lowered over time. This is a good strategy to use if there
are few competitors for your product. Profits are high with this strategy but there is also a great deal
of risk. If people don’t want to pay high prices you may lose out.
The second pricing strategy is a skimming strategy. In this case you set your prices very low at
launch and gradually increase them. This is a good strategy to use if there are many of competitors
who control a large portion of the market. Profits are not a concern under this strategy. The most
important thing is to get your product known and worry about making money at a later time.
11 Briefly describe 3 common marketing strategies and approaches.

Types of marketing strategies.
There are different types of marketing strategies available. Choosing a marketing
strategy includes analysing the needs of the business, its target audience and the
specifications of its products.
The two main types of marketing strategy are:
1. Business to business marketing (B2B)

2. Business to consumer marketing (B2C)
The most common form of marketing is business to consumer marketing (B2C).
Let's explore a little more.
The following are the different types of marketing strategies available.
1. Paid advertising
This includes multiple approaches to marketing. It includes traditional approaches
such as TVC and print media advertising. In addition, one of the best known
marketing approaches is internet marketing. It includes several methods such as
PPC (pay per click) and paid advertising.
2. Cause marketing
Cause marketing links the services and products of a company to a social cause
or problem. It is also known as a cause related to marketing.
3. Relational Marketing
This type of marketing basically focuses on building customers. Improve existing
relationships with customers and improve customer loyalty.
https://www.yodiz.com/blog/8-types-of-marketing-strategies-and-definition/
12 How do you ensure that marketing strategies, approaches and marketing

mix align to organisation’s objectives and are legal, ethical and achievable?
Marketing strategies are developed in accordance with organisational strategy and business
strategy. At a business unit level, marketing strategies have objectives to increase sales, grow
market share and launch products into new markets, or other objectives. In all cases, the strategies
have the aim of attracting inquiries from prospects so that the organisation’s sales
teams can convert those inquiries into sales. Marketing strategies that a marketing manager
proposes to implement for one or more business units must be assessed by stakeholders to ensure
that these strategies are feasible. There could be many departments in the organisation that need
to be convinced that a marketing plan has a sound customer value proposition, a clearly identified
target customer segment and reasonable calculations of the predicted returns from use of human,
physical and financial resources.
Marketing managers need to be effective communicators who present convincing arguments and
evidence for the marketing strategies they recommend.
Develop feasible marketing strategies
Price is the one component of the marketing mix that generates revenue; all other components incur
cost. Therefore, the pricing strategy becomes a trade-off between what the company needs to earn
(to cover its costs and return a profit) and what customers are prepared to pay.
13 Outline 4 legislative and regulatory requirements that are relevant to the

marketing plan.
1. Consumer protection law
When evaluating marketing options, the organisation needs to consider its legal obligations
to customers and competitors, and to ensure there is no risk of conflict, negative publicity
or legal costs through failure to meet those obligations. Information on consumer protection
law can be accessed by following this link to the Australian Consumer Law website:
www.consumerlaw.gov.au/content/the_acl/downloads/consumer_guarantees_guide.pdf
2. Trade Marks Act 1995 (Cth)

Information about how to protect business names, trade marks and other aspects of a
business’s intellectual property can be found on the IP Australia website.
3. Human legislation
Age Discrimination Act 2004 (Cth)
Australian Human Rights Commission Act 1986 (Cth)
Disability Discrimination Act 1992 (Cth)
Racial Discrimination Act 1975 (Cth).
Sex Discrimination Act 1984 (Cth)
Marketing and promotional information must be free of stereotypes and bias towards race, gender,
abilities, religion and politics. Make sure you are aware of any specific laws in your state/territory.
For example, Victoria has the Racial and Religious Tolerance Act 2001; NSW has the Anti-
Discrimination Act 1977. https://www.business.gov.au/marketing/advertising/legal-obligations-of-
marketing
Evidence checklist
Response to questions
TASK 2 – INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT ANALYSIS

This assessment task comprises of:
 A report
 A presentation (role-play)
PART 1: Report
Develop a report that provides a summary of your research on the internal and external business
environment. A template is provided, use the template to complete this assessment task. The report must
be between 600 and 1,000 words.
INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT REPORT

REPORT FOR <COMPANY NAME>
Develop a report that provides a summary of your research on the internal and external business environment. The
report must be between 600 and 1,000 words. The report must address all the following:
CONTENTS
Purpose .................................................................................................................................................................................... 12
Executive Summary ................................................................................................................................................................. 12
Review ..................................................................................................................................................................................... 12
Stakeholder .............................................................................................................................................................................. 14
Data and information collection .............................................................................................................................................. 15
Analysis .................................................................................................................................................................................... 15
Strategic alliances .................................................................................................................................................................... 16
PURPOSE
The purpose of this report is to show the importance and influence of those external and internal factors
that affect the company's ability to function. Some external elements can be manipulated by the
commercialization of the company, while others require the organization to make adjustments, monitor the
basic components of the external environment of your company and keep a close watch at all times.
The environment of a company is composed of factors that constantly change both external and internal -
that affect the operation of the organization. If a new competitor appears in the market, the business
environment is affected. If key customers take their business elsewhere, managers feel the impact. And if
technological advances date from the current methods of an organization to do business, once again, the
management environment has to adapt.
EXECUTIVE SUMMARY
SUMMARY Companies do not operate in a vacuum; They operate in an environment. The business
environment, including what makes it up. The objectives of this document are to develop the ability to
understand and analyse the business environment to analyse opportunities and make decisions under
uncertainty; and to study the nature, scope and importance of the business environment. The business
environment is a dynamic concept or a phenomenon related to emerging trends in business ethics,
corporate social responsibility, corporate governance, consumer citizenship, etc. All managers must have
a solid conceptual and political framework to support the development and use of commercial and
environmental information in decision making. Keywords: analysis, business, environment, business
policies.
REVIEW
Mission
Improve Sales and meet the needs of customers, providing, at the best possible price, quality products and
services, appropriate to their needs; and exceed their expectations, serving them with care, originality, and
attention to detail.
View
To be recognized as the best experts in increasing sales and known for being at the forefront, dignifying
and valuing the Commercial function. We are a successful retailer of goods and services, recognized for
its ability to generate well-being for our customers, employees, shareholders, and our community in general.
Values
The corporate values that identify the company are:
• Honesty: We do what we say and say what we do. We are trustworthy and always conduct
ourselves honourably”
• Simplicity: We believe that good things, the simpler they are, the better they are.
• Loyalty: "We are committed to our partners, our clients and we count on them generously
before making a decision."
• Effectiveness: The best way to check if the work has produced the expected results is to
go directly to the income statement. The Commercial Force team puts figures at the
targets, with an average increase in sales between 10 and 15% on average.
• Excellence: for the professionals that make up the company, there is only one way to do
things; And that way is to do them well, at the first and exceeding customer expectations.
• Positivity: The Commercial Force culture implies seeing opportunities where others see
problems, which implies always looking for an effective and clearly positive solution for all.
• Passion: in a company founded by passionate managers from the world of management
and commercial Human Resources, each project is approached with total dedication from
the beginning.
• Innovation: What makes a company really competitive is the constant improvement and
rapid adaptation to the new needs of customers, a real obsession to always be one step is
an inseparable part of the Commercial Force.

STAKEHOLDER
 Develop a stakeholder analysis matrix
 Formulate a strategy to gain support for the strategic planning process from all relevant stakeholders
Stakeholders: - Stakeholders are another important dimension of the business environment. In addition
to the founders, suppliers, customers and employees, public companies must deal with boards of
directors, investors, stock market analysts, business reporters, and regulatory authorities.
STAKEHOLDER ANALYSIS MATRIX
Stakeholder Contact Person Impact Influence What is How could the How could Strategy for
Name important to stakeholder the engaging the
Phone, Email, How How
the contribute to stakeholder stakeholder
Website, Address much much
stakeholder? the project? block the
does the influence
project?
project do they
impact have over
them? the
(Low, project?
Medium, (Low,
High) Medium,
High)
Project Carlos Davida High High Maintaining Agree with the Going on Monthly
Manager cdavida@nu.org working members of strike round-table
0998 765 287 conditions the company discussions
new policies
and
procedures.
Supervisors Viki Chan High Medium Maximising Communicate Making Information

vchan@pag.org quality of with other complaints and feedback
888 587 101 care for stakeholders to about quality meetings
employees express their of service every 6
support for after the months
reforms reports
Sponsors Jane Smith Low High Support to Print stories Printing Quarterly
jsmith@stn.com company that support stories that press
888 587 101 processes the new oppose the meetings
reforms new reforms

DATA AND INFORMATION COLLECTION
 Surveys
 Individual and group interviews
 Observation
 Experimentation
 Market Study
 Visit to the competition
 Strategic alliances
ANALYSIS
The popular techniques of environmental scanning are: (1) SWOT Analysis (2) QUEST Analysis (3)
PESTLE Analysis (4) Industry Analysis and (5) Competitor .
Analysis SWOT ANALYSIS: In this technique firm will study its strengths and weaknesses in terms
of finance, intellectual capital, location etc., and opportunities and threats like takeovers and mergers,
market trends, strategic alliances, global recession, entry of rival firms, legal reforms etc.
QUEST ANALYSIS: QUEST stands for Quick Environmental Scanning Technique. It is a four step
process which uses scenario – writing for scanning the environment and identify the strategic options.
The Four steps involved in applying this technique are – Observe and identify the major trend and events
in the industry, ii. Speculate on the major events or issues that might affect your organisation, iii.
Prepare a Report containing summary findings and their implications and 3-5 scenarios related to the
themes or issues, and iv. Review the report and come out with feasible strategic options to deal with
the evolving environment of business.
PESTLE ANALYSIS: PESTLE analysis involves identifying the political, economic, socio-cultural,
technological, legal and environmental influences of an organisation or policy in the past, and how
they might do so in future.

should be done before SWOT not after. If education and demographics are added to PESTLE
it becomes STEEPLED.
STRATEGIC ALLIANCES
Regardless of the industry or type of business, strategic alliances are the best way for a company to compete and
succeed in today’s networked economy. But building a strategic alliance and making it work are not easy. Partnering
well is a key core competence, and it is one that needs to be developed.
The principles for developing that competence apply to any type of alliance. I will describe some of those principles in
this article, as well as some of the risks that a company will face and the benefits it will derive from entering into a
strategic alliance.
STRATEGIC ALLIANCES TODAY

Strategic alliances are critical to organizations for a number of key reasons:
1. Organic growth alone is insufficient for meeting most organizations’ required rate of growth.
2. Speed to market is of the essence, and partnerships greatly reduce speed to market.
3. Complexity is increasing, and no one organization has the required total expertise to best serve the customer.
4.Partnerships can defray rising research and development costs.
5. Alliances facilitate access to global markets.
In recent years, there has been an explosion of alliances around the world and across industries. For example:
1. In an effort to establish itself as a force in European and Japanese markets, the Nasdaq formed a joint venture with
SSI Technologies of India to develop an Internet-based trading and market system to launch Nasdaq Europe and
Nasdaq Japan.

PART 2: Presentation
Schedule a meeting, about 30 minutes, with the trainer and assessor to present your report in week 3 of
delivery. The trainer and assessor will play the role of a senior manager in the organisation and provides
feedback on:
 The refinement of the mission, vision and values

 The content, structure and overall quality of your report
 Consistency with the perspective of the organisation
PART 3: Feedback to be implemented
Take note of the feedback and record it below – add additional rows if needed:
Feedback Changes to report

Improve stakeholder intervention in project Programan Changes
execution
Implementation of new commercial Make new Alliance
strategies
Perform periodic monitoring of activities Programming of new activities with the
general management
Promote new sales strategies Perform field work
Please note that the trainer and assessor will check that the feedback provided during the meeting has
been implemented in your submission of the report.
Please consider that this is an assessable task and your trainer and assessor will review your performance
in the role play.
Evidence checklist
 Internal and external business environment report to be submitted

 Observation checklist (Role-Play) completed by the trainer and assessor
 List of changes applied to the report based on the meeting with the stakeholder to be completed in
this document.

TASK 3 – STRATEGIC PLAN

 A strategic plan
 A presentation (role-play)
PART 1: Strategic Plan
Develop and write a strategic plan. Use the template provided and address every section of the template
as instructed.
CONTENTS
The Business ............................................................................................................................................................................ 19
Company Ownership/Structure ........................................................................................................................................... 19
Vision ................................................................................................................................................................................... 20
Mission and Values .............................................................................................................................................................. 20
Products and Services .......................................................................................................................................................... 21
Research, analysis, and background ........................................................................................................................................ 22
Analysis ................................................................................................................................................................................ 23
Cooperative alliances ........................................................................................................................................................... 24
Strategy .................................................................................................................................................................................... 25
Strategy and strategic objectives ......................................................................................................................................... 25
Risks and assumptions ......................................................................................................................................................... 26
Cost/Benefits Analysis ......................................................................................................................................................... 27
Implementation plan ............................................................................................................................................................... 29
Monitoring and reporting ........................................................................................................................................................ 30
Appendix .................................................................................................................................................................................. 31
Executive Summary
Nowadays companies must design and implement a strategic plan since this allows to increase the chances
of success. Strategic planning is a process through which an organization defines its long-term vision and
the strategies to achieve them based on the analysis of its strengths, weaknesses, opportunities and threats
that must be carried out by all the companies. In order for strategic planning to become important for the
company, managers must be clear about their raison d'être, where they want to go and on what basis each
of their actions is based. The strategic planning process is a responsibility of all the members of the
company and a fundamental task to carry out any decision process. This report aims to show the Strategic
Plan for a commercial company.
The objective of the research is to get the company to implement the strategic plan, because it is not a
secret that the market is a changing world that seeks innovations, it is for this reason that the Company
must be in constant change to offer your products and be able to satisfy the audience
The Business
The company is a commercial company which is dedicated to the marketing and distribution of textiles and
clothing called MODEL TEX. The company is a family business and very small. It has in the market 5 years
of management of its commercial and administrative work. The company intends to expand its sales with
the opening of a new headquarters. For this purpose you are thinking of hiring new sales staff and an
organizational advisor to help guide the business to a safe expansion.
COMPANY OWNERSHIP/STRUCTURE
The company has a CEO AND ITS RESPECTIVE WORK TEAMS. The Company has the financial team,
technical team, the Human Resources airline and the Administrative team

VISION
View
To be recognized as the best experts in increasing sales and known for being at the forefront, dignifying and valuing
the Commercial function. We are a successful retailer of goods and services, recognized for its ability to generate well-
being for our customers, employees, shareholders, and our community in general.
MISSION AND VALUES

Mission
Improve Sales and meet the needs of customers, providing, at the best possible price, quality products and services,
appropriate to their needs; and exceed their expectations, serving them with care, originality, and attention to detail.

Values
• Honesty: We do what we say and say what we do. We are trustworthy and always conduct ourselves
honourably”
• Loyalty: "We are committed to our partners, our clients and we count on them generously before
making a decision."
• Effectiveness: The best way to check if the work has produced the expected results is to go directly
to the income statement. The Commercial Force team puts figures at the targets, with an average
increase in sales between 10 and 15% on average.
• Excellence: for the professionals that make up the company, there is only one way to do things; And
that way is to do them well, at the first and exceeding customer expectations.
• Positivity: The Commercial Force culture implies seeing opportunities where others see problems,
which implies always looking for an effective and clearly positive solution for all.
• Passion: in a company founded by passionate managers from the world of management and
commercial Human Resources, each project is approached with total dedication from the beginning.
• Innovation: What makes a company really competitive is the constant improvement and rapid
adaptation to the new needs of customers, a real obsession to always be one step is an inseparable
part of the Commercial Force
PRODUCTS AND SERVICES

The company is a commercial and production company dedicated to the textile sector. This is the
industry sector dedicated to the production of fibers - natural and synthetic fibers -, yarns, fabrics
and products related to clothing manufacturing.
Textile materials - fibers, threads, fabrics and clothing - are products of mass consumption, which
is why the textile and clothing industry generates a large number of direct and indirect jobs, an
important weight in the world economy and a strong impact on employment and the
unemployment rate in the countries where it is installed. The services offered are oriented to the
sale and manufacture of clothing. The company offers quality services always satisfying the needs
and interests of the costumers.

Research, analysis, and background

In the analysis made to the company MODEL TEX it can be observed that it presents a lack of
defined strategic planning because managers make decisions subjectively and on the fly. This
situation is presented by the lack of awareness of the management staff about the importance of
planning in
all areas of the company, the tendency to obtain immediate results, the difficulty in forecasting
future events and that the company does not have the appropriate staff to develop the planning
work, an activity that requires specialized knowledge of the company of the industry and a
future vision The lack of communication with employees, since they do not know the direction of
the company. According to the analysis performed, there is a lack of implementation of a strategic
plan.
Past events may lead the company not to take advantage of the opportunities offered by the
company and the strengths of the company, aspects that demonstrate the need to develop a
strategic plan that guarantees future success; if this situation continues, the company could be
forced to leave
the market as has happened with many companies. This situation makes it necessary to design
and implement a strategic plan with the participation of managers and other members of the
company, where they will commit to meet the main objectives of the company, which will allow
them to recognize their weaknesses and take advantage of the opportunities that the environment
presents to them.
Become a sustainable company in the industry.

ANALYSIS
MARKET ANALYSIS
For this analysis, 20 clients were surveyed to identify the level of satisfaction with the
company's work, price behaviour, quality and advertising effectiveness.
55% of the companies surveyed said that the company has been their supplier for less than
five years, this is because the company has been in the market for this time. On the other
hand, 25% of companies have been clients for less than a year, which are well-known
companies in the country.
75% of respondents said that the products sold by the company are not superior in quality
than those of the competition, this is because the products are similar and have the same
quality. The other 25% responded that the products are superior in quality than those of the competition,
since they said they had no complaints.
The majority of customers said that the company should increase its advertising, because the company
must make its products known in the market and in the textile sector in the country. 5% responded that
shouldn't increase your advertising.
CONSUMER PROFILE
The consumer profile is oriented to the young population. They are young people, unfit and with good
taste. They are oriented to the youthful but formal.
COMPETITION ANALYSIS
To carry out this process, a differentiation strategy was used. It consists of that strategy that puts all its
emphasis on the achievement of some difference in any important aspect desired by the buyer, through
a series of actions in the company, which gives it the possibility of raising the price and the margin of
Benefits. If the company in question is able to offer any product or service that is truly valued by potential
customers, the company may be differentiated from its competitors.
COOPERATIVE ALLIANCES
The company has made strategic alliances as business cooperation formulas, whereby companies
voluntarily agree to share some resource to develop a strategy that results in competitive advantages for
alliance members.
This alliance serves to create more value for customers and for end consumers.
 Provide a better service to customers.

 Enter new markets.
 Develop new products that respond to new market demands.
 Achieve greater bargaining power with customers or suppliers.
 Tackle innovation projects together.
 Share investments in communication to achieve greater visibility and strengthen the brand image.
 Incorporate resources (human, material or technological) difficult to assume independently.
 Share knowledge regarding:
 Technological and / or management know-how.
 Market / country
 Share investment risk
Strategy
STRATEGY AND STRATEGIC OBJECTIVES

Strategies.
The company used a series of strategies to achieve the implementation of a successful strategic planning.
The strategies implemented are described below:
Cost leadership strategy.
One reason to follow direct, backward and horizontal integration strategies is to obtain leadership benefits
from low cost and higher value costs. But generally cost leadership should be followed in conjunction with
the differentiation. According to Porter, it consists in achieving total cost leadership in an industrial sector
through a set of policies oriented towards this objective.
Basically, cost leadership is based on the need to sell more than our competitors and in this way, although
the margins may be smaller, achieve a sustainable competitive position.
Differentiation strategies.
It consists of that strategy that puts all its emphasis on the achievement of some difference in any important
aspect desired by the buyer, through a series of actions in the company, which gives it the possibility of
raising the price and the margin of Benefits. If the company in question is capable
If you offer a product or service that is truly valued by potential customers, the company can differentiate
itself from its competitors.
objectives.
General objective.
Design and implement a strategic plan for the MODELTEX company.
Specific objectives.
Perform an internal analysis of the company.

Carry out an external analysis of the company.
Conduct an interview with the management to prepare the address and strategic diagnosis of the
company MODELTEX
Analyse the information collected and propose the strategies that allow the company sustainability in the
market.
Implement the strategic plan to the company.
Expected results.
Administrative Field
MODELTEX is expected. implement strategic planning to improve decision-making processes, which will
allow the company to create new strategies that will determine the movements in the market, which will
improve the financial performance of the company and strengthen its position in the industry.
Business Field
There is an expectation that the company has an evolution internally and externally. Internally, it is expected
that through research it will have a basis for planning all its activities and thus have a reference point for
action.
Financial Field
The company is expected to increase its sales rates and thus also increase its revenues, significantly
improving its profits and its profitability index. The company will seek to find other options to diversify income
and profits when entering new businesses
RISKS AND ASSUMPTIONS
Outline the key risks and assumptions that have been considered when developing this strategic plan.
1) Ignorance of the process: Not having updated or customized the Mission and Vision of the company,
can cause risks for not having clear the purpose, the objectives to be achieved, as well as where the
organization wants to reach. Divergent opinions can also be presented among their directors, managers,
who point to different directions, for not sharing the same Vision and Mission.

2) If the strategic measures and guidelines, the goals to be achieved, the strategic actions and the resources
that must be channeled in this respect are not formalized, or updated, they can cause the risk that the real
business results present serious negative deviations that influence in its cash flow and delays in the
execution of the Strategic Plan.
3) The omissions in the SWOT analysis may result in the company not taking advantage of its Strengths,
or taking advantage of business Opportunities, reducing the sales it could have achieved. The lack of
identification and quantification of the Weaknesses of the company in the face of competition can cause
the risk of losing image and customers. The non-identification of the threats of local and international
competition may cause risks of delays in the execution of planning and transfer of market share.
Believing that the business model is permanent, that it does not require periodic review, or at least every
two years and believes that sales will continue indefinitely, your company is a candidate to lose strong
market share.
COST/BENEFITS ANALYS IS
Undertake a cost/benefit analysis and provide the results of the analysis below.
The cost-benefit analysis performed by the company is shown as a financial tool that measures the
relationship between the costs and benefits associated with an investment project in order to assess its
profitability, understood as an investment project not only as the creation of a new business, but also, as
investments that can be made in an ongoing business such as the development of new product or the
acquisition of new machinery.
While the cost-benefit ratio (B / C), also known as the net rate of return, is a ratio obtained by dividing the
Current Value of Net Total Income or Net Benefits (VAI) by the Current Value of Costs of investment or
total costs (VAC) of a project.
B / C = VAI / VAC
According to the cost-benefit analysis, a project or business will be profitable when the cost-benefit
ratio is greater than the unit.
B / C> 1 → the project is profitable
The necessary steps to find and analyze the cost-benefit ratio are the following:

Find costs and benefits: First, we find the projection of investment costs or total costs and the total net
income or net benefits of the project or business for a given period of time.
Convert costs and benefits to a current value: because the amounts we have projected do not take
into account the value of money over time (today they would have another value), we must update
them through a discount rate.
The company wants to determine if the company will remain profitable and for this we decided to
analyze the cost-benefit ratio for the next 2 years.
The projection of our income at the end of the 2 years is US $ 300,000, expecting a 12% annual rate
of return (taking as a reference the rate offered by other investments).
Likewise, we plan to invest US $ 260,000 in the same period, considering an annual interest rate of
20% (based on the bank interest rate).
Finding B / C:
B / C = VAI / VAC
B / C = (300000 / (1 + 0.12) 2) / (260000 / (1 + 0.20) 2)
B / C = 239158.16 / 180555.55
B / C = 1.32
As the cost-benefit ratio is greater than 1, we can say that our company will continue to be profitable
for the next 2 years. As an interpretation of the results, we can say that for every dollar we invest in
the company, we get 0.32 dollars.
B/C = VAI / VAC
B/C = (300000 / (1 + 0.12)2) / (260000 / (1 + 0.20)2)
B/C = 239158.16 / 180555.55
B/C = 1.32

Implementation plan
Implementation plan
Actions:
The implementation of the Strategic Plan for the company will allow the company to achieve an address
that lead to the fulfilment of goals and objectives.
 The implementation of the strategic plan for the company will allow you to develop strategies
which will help overcome the difficulties of your internal and external environment.
 The implementation of the strategy requires that the company set annual goals, formulate
policies, motivate employees and allocate resources to implement the strategies.
 The strategies proposed in the research work will help the company reach a more competitive
position in the sector, increasing its market share and strengthening the company's image within
the industry and potential customers.
 The fact that in the financial projections feasibility results were obtained for the project, it allows
to justify the implementation of the strategies embodied and their potential success.
 The management indicators proposed are a control tool that will allow managers to know the
current situation of the company and easily detect possible problems that occur to give them a
quick solution.
 Strategic planning is a management tool; as such, its implementation in the company entails an
effort on the part of the management of the company and each of its areas
Resource requirements: (physical and human resources) to implement the company's strategic plan,
physical resources and human resources are taken into account. These resources will be secured taking
into account the company's guidelines. Training needs will be determined taking into account the results
of employee evaluations.

• Schedule a time with two or three classmates to review your strategic plan in week 5 of delivery
Monitoring and reporting

Strategic planning process
This strategic plan represents the five-year planning cycle for the First phase and is based on the previous
strategic plan. The key elements of the strategic planning process are summarized below:
Figure 1 - Strategic planning process
What follows in this document is a sample strategic plan that includes the following sections:
Step 1: Mission, Vision and Values;
Step 2: Current State Analysis;
Step 3: Strategic Priorities and Activities;

Step 4: Prioritization of Activities; and
Step 5: Determination of Key Performance Indicators.
A. Annual Goal Setting and Budget Planning Template-
1. Mission, Vision, Values
The strategic planning process reaffirms the mission and vision of the community, the strategic priorities to
accomplish the vision, and reconfirms values to maintain a works towards meeting the priorities.
Appendix
(Optional), collect the data that were used to develop the plan.
 Schedule a time with two or three classmates to review your strategic plan in week 5 of delivery.
The review will be in a meeting setting where you will present the strategic plan
 Presentation time (when you illustrate the plan and engage with the stakeholders) is 20 minutes.
Feedback time, for the stakeholders to complete the feedback report, is 10 minutes
 Prepare enough copies of the plan to be shared during the presentation
 Your classmates will play the role of senior managers in the organisation and they will listen to your
presentation, ask for further information and provide feedback
 Print the feedback report, have your classmates sign the hard copy and submit the feedback report
template completed and signed by your classmates, to your trainer and assessor
Your trainer and assessor will upload the feedback report as evidence.
PART 3: Feedback to be implemented
Take note of the feedback and record it below -add rows if needed:
Feedback Changes to strategic plan

The result of the process carried out is Changes in some policies that are outdated.
satisfactory.
Establishment of roles and responsibilities Initial Programming Settings.
of team members.

Please note that the trainer and assessor will check that the feedback provided during the meeting has
been implemented in your submission of the report.
Evidence checklist
 Strategic Plan to be submitted

 Feedback report from classmates to be uploaded by trainer
 List of changes applied to the strategic plan based on the meeting with the stakeholders to be
completed in this document
TASK 4 – IMPLEMENTATION OF THE STRATEGIC PLAN
Address the scenarios below.
You are 6 to 12 months into the implementation of your strategic plan and the following occurs
a) The value of the Australian currency drops considerably

b) The country where you have operations outside Australia is in political turmoil and this may have
repercussions on safety in the country
c) Your number one competitor has just launched a better-quality product or service in the market at
a lower price
d) You are finding difficult to fill key positions in the company
e) The executive management team is not embracing the implementation of the strategic plan while
operational staff is overworked, and middle management is left alone in the leadership effort
f) A system error in the production process, cause a major problem with your product or service and
all clients purchasing that product or service in the past week, must be called and reimbursed
g) One of the major risks that you have identified occurs
 Choose three of the scenarios above that most severely impact on your strategic plan.
Scenarios selected:
 The number one competitor has just launched a better-quality product or service in
the market at a lower price.
 They are finding difficult to fill key positions in the company.

 The executive management team is not embracing the implementation of the

strategic plan while operational staff is overworked, and middle management is left
alone in the leadership effort.
 For each of the three scenarios that you have selected:

1. Provide details of the scenario customising it and contextualising it the organisation and
strategic plan-
2. Clearly identify what impact the scenario has on the implementation of the strategic plan
and the achievement of the desired future state of the company.
3. Outline what actions need to be taken to address the scenario.
First scenario:
This situation is very inconvenient for the company, because at this time we were not
prepared to face the launch of a new product by the company. This situation implies a greater
effort. We must start the Strategic Plan and direct the objectives to the new launch.
The impact that this situation has on the company is very strong. The company must take
immediate action to achieve a new position. At this time a new product that was ready but
would be presented for the next collection will be launched.
Below are the actions that will be taken:
- Implementation of the new commercial policies.
- Adjustments in the schedules and delivery dates.
- -Meetings of monitoring and supervision of the products to be launched.
- Implementation of new marketing, sales and advertising strategies.
- -Use of strategic alliances.
- -Rotation of the existing ones.
- Definition of new roles and responsibilities.
 Use of the communications plan for the entire company.
 Training aimed at new releases.
(Min. 150 words)
Second scenario:

At the moment it is very difficult for the company to establish new key positions because the
budget has been limited taking into account the implementation of the strategic plan. For this
reason, it has become necessary to distribute roles and responsibilities in existing positions
taking into account that they should not be overloaded.
Each member of the team was assigned new responsibilities taking into account a schedule
of activities. The dates must be met in order to deliver the final work with good results.
Actions:
- Hold periodic meetings with the aim of improving results.
- Carry out a follow-up plan for all personnel by their leaders.
- Deliver weekly results.
- -Presentation of reports to the board of directors.
- -Implementation of a training and development program to strengthen skills in
employees and improve the work environment.
- Perform observation and experimental field work.
- Carry out intermediate activities that encourage the participation of all team
members.
- -Establish attainable goals and purposes.
- -Use performance measurement indicators.
Third scenario:
The executive management team is not adopting the strategic plan implementation while
the operational staff is overworked, and intermediate management is left alone in the
leadership effort.
This situation is not convenient for the company. It is currently being affected because the
organization and strategic planning is not observed. All team members must actively
participate in the development of activities.
Due to this situation, there have been problems in the quality of the service and the
products, we have presented difficulties in the delivery of the products and complaints have
been filed by customers. Each collaborator is responsible for their process. But it is

everyone's responsibility to actively participate in the implementation of the strategic plan.

The company is without direction and a bit disorganized in its processes, for this reason it
is time to take the necessary measures.
The impact has been negative considering the appreciations of the clients and the results
in the service.
Actions:
- Function Distribution
- Follow-up meetings
- Periodic evaluations of bosses and team members.
- Establishment of new roles and responsibilities.
- Implementation of a Change Management process.
- Decision making.
- Implementation of leadership schools.
 Considering the impact of three scenarios on the company and the strategic plan and
considering the feedback that your colleagues provided on your strategic plan, outline what
changes or refinements will be made to the strategic plan and the strategic planning process.
(Min. 100 words).
Changes and improvements to the Strategic plan:
-Staff training.
Training is development and involves obtaining tools that can be used to improve the
performance of a company and, of course, of employees, for this reason the managers of
the company should not think that training is an expense if not the opposite It is an
investment. It is so important to keep the staff trained, so that they can rely on it as
competitive advantage over your competition.
With the above, the best strategy that the company can implement is to have the training
provided by entities,

access training for work through virtual learning environments, thus eliminating the costs of
time, displacement and rigidity of
schedules
Another strategy for training is to implement their own training through staff who are trained
to teach others the knowledge they acquired through other entities, or by experience in the
company.
Staff Motivation
According to the analyzes that were carried out in the company, it was found that there is a
high turnover of personnel, the main reason (according to researchers) is the low motivation
towards the work that each employee develops in the company. For this reason we want to
demonstrate the importance of motivation towards employees and the possible motivations
that can increase
the degree of commitment of the employees towards the company.
Motivation is a fundamental mechanism for business success since it depends largely on
obtaining the objectives of the company. Therefore, the company must motivate its
employees so that their activities do not become an oppressive activity.
The adequacy of the person to the job: This technique seeks to incorporate in a specific
job that person who has the knowledge, skills and experience to develop the job with
guarantees and who is also motivated and interested in the characteristics of it.
Participation and delegation: This technique involves the participation of workers in the
design and planning of their work. It is based on the fact that it is the workers themselves
who best know how to do their job and therefore who can propose the most effective
improvements or modifications.
Evidence checklist
 Addressing of the strategic plan in Task 4 of this document.

TASK 5 – BUSINESS PLAN

Develop a business plan using the template provided.
Evidence checklist
 Business plan to be submitted.
BUSINESS PLAN
CONTENTS
The Business ............................................................................................................................................................................ 38
Company Ownership/Structure ........................................................................................................................................... 39
Vision ................................................................................................................................................................................... 39
Mission and Values .............................................................................................................................................................. 39
Strategic Objectives ............................................................................................................................................................. 40
The Industry ......................................................................................................................................................................... 41
Legal Considerations ............................................................................................................................................................ 42
Products and Services .......................................................................................................................................................... 43
Operations ........................................................................................................................................................................... 43
Management Team .............................................................................................................................................................. 44
Risks and assumption........................................................................................................................................................... 44
Marketing Plan......................................................................................................................................................................... 44
The finances and resources ..................................................................................................................................................... 45
Resource requirements ....................................................................................................................................................... 45
Finance required – period: ................................................................................................................................................... 46
Appendix .................................................................................................................................................................................. 48
Executive Summary
The strategic planning process is a responsibility of all the members of the company and a fundamental
task to carry out any decision process. The researchers decided to design and implement a strategic plan
for the company MODELTEX., A company dedicated to the design, manufacture and sale of high quality
textiles. The company has been running for 5 years.
This company offers enough information to perform this work. The objective of the research is to get the
company to implement the strategic plan, because it is not a secret that the market is a world
changing that seeks innovations, it is for this reason that the company must be constantly changing to offer
its products and be able to satisfy Your audience. The possible limitations that may arise with the company
would be to obtain really reliable historical information, since this is a small family business and many of its
processes have been carried out improvised way.
1. Subject.
Strategic planning.
2. Problem
2.1 Approach.
In the analysis made to the company, it is observed that it presents a lack of defined strategic planning
because managers make decisions subjectively and on the fly. This situation is presented by the lack of
awareness of the management staff about the importance of planning in all areas of the company, the
tendency to obtain immediate results, the difficulty in forecasting future events and that the company does
not It has the appropriate staff to develop the planning work, an activity that requires specialized knowledge
of the company, the industry and a vision for the future. The lack of communication with employees, since
they do not know the direction of the company. According to the analysis performed, there is a lack of
Implementation of a strategic plan.
The Business

COMPANY OWNERSHIP/STRUCTURE
Provide an outline of the company structure, ownership and add an organisational structure. (Min. 50 words).
VISION
View
To be recognized as the best experts in increasing sales and known for being at the forefront, dignifying and valuing
the Commercial function. We are a successful retailer of goods and services, recognized for its ability to generate well-
being for our customers, employees, shareholders, and our community in general.
MISSION AND VALUES

Mission
Improve Sales and meet the needs of customers, providing, at the best possible price, quality products and services,
appropriate to their needs; and exceed their expectations, serving them with care, originality, and attention to detail.
Values
• Honesty: We do what we say and say what we do. We are trustworthy and always conduct ourselves
honourably”
• Loyalty: "We are committed to our partners, our clients and we count on them generously before
making a decision."
• Effectiveness: The best way to check if the work has produced the expected results is to go directly
to the income statement. The Commercial Force team puts figures at the targets, with an average
increase in sales between 10 and 15% on average.
• Excellence: for the professionals that make up the company, there is only one way to do things; And
that way is to do them well, at the first and exceeding customer expectations.

• Positivity: The Commercial Force culture implies seeing opportunities where others see problems,
which implies always looking for an effective and clearly positive solution for all.
• Passion: in a company founded by passionate managers from the world of management and
commercial Human Resources, each project is approached with total dedication from the beginning.
• Innovation: What makes a company really competitive is the constant improvement and rapid
adaptation to the new needs of customers, a real obsession to always be one step is an inseparable
part of the Commercial Force.
STRATEGIC OBJECTIVES
Strategies.
 The company used a series of strategies to achieve the implementation of a successful strategic
planning. The strategies implemented are described below:
 Cost leadership strategy.
 One reason to follow direct, backward and horizontal integration strategies is to obtain leadership
benefits from low cost and higher value costs. But generally cost leadership should be followed in
conjunction with the
 differentiation. According to Porter, it consists in achieving total cost leadership in an industrial sector
through a set of policies oriented towards this objective.
 Basically, cost leadership is based on the need to sell more than our competitors and in this way,
although the margins may be smaller, achieve a sustainable competitive position.
 Differentiation strategies.
 It consists of that strategy that puts all its emphasis on the achievement of some difference in any
important aspect desired by the buyer, through a series of actions in the company, which gives it the
possibility of raising the price and the margin of Benefits. If the company in question is capable
 If you offer a product or service that is truly valued by potential customers, the company can differentiate
itself from its competitors.
objectives.
 General objective.
 Design and implement a strategic plan for the MODELTEX company.
 Specific objectives.
 Perform an internal analysis of the company.
 Carry out an external analysis of the company.

 Conduct an interview with the management to prepare the address and strategic diagnosis of the
company MODELTEX
 Analyse the information collected and propose the strategies that allow the company sustainability in
the market.
 Implement the strategic plan to the company.
Expected results
Administrative Field
MODELTEX is expected. implement strategic planning to improve decision-making processes, which
will allow the company to create new strategies that will determine the movements in the market, which
will improve the financial performance of the company and strengthen its position in the industry.
Business Field
There is an expectation that the company has an evolution internally and externally. Internally, it is
expected that through research it will have a basis for planning all its activities and thus have a reference
point for action.
Financial Field
 The company is expected to increase its sales rates and thus also increase its revenues, significantly
improving its profits and its profitability index. The company will seek to find other options to diversify
income and profits when entering new businesses
THE INDUSTRY
Industry Opportunities
The textile industry marks the beginning of a digital reality that is changing the rules of production, workforce,
doing business and even society. More than just talking about advanced technologies, the focus is on how
organizations can take advantage of them to boost their operations and increase their productivity.
Once organizations have adopted this new culture of tool adoption and collaboration, the next step is to
think about what other technologies can help drive the company's sustainable growth.
That is why process automation must be a standard practice for all companies in all industries; By
automating central and repetitive processes, such as the process of financial closure, employees' time is
significantly freed to focus on other more innovative tasks that can generate real value for the business.
As a growing audience of young people integrates to work in companies of all sectors, it is normal for their
needs and business needs to change, in every way. At the same time the evolution of technology itself
leads all businesses to modify processes and adopt new solutions to become more efficient, more
integrated and provide a collaborative work environment.
This modernization process is part of the global phenomenon that has come to be known as a digital
transformation and to understand it it is necessary to consider the fact that current work tools must be
adapted to new needs and the doors that have been opened in recent years thanks to the evolution of
technology.
To be prepared for this changing reality, today's businesses must take into account that even the simplest
processes can be optimized and made safer and more efficient. Tasks that were previously considered
simple, are now subject to constant improvements, whether for information management, workflow
management or other auxiliary tasks to the core of the business.
The current work teams are changing, the need to digitize processes is increasingly common, not only for
operational and efficiency purposes, but also taking into account that information security is vital to the
operations of each company. The tools available to business leaders and all members of the operation are
increasingly safe and therefore generate a constant interest among the main decision makers.
Current work teams seek a more integrated work experience, the possibility of collaborative work and
management tools that automate the greatest number of processes. Through software tools, mobile
applications and comprehensive services it is possible to provide these and more benefits, but before
entering fully into this process it is necessary to evaluate the ability of each company to carry out the
activities involved with this topic.
At present, companies that are looking for the most efficient way to start this process can benefit greatly
from scalability, that is, the ability to increase capacities to the solutions they have, gradually and planned.
This means that businesses are not required to make an expensive investment to get on the right path to a
more modern, efficient and intelligent office.
LEGAL CONSIDERATIONS
Business Law
Legal Considerations When Doing Business in Australia
There are several regulations that you must follow in order to remain compliant in Australia.
There are several regulations that you must follow in order to remain compliant in Australia.
Director: When incorporating a business in Australia, you should have at least one resident Australian
director. If you do not, then a nominee director could be appointed to overcome the barriers to entry and
allow you to set up and trade in the country.
Licenses: Some industries and sectors require licenses and permits before you can legally operate. Be
sure you work with a local business specialist who can apply for licenses on your behalf to speed up the
process and ensure it’s processed correctly. In the Australian mining sector, for example, you’ll need to apply for
special permits to prove that you have the expertise to launch a safe and compliant mining operation.
Foreign Investors: As a foreign investor looking to expand your operations to Australia, you should follow the Foreign
Investment Policy. In particular industries, such as mining and agriculture, special guarantees and privileges are offered
to investors.
Annual Reports: All Australian businesses are required by law to report information about shareholders, directors,
company executives, and the company’s financial position in an Annual Return. Depending on the scope of your firm,
this information may be made available to the public, which is something to take into consideration. In addition, you
must comply with the Australian company tax system and pay on time.
Confidentiality: Shareholder and director identities are available for anyone to view on the Australian Business Register,
designed to increase business transparency and reduce the chances of corruption. In some sectors and niches, having
information like your name and address readily available to the public could be compromising, so you may want to
consider the benefits of a nominee director who is resident in Australia. https://www.bizlatinhub.com/legal-
considerations-australia-doing-business/

The MODELTEX company is a textile industry dedicated to the production of fibers - natural and synthetic fibers -,
yarns, fabrics and products related to clothing manufacturing.
Textile materials - fibers, threads, fabrics and clothing - are products of mass consumption, which is why the textile
and clothing industry generates a large number of direct and indirect jobs, an important weight in the world
economy and a strong impact on employment and the unemployment rate in the countries where it is installed. It is
one of the most controversial industrial sectors, both in the definition of international trade agreements and for its
traditional breach of minimum labor and wage conditions due to its constant relocation.
OPERATIONS

List suppliers (if applicable); plant and equipment (existing or needed); production process (if applicable);
distribution channels; technology used in the business (or needed); payment, return/warranty and credit policy .
MANAGEMENT TEAM
Key personnel: name, role, responsibility, competencies and experience .
Project Manager: Its function is to watch over all the processes and procedures carried out in the company.
From the search for new channels to the closing of the processes.
RISKS AND ASSUMPTION
Outline the key risks and assumptions that have been considered in developing this business plan.
1) Ignorance of the process: Not having updated or customized the Mission and Vision of the company,
can cause risks for not having clear the purpose, the objectives to be achieved, as well as where the
organization wants to reach. Divergent opinions can also be presented among their directors, managers,
who point to different directions, for not sharing the same Vision and Mission.
2) If the strategic measures and guidelines, the goals to be achieved, the strategic actions and the resources
that must be channelled in this respect are not formalized, or updated, they can cause the risk that the real
business results present serious negative deviations that influence in its cash flow and delays in the
execution of the Strategic Plan.
3) The omissions in the SWOT analysis may result in the company not taking advantage of its Strengths,
or taking advantage of business Opportunities, reducing the sales it could have achieved. The lack of
identification and quantification of the Weaknesses of the company in the face of competition can cause
the risk of losing image and customers. The non-identification of the threats of local and international
competition may cause risks of delays in the execution of planning and transfer of market share.
Believing that the business model is permanent, that it does not require periodic review, or at least every
two years and believes that sales will continue indefinitely, your company is a candidate to lose strong
market share.
Marketing Plan
To be completed in a separate document

The finances and resources
Outline the following:
 Expected profit and net margin

 Profit potential and durability
 Months to break-even
 List of financial options (example: bank loan)
The net margin of the company allows us to measure the profitability of the company. To obtain it, the net profit is
divided between the sales
That is, the calculation of this indicator requires two variables: The income of the company and the final
balance of the income statement. To reach this last data, all expenses that allowed to place the product on
the market, including taxes, must be discounted.
Earnings potential indicates the company's ability to earn more money in future commercial and commercial
transactions.
In addition, the profit potential measures the benefit that the company can achieve if all its operations have
maximum efficiency. This includes prices, efficiencies, operations, rotation, etc. In addition, consider the
earning potential as the maximum income with the lowest possible costs. It is important to keep in mind that
"potential" suggests what a company can achieve under ideal conditions.
An excellent way to start earning profit potential is to look at their prices.
The monthly breakeven point is reached when gross sales revenue is equal to its fixed costs and total
variables; It is the point at which the business begins to make a profit.
RESOURCE REQUIREMENT S
Identify the human and physical resources required to implement the business plan. Identify any core
competencies that are required to implement the business plan.
Physical resources
The physical resources of the companies are all tangible assets, held by the company, that are likely to be
used to achieve its objectives.

Physical resources of the company:
- Real estate: offices, sheds, land, fields, etc.
- Machinery
- Cars and trucks.
- Inputs for production: materials, fabrics,
- Office supplies: computers, desks, furniture, printers, telephones,
- Finished products: available for sale or stored.
Human Resources. In the company there is a group of professionals who advance the management and
are in charge of a specific process. The members that make up the Human resource are the following:
- Project manager
- Marketing area
- Production area
- Group leaders
- Operational staff
- Administrative staff
Basic competences to implement the business
- Assertiveness
- Teamwork
- Frustration Tolerance
- Problem resolution
- Leadership
FINANCE REQUIRED – PERIOD:
Complete the table below with fix and variable costs. Add rows if required .
Cost Item Estimated Cost ($) Actual Cost

Fixed

Thread 500g 4.380 8.250

Label 1.300 1.800
Packaging bags 2.300 3.500
Buttons 1.500 1.500
Variables
Washed 3.300 4.300
Ironing 2.500 3.800
Drying 3.800
Estimated Income: $ Actual Income: $ 19,080
Break-even analysis
Perform a break-even analysis and provide the process and the results of your analysis in this section.
Profit and loss forecast
Complete the table below for a period of time of your choice.
Year 1 Year 2 Year 3

Estimated costs $19,080 $ 23,840 $ 43,328
Estimated sales $ 30,530 $35,438 $ 40,465
Estimated revenue/loss $35,028 $32,245 $41.348
Cash Flow forecast
Complete the table below for a period of time of your choice, add rows/items if required .
Period 1 Period 2 Period 3 Period Period 5 Period 6 Period 7

4
Starting cash
Cash In: 2.346,90 3.567,90 4.678,40 537,540 578.987 653.543 7.456,90
Cash Sales

Period 1 Period 2 Period 3 Period Period 5 Period 6 Period 7

4
Receivable
s
Total Cash
Intake
Cash Out
(expenses):
Rent 3.281,80 4.382,80 5.387,90 6.150,30 6.238,60 7.528.40 7.835,80
Utilities 2.328,70 3.438,90 4.535.80 5.328.90 6.743.80 7.538.80 7.945.00
Payroll 2.456.70 3.567.60 4875.90 5.829.80 6.435.90 7.438,50 7.845.90
(incl. taxes)
Benefits
Loan 578,50 678,90 743,80 823,70 954,50 1.354 1.538
Payments
Travel
Insurance 567,80 678,60 750,38 865.30 945,70 1.547 1.780
Advertising 438,50 538,60 673,37 743,40 876.50 965,60 1.645
Professional 539,08 678,30
fees
Office 345,07 456,90 423.00 487.00 546.70 549.00 583.00
supplies
Postage
Telephone 214,04 220,05 267.70 283.98 345.67 457.90 538,70
Internet 345,04 456.90 487.90 523.00 580.00 620.70 650.89
Bank fees
TOTAL CASH
OUTGO
Appendix
TASK 6 – REVIEW A BUSINESS PL AN

 A peer review of the business plan

 A review of the feedback received.
PART 1: Peer review
Address all the following points:
 Schedule a time with a classmate to review their business plan in week 7 of delivery
Note: the same classmate can review your business plan at the same time
 Analyse and assess the business plan according to the criteria provided in the report template
 Complete the report template provided
 Present your report to your classmate and discuss your review
 Submit the report as evidence of your analysis and share a copy with your classmate
PART 2: Review of the feedback received
Review the feedback report received from the classmate that reviewed your own business plan (note:
submit the report as evidence).
In the form of personal planning notes:
a) Outline what changes you will make to the business plan based on the feedback received.
Important note: apply those changes to your business plan before submitting it to your assessor for
marking
b) Reflect on the feedback received and describe what you have learned from the experience of
developing the business plan, from reviewing the business plan of a classmate and from reading
the feedback on your own business plan.
Min. 250 words
CHANGES IN THE BUSINESS PLAN:

 The company will carry out changes in the market: It will review the target market taking into
account the interests of the customers.
 Coverage of industry standards. We will try to understand the key sales cycles of our specific
sector. In this way we can know if we are on the right path.
 Further study the competition: We will know your strengths and weaknesses.
 Improve our customer service experience. The company will implement a Service
Management process so that we can build customer loyalty and attract new ones.
Changes within the company
 Change of business approach: It implies the evolution towards a new direction as a result of
market or industry changes.

 Diversification: it has been decided to diversify the company by buying a competitor, entering a
new market or finding a new, more profitable niche.
 Consolidation: The industry is experiencing a consolidation trend. The company is trying to
merge with its competitors or may be reducing the need for its product or service.
 Reorganization - The company is experiencing a reorganization of management functions or
other roles.
 Accommodating customer changes: Customers can also experience changes in their needs and
desires. Frequent review of changes in customer trends will help us:
 Institute changes in customer trends and purchasing patterns.
 Adapt to changes in the industry. Accepting technological changes.
 Hiring an external consultant. Implement changes in your business plan
 Frequently review your plan to make the modifications you need.
 Divide the review of the plan into areas (give the heads of each area the authority to make
suggestions).
Evidence checklist
 Peer review performed on the business plan of a fellow student to be submitted.

 Peer review performed from a fellow student on own business plan to be submitted.
 Review of feedback received.
TASK 7 – BUSINESS PLAN IMPLEMENTATION

 An implementation planning document for the business plan

 2 sample documents
 Scenario to be addressed
PART 1: Implementation plan for the business plan

Develop an implementation planning document where you address all the following points:
 A communication strategy to ensure that all relevant parties are informed about the business plan,
its requirements and timeframe. Include the following in your strategy:
o A stakeholder register to identify all relevant parties
o Identify the preferred communication strategy for each stakeholder group to include
communication needs (for example: a financial institution, providing you with financial
resources, would be interested in detailed financial data rather than just a summary)
o Specify preferred communication tool (example: emails, face to face presentation, newsletter
etc.)
 A strategy to source skilled labour necessary to implement your plan.
o This strategy should address the resource and competency needs that you have
identified in your business plan.
o The strategy should include the timelines to acquire the skilled labour.
 A monitoring strategy that includes all the following points:
o Process/es to test the performance measures (KPIs) that you have identified to review
the progress towards the achievement of your strategic objectives
o A reporting system to ensure that reports on key aspects of the business (such as
finance, marketing, customer service, logistics and so forth, issues and progress
towards achievement of set goals are timely available to relevant stakeholders and
they are user-friendly, up-to date, and respect data integrity
o Timelines for reporting and key monitoring activities by business area as part of a
continuous improvement strategy
 A training strategy to address underperformance and skills gap in groups and individuals
Business Plan Planning - Determination of key performance indicators and objectives
Depending on the strategic priority, each activity must have specific key performance indicators that are
S.M.A.R.T. - Specific, measurable, attainable, realistic and timely, making the vision more concrete in
defining how success is measured. Performance indicators are used to monitor progress towards strategic
priorities, closing the gap between the current state and the future state, as defined by the vision. They will
help to follow the realization of strategic priorities, measuring progress towards the realization of the vision.
Performance indicators should focus on the desired results for strategic priorities. The results focus on the
difference that is being made.
When determining key performance indicators, the following principles must be taken into account:
• Link to the strategic priorities of the company.

• Limit the selected few who measure success;
• Guide the desired decisions and behaviors;
• Can be easily understood and measured; Y
• They are relevant to all departments of the company.
Once the company has defined its key performance indicators, objectives can be established, which are
the value of a key performance indicator at a specific time in time. The objectives can be set annually or at
the end of the 5-year plan and tend to focus on the products or what is being done.
COMMUNICATION STRATEGY
In order for communication strategies in the company to be channelled in a coordinated manner towards
all audiences, it is necessary that it be planned and designed in such a way that the messages and the
primary objective of the organization are prevented from being taken to the public in a disjointed way and
arbitrary, since these objectives are the ones that will ultimately shape the corporate image and the success
of the business.
Strategies:
Digital Marketing: SEO in of the CEO
We already live in a digital world and our business should also be part of this, and what better than through
Digital Marketing - Internet Marketing -, a tool that includes techniques and strategies for promoting
products and services through digital channels to Direct potential customers to your brand in a timely,
relevant, personal and cost-effective manner.
Digital Marketing is a simple way to increase brand awareness and expand its reach to Target Audiences
through search engines, social networks, blogs, email, and so on. It does not matter in which industry your
company moves, because whatever it is, surely a Digital Strategy can do a lot in of our business.
Social Networks: Generate engagement and build leadership
These digital platforms have conquered users of all ages and interested in very diverse business niches.
Today, companies and their brands cannot think of reaching their consumers without having a presence in
these spaces. Companies can create and maintain digital communities of users around them, strengthening
their leadership by disseminating valuable content linked to the Business Objectives, the brand and the
interests of their buyers by encouraging interaction, behaviour and generating actions for the brand, in
addition to other benefits.
Brand Journalism: More value for your business
The way in which companies communicate with their markets has changed and trends such as Brand
Journalism are being incorporated into the Communication Strategies, which is that companies create
spaces to share information; Content Marketing, which is the creation of valuable content and viral ideas to
inspire, educate, inform and convince your Audiences, creating an emotional bond with them; Storytelling,
which is the way to tell a story, and Transmedia, which is an intentional fractioning of the story and its
dissemination through multiple channels (offline and online).
PART 2: Sample documents

Develop the following samples:
 A sample of a meeting agenda sent to a group of stakeholders to present the business plan. Note:
you should specify the stakeholders who will receive the communication.
 A report template to communicate progress towards set goals and/or an issue to senior
management. The report should be tailored to your areas of choice, such as finance, HR or
marketing and include what KPIs are covered.

MEETING AGENDA
Location: Boardroom
Date: August 18, 2019
Time: 8:00 am
Facilitator: Ana Ferro
AGENDA ITEMS
[8:00 am] — [10:00 am]
Information business plan and strategic Boardroom
planning of the company
[10:30 am] — [12:30]

Presentation of the information Boardroom
[12-.30] — 2:30
Break Boardroom
2:30 — 4:00
Presentation of objectives and management Boardroom
indicators
ADDITIONAL INFORMATI ON
All team members must attend.
PROGRESS TOWARDS THE ESTABLISHED GOALS TEMPLATE
Estimated
Goals Owner Timeline
Benefits

Communicate information to Project 6 month Information

all company staff Manager extended to the
entire company
Implement the new Project 6 month Show new

communication strategies Manager advertising
channels
Open new communication Project G month Company

channels Manager Expansion
PART 3: Scenario
Consider the following scenario:
You are 10 months into the implementation of your business plan and the following occurs:
a) A new competitor enters your market space with an aggressive cost-based strategy that is
affecting your customer base.
 Describe the impact of the new competitive landscape on your business plan
 Outline your strategy to manage the situation
 Identify changes that could be necessary to the business plan
The impact of the new competitive landscape helps me to improve, to realize that we are
failing and thus be able to improve. To handle the situation, you would consider the
following strategies:
 Identification of the characteristics of my competitor.

 Establishment of new alliances.
 Use of new resources.
b) While monitoring your performance objective, you identify that the performance objective
won’t be achieved within the expected timeframe and it will have a severe impact on the
achievement of the strategic objective associate with it.
 Indicate what performance objective in your business plan is affected by the delay
 Describe the impact of the described situation on the business plan
 Outline your strategy to manage the situation
 Identify changes that could be necessary to the business plan
Perform a risk assessment to identify threat and danger scenarios and a potential for
significant loss.
Perform a commercial impact analysis to identify the operational and financial impacts of
an interruption or interruption of your business.
This objective is affected by the delay. This way the operation is also affected. For this
reason, the company intends to implement a compliance plan aimed at risk assessment.
c) One of your staff is struggling with the task assigned to him because he was not honest in
his resume when he was hired, and he is lacking a key skill necessary to perform his job.
 Indicate the role of this staff member and the key skill that is lacking
 Describe how you would manage the situation, considering that you cannot hire another
person in the short term to perform his job.
The role of this team member is the marketing role. The employee does not demonstrate
knowledge and ability to generate business strategies.
As a team leader, my responsibility lies in managing the situation by starting a training
and development process with the employee, in which these areas of performance are
strengthened.
d) (Minus Sales are slower than expected 65%) and this affecting your cash flow negatively.
 Identify the impact on your cash flow and therefore on your business plan
 Outline your strategy to manage the situation.
The strategies that will be used are the following:
First: Update, at least weekly, information on income and expenses. Knowing the
financial movements of the business up to date allows you to know what your assets are
and how they are being used.
Second: Set sales goals with scientific criteria. That is, based on market research, sales
of competitors and historical analysis.
Third: Make projections of future income, long-term sales, number of new contracts
signed and growth of income and expenses, always taking into account essential data
such as depreciation, taxes, accounts, salaries and operating expenses. This dynamic is
essential to decide on purchases, rationalization of expenses and investments.

Fourth: permanently compare the projected cash flow of the actually used. This
procedure helps assess whether the objectives set by the company are realistic. In
addition, the data is useful for identifying vulnerabilities and detecting areas of
opportunity.
Fifth: Invest cash surpluses or have reserves for working capital.
Sixth: Identify cash movements, to plan possible contingency actions, such as

promotions, cash sales with discounts or anticipated capital reinforcements.
PART 4: Issue report
Develop and complete a report asking for support, directed to senior management, where you outline one
of the issues described in the scenarios above, the impact on the business plan and what you
recommend as a course of action.
The report should follow the following format:
 Subject line:
 Background and description of the issue
 Impact analysis
 Recommendations
(Min. 250 words).
REPORT
The purpose of this report is to request support from senior management taking into account that a series
of situations have been presented which have affected the company's management. In this case we are
presenting a particular situation with some employees who do not have the skills required to perform some
functions.
For this purpose we need the support of the company to implement a Training and Development process.
In this way we intend to include all staff in such a way that they are trained in the development of new skills.
The purpose of this project is related to the company's strategies.
It is important to mention that the budget for this project will be determined on the board of directors.

Training is the process of study and continuous learning that seeks job insertion and updating, with the aim
of increasing the knowledge and skills of workers, allowing the development of the skills required in the
performance of work.
We are currently living in a work environment that demands a lot of competition and the market is becoming
increasingly demanding, as a result of the constantly vertiginous changes, for which it is essential that the
Human Resources department of a company has a strategic plan of formation and development of human
capital. Due to the predominance of knowledge, it is a fundamental requirement that staff be well prepared
to face the challenges, making training a key success factor.
The training process can be defined as the investment that the company makes to ensure the professional
development of its employees.
The company must analyse the needs by detecting current and future problems and identify specific skills
to improve or increase labour productivity and know the training needs at different levels: the company, the
job and people.
In addition, they must design and implement the type of training that is required to achieve its objectives
such as: who will participate, who will provide the training, the methods they would use and where it will
take place.
They must also make an assessment valuing the learning process and measure the quality of the impact
of the competency profile of the person in said training.
The HR training plan, due to the high economic investment made by the company, must respond both to
the current requirements of change and to future labour transformations, correctly aligned with the
organizational culture, specific training demands and strategic business objectives.
Evidence checklist
 Implementation planning document (for the business plan) to be submitted

 Sample documents (meeting agenda, report template) to be submitted
 Addressing of scenario to be completed in this document
 Issue report (either completed in this document or submitted in separate document

TASK 8 – MARKETING PLAN

Develop a marketing plan that includes:
 Executive summary
 Situation analysis
 Marketing opportunity options
 Marketing strategies
 Implementation plan
A template for the marketing plan is provided, follow the instructions in the template.
Executive Summary
This marketing plan arises in response to the needs of the company. This is because the company wants
to access markets that it has not entered due to the lack of strategies
commercials that allow you better knowledge of your customers and better corporate image, and you do
not have enough knowledge of the weaknesses and strengths of the company and the possible
opportunities and threats of your environment.
It also arises because the company, is an SME that takes little time in the market sought a market
segmentation of its economic activity based In its portfolio of services, this is why it is necessary to carry
out this marketing plan for its incursion and positioning in new markets.
Situation analysis
The company is not recognized in the national market for such reason should be investigated Why is the
company not recognized in its economic activity in the sector. What marketing strategies can be designed
to enter the market? What results would the marketing plan design?
THE BUSINESS
VISION

View
To be recognized as the best experts in increasing sales and known for being at the forefront, dignifying
and valuing the Commercial function. We are a successful retailer of goods and services, recognized for
its ability to generate well-being for our customers, employees, shareholders, and our community in general.
MISSION AND VALUES

Mission
Improve Sales and meet the needs of customers, providing, at the best possible price, quality
products and services, appropriate to their needs; and exceed their expectations, serving them
with care, originality, and attention to detail.
Values
• Honesty: We do what we say and say what we do. We are trustworthy and always conduct
ourselves honourably”
• Loyalty: "We are committed to our partners, our clients and we count on them generously
before making a decision."
• Effectiveness: The best way to check if the work has produced the expected results is to
go directly to the income statement. The Commercial Force team puts figures at the
targets, with an average increase in sales between 10 and 15% on average.
• Excellence: for the professionals that make up the company, there is only one way to do
things; And that way is to do them well, at the first and exceeding customer expectations.
• Positivity: The Commercial Force culture implies seeing opportunities where others see
problems, which implies always looking for an effective and clearly positive solution for all.
• Passion: in a company founded by passionate managers from the world of management
and commercial Human Resources, each project is approached with total dedication from
the beginning.
• Innovation: What makes a company really competitive is the constant improvement and
rapid adaptation to the new needs of customers, a real obsession to always be one step is
an inseparable part of the Commercial Force.

The company is a commercial and production company dedicated to the textile sector. This is the industry
sector dedicated to the production of fibers - natural and synthetic fibers -, yarns, fabrics and products
related to clothing manufacturing.
Textile materials - fibers, threads, fabrics and clothing - are products of mass consumption, which is why
the textile and clothing industry generates a large number of direct and indirect jobs, an important weight
in the world economy and a strong impact on employment and the unemployment rate in the countries
where it is installed. The services offered are oriented to the sale and manufacture of clothing. The company
offers quality services always satisfying the needs and interests of the costumers.
MARKETING STRATEGIES
The company aims to improve its marketing processes. Here are some strategies:
1. Indirect or Permit Marketing
Unlike interruption marketing, this way of marketing is not as direct and invasive. It is not pure and hard
publicity. It is a more subtle way to attract potential consumers by offering content and material of interest.
With this Indirect or Permit Marketing it is possible that the user is often not even aware of the brand strategy
behind. To this group belongs, for example, Content Marketing.
Content Marketing or Content Marketing
It is the basis of Online Marketing and consists of offering non-advertising information of interest to the user.
The company provides useful and relevant content related to its sector to capture the attention of potential
consumers who, later, can become customers. The idea is to get strangers to become friends, friends in
clients and clients in brand ambassadors. It is proven that this formula is currently the one that works best.
The user no longer wants companies to bombard him with direct advertising.
MARKET ANALYSIS
The objective of this section is to demonstrate the commercial viability of the project. For this, it is necessary
to determine the geographical scope, quantify the potential market, group the market into homogeneous
groups or segments with the same customer profile, divide the segments into subgroups called niches,
select the niches in which we are interested in positioning ourselves and calculate their demand Potential
and sales. The motivations and buying behavior of customers and their needs will be analyzed. Finally, a
reflection on the expected future evolution of the market will be included as far as possible.
Market analysis

The company's market analysis details the characteristics of the market (legal, technical, logistic, marketing,
production aspects), its structure, barriers to entry, geographical areas (countries, regions, islands,
municipalities, neighborhoods), size ( number of total clients, degree of concentration or dispersion of said
clients in the region), as well as the forecasts of evolution (trends in demand growth).
Company Market Segments - Market Segments: Consumer Profile:
Segmenting means dividing the market into homogeneous and differentiated groups since each segment
has its own consumer profile that describes its specific characteristics.
In this section, we will identify the market segments, as well as their main characteristics.
To segment the market we can use one of the following criteria:
Geographical. Market division by geographic location of customers: by streets, neighbourhoods, areas,

municipalities, towns, islands, regions, countries, continents, etc.
Demographic. Market division by the demographic characteristics of the clients: age, sex, marital status,
number of children, etc.
Socioeconomic. Market division by the socio-economic characteristics of the clients: social class, education
level, purchasing power, etc.
Psychographic Market division by the psychographic characteristics of customers, their behaviors, habits,
lifestyles, etc.
Once the different segments of our market have been identified, we can analyze their characteristics, their
behaviors and their consumption habits. The goal is, in short, to identify the particular needs of each group.
Each segment in turn can be divided into smaller subgroups called market niches.
Market Segment:
Sales performance (the difference between costs and revenues generated by a certain segment).
The volume of sales you can generate (measured by the number of potential customers that each segment
has).
The growth potential of each market segment.

Target audiences
Customer needs
The objective of this section is to know what the customers' needs are and then analyze what motivates
them in their consumption and to be able to offer it to them.
Types of Consumers
Depending on the time between accepting the product or technology we offer and the customer to buy it,
we find different types of consumers:
Those who adopt new ideas before the rest of the people in their social environment. It is the pioneers who
risk trying new things. They usually represent between 2% and 3% of its segment.
Those who take initiatives to try new products but are more cautious than innovators. They are usually the
opinion leaders of their environment. They represent between 12% and 13%.
Group that adopts new ideas but having matured them, although earlier than average. They are not usually
opinion leaders, and they represent 34% of consumers. Skeptics adopt innovation only after most have
done it. They also represent 34% of consumers.
Group reluctant to change, traditional, who adopt innovation only when it is imposed by the tradition itself.
They represent approximately 16%.
COMPETITION
COMPETITION ANALYSIS
DIRECT COMPETITION
THIS SECTION WILL IDENTIFY WHICH IS THE DIRECT COMPETITION O R COMPANIES
THAT SELL THE SAM E OR SIMILAR PRODUCT, IT WILL ANALYZE HOW IT WORKS AND
HOW IT SELLS, IF THERE IS AN IMPORTANT DIRECT COMPETITOR TO CONSIDER,
ETC. AND WHAT ARE THE STRENGTHS AND WEAK NESSES OF THE COMPANY AND
THE COMPETITION. IN ADDITION, SPECIFIC I NFORM ATION MUST BE O BT AINED FROM
COMPETITORS:
FIRST NAM E.
PRODUCT LINES, ELEMENTS OF DIFFERENTIATION.
KEY SUCCESS FACTORS.
M ARKET SHARE OF THE DIFFERENT COMPETITORS.

GLOBAL OBJECTIVES AN D BY SEGMENTS.
SALES VOLUME IN UNIT S AND IN EUROS.
COST STRUCTURE: ANALYSIS OF THE COSTS IN CURRED IN ITS VALUE CHAIN AND
ITS PRODUCTION PROCE SS.
MEANS OF FINANCING AND SOLVENCY.
INNOVATION CAPACITY: OBSERVE THE EVOLUTION OF INNOVATIVE CAP ACITY AND
CHANGES IN THE W AYS OF DOING THINGS.
TECHNOLOGY LEVEL: TECHNOLOGICAL LEVEL, P ATENTS, LICENSES, SECRET
PROCESSES, QUALITY SYSTEMS, EQUIPMENT, ETC.
DEGREE OF DIFFERENTI ATION OF ITS PRODUCT S WITH RESPECT TO THOSE OF OUR
COMPANY.
BRAND LOY ALTY: CONSUMER PREFERENCES OVER THE DIFFERENT M ARKET
ALTERNATIVES.
CONCRETE INFORM ATION CAN BE OBT AINED FRO M THE COMPETITORS, O BT AINING
THROUGH THE CHAMBER LISTINGS OF COMPANIE S REGISTERED IN THE SAM E
ACTIVITY BY AREAS, O R IN THE INSULAR MER CANTILE REGISTRY, BALANCE SHEET
DAT A OF COMPET ING COMPANIES.
INDIRECT COMPETITION AND SUBSTITUTE PRODUCTS

SUBSTITUTE PRODUCTS ARE THOSE OFFERED BY OTHER COMPANIES IN THE
M ARKET THAT PLAY A S IMILAR FUNCTION TO O URS FOR THE SAME GRO UP OF
CONSUMERS TO WHOM THE COMPANY WILL GO. T HEY REPRESENT A CONST ANT
THREAT THAT CAN BE ACCENTUATED BY CHANGES IN THE ENVIRONMENT , SUCH AS
VARIATIONS IN PRICE OR QUALITY.
SUBSTITUTE PRODUCTS POSE A THREAT. THEREFORE, THE EVOLUTION OF THESE

PRODUCTS AND THE IMPROVEMENTS M ADE TO THEM SHOULD BE CLOSELY
MONITORED.
IN ADDITION, THE RISK THAT OUR CUSTOMERS CHANGE SUP PLIERS IS QUITE HIGH
IF THEY FIND ANY ADDITIONAL ADVANT AGE IN THE SUBSTITUTE PROD UCT SINCE
THEIR PROPENSITY TO CHANGE IS QUITE HIGH . IN ADDITION, IT IS NECESSARY TO
CONSIDER WHETHER SUB STITUTE PRODUCERS M AINT AIN A VERY AGGRESSIVE
COMMERCIAL POLICY WHICH M AY MOTIVATE SOM E OF OUR CUSTOMERS T O DECIDE
TO START BUYING FROM THESE COMPETITORS.

POTENTIAL COMPETITIO N AND ENTRY BARRIERS

THE DIFFICULTY OR EASE OF ENTRY OF NEW COMPETITORS IN THE M ARKET WILL
BE CONDITIONED BY A SERIES OF INTRINSIC FACTORS OF THE SECTOR, BY
BARRIERS RAISED BY T HE COMPANIES THEMSELVES OR BY THE COMBINED EFFECT
OF THE INDIVIDUAL ACTIONS OF THOSE OPERATING IN THE SECTOR.
SOME OF THE VARIABLE S THAT WILL HELP US EST ABLISH WHAT ARE T HE
BARRIERS TO ENTRY IN THE SECTOR ARE ECONOMIES OF SCALE, PRO DUCT
DIFFERENTIATION, IDE NTIFICATION OF SPECI FIC BRANDS BY CUSTOM ERS,
EXCHANGE COSTS, CAPIT AL REQUIREMENTS, CURVE OF LEARNING, ETC.
HTTP://WWW.CREACIONEMPRESAS.COM/PLAN-DE-VIABILIDAD/QUE-ES-UN-PLAN-
DE-EMPRESA-VIABILIDAD/ANALISIS-DEL-MERCADO
PESTLE ANALYSIS
A PESTEL analysis or PESTLE analysis (formerly known as PEST analysis) is a framework or tool used to
analyse and monitor the macro-environmental factors that may have a profound impact on an organisation’s
performance. This tool is especially useful when starting a new business or entering a foreign market. It is
often used in collaboration with other analytical business tools such as the SWOT analysis and Porter’s
Five Forces to give a clear understanding of a situation and related internal and external factors. PESTEL
is an acronym that stand for Political, Economic, Social, Technological, Environmental and Legal factors.
However, throughout the years people have expanded the framework with factors such as Demographics,
Intercultural, Ethical and Ecological resulting in variants such as STEEPLED, DESTEP and SLEPIT.
SWOT ANALYSIS
STRENGTHS WEAKNESSES

1.The strategic plan is 1.The staff is not trained.

consistent with the objectives
of the organization. 2.The company does not have
an established training and
development process.
2.The company has a

structured marketing plan.
10. OPPORTUNITIES (O) THREATS (A)
1.Implementation of a new 1. Competitive prices of the

business plan. competition.
2. Implementation of new
changes in the structure of the
company.

Marketing opportunity options

The marketing in the company refers to the set of activities carried out in order to identify the needs or
desires of the target audiences of the organizations and find a way to satisfy them through products or
services offered by the brand.
The success of a good market strategy is to identify the opportunities that will really guarantee results, since
not all the encounters that a customer has with the brand will be an opportune moment for the latter to
purchase the products.
Opportunities:
The shortage of a product or service: When users line up to acquire a product, it is a perfect opportunity to
create marketing strategies. In fact, the work is reduced, since customers arrive at the company instead of
making the effort to reach them.
Improve a product or service: We are in a reality where products go from being novel to being disposable
in a matter of days. Each time the user becomes more demanding when making a purchase and easily
gets bored of the products used always looking for more.
It is right here where the second purchase opportunity is presented, this is the time to offer the customer a
better or more novel idea of an existing product. For this, it will be necessary to identify the existing market
failures and find a way to eliminate them or take advantage of them.
Create a new product that meets a need: On a daily basis the needs of customers increase and with them
the desire to satisfy them through innovative products that gives them a promise, that is why the third
purchase opportunity is focused on creation of new products that manage to generate a positive impact on
the lives of users.
Without a doubt it is a great time to create market strategies, the mission is to make users know the benefits
of this product and how innovative it could be.
Marketing strategies
The company's marketing strategy is oriented as a type of strategy with which each business unit expects
to achieve its marketing objectives through:
1) The selection of the target market that the company wishes to reach.
2) The definition of the positioning you will try to achieve in the minds of the target customers.
3) The choice of the combination or mix of marketing (product, place, price and promotion) with which you
will try to meet the needs or desires of the target market and
4) the determination of marketing spending levels.
Considerations. -
The company's marketing strategy, in addition to describing how the company or business unit will meet
the needs and desires of its customers, may also include activities related to maintaining relationships with
other reference groups, such as employees or supply chain partners.
Do not confuse marketing strategy with sales strategy. Although both are part of the marketing plan, their
objectives and activities are different. The first establishes a general plan, the second an operational plan.
For example, the marketing strategy includes the selection of the target market you wish to reach; instead,
the sales strategy establishes the number of customers that the seller should contact (by day, week or
month) to reach that target market.
The design of the marketing strategies of the company, is one of the main aspects to work within the
marketing. Marketing strategies define how the business objectives of our company will be achieved. For
this, it is necessary to identify and prioritize those products that have the greatest potential and profitability,
select the public we are going to address, define the brand positioning that we want to achieve in the minds
of customers and work strategically on the different variables that they form the marketing mix (product,
price, distribution and communication).
Marketing strategies:
Portfolio Strategy
Not all products in our portfolio have the same profitability, nor the same potential. That is why we need to
make strategic decisions about our product portfolio, in this way we can prioritize the investment of
resources depending on the importance of achieving these over the marketing objectives we have set.
To make the strategic decisions about the product portfolio in a correct way and start working on our
marketing strategies, we can use the McKinsey-General Electric matrix also called the attractiveness-
competitiveness matrix. In the first place and depending on the quantity of products that we have in our
portfolio, we must decide if we will work for products individually, grouping them by product lines or if our
portfolio is so wide that we must work by dividing it by business units.
Segmentation marketing strategies
Therefore, if we want to optimize our marketing budgets, it is necessary to divide the market into groups
that have similar characteristics and needs. In this way we can offer a different value proposition that suits
each target group.
Segmentation strategy is one of the main marketing strategies.

There are four variables to segment the market: Geographic: countries, cities, postal codes. Psychographic:
personality, social class, lifestyle. Demographic: income, education, gender, age, profession, nationality.
Behavioral: level of fidelity, profit search, frequency of use.
Below you can see the different segmentation strategies that you can follow:
Undifferentiated strategy: despite having identified different segments with different needs, the company
chooses to address them with the same offer, to try to get the maximum number of potential customers.
Differentiated Strategy: we are going to the different market segments that we have identified, but with a
different offer for each of them. Although this strategy has a higher cost, it will allow us to meet the specific
needs of each selected segment.
Concentrated Strategy: we will address only with a single offer to those segments that demand that offer,
we will avoid distributing our efforts in other segments.
Marketing strategies on Positioning
Brand positioning is the space that the product occupies in the minds of consumers with respect to its
competitors. To correctly establish our positioning strategy we must take into account certain aspects such
as knowing the attributes that add value to consumers, our current positioning and that of our competition
or the positioning to which we aspire and their viability.
The main marketing strategies on brand positioning are:
Benefit: This strategy is based on positioning the product for the benefit it offers.
Quality / Price: offer the highest possible quality at a competitive price or position yourself at high prices or
low prices.
Attributes: it is about positioning the product by the attributes it offers. If you try to position several attributes
it will be more complicated, since you lose effectiveness.
Use / Application: another option is to position yourself based on the use or application that can be given
to the product.
Categories: position yourself as a leader in a product category.
Competitor: comparing our attributes with those of other competitors is a classic in products such as
detergents, dentifrices, etc.
Functional Strategy

The functional strategy is formed by the marketing mix strategies or also called the 4Ps of marketing, they
are the essential variables that a company has to achieve its commercial objectives. These four variables
(product, price, distribution and communication) have to be totally consistent with each other and must
complement each other.
Implementation plan
Implementation plan
Actions:
The implementation of the Strategic Plan for the company will allow the company to achieve an address
that lead to the fulfilment of goals and objectives.
 The implementation of the strategic plan for the company will allow you to develop strategies which
will help overcome the difficulties of your internal and external environment.
 The implementation of the strategy requires that the company set annual goals, formulate policies,
motivate employees and allocate resources to implement the strategies.
 The strategies proposed in the research work will help the company reach a more competitive
position in the sector, increasing its market share and strengthening the company's image within
the industry and potential customers.
 The fact that in the financial projections feasibility results were obtained for the project, it allows to
justify the implementation of the strategies embodied and their potential success.
 The management indicators proposed are a control tool that will allow managers to know the
current situation of the company and easily detect possible problems that occur to give them a
quick solution.
 Strategic planning is a management tool; as such, its implementation in the company entails an
effort on the part of the management of the company and each of its areas
Resource requirements: (physical and human resources) to implement the company's strategic plan,
physical resources and human resources are taken into account. These resources will be secured taking
into account the company's guidelines.
Training needs will be determined taking into account the results of employee evaluations.
Monitoring and reporting
Strategic planning process
This strategic plan represents the five-year planning cycle for the First phase and is based on the previous
strategic plan. The key elements of the strategic planning process are summarized below:
Appendix
Evidence checklist
 Marketing plan to be submitted
TASK 9 – PRESENT THE MARKETING PLAN

 Presentation of the marketing plan

 Collection and analysis of feedback on the marketing plan
 Action of feedback
PART 1: Develop the presentation and prepare to present
 Schedule a time with your trainer and assessor in week 10 of delivery to present your marketing plan.
The trainer will play the role of a senior executive in the company and a group of your classmates (3-
5) will play the role of other managers and board members in the organisation.
Your presentation time will be: 25 minutes to present the marketing plan, 10 minutes for Q&A and 10
minutes to collect feedback on the plan.
 Prepare a PowerPoint presentation (max 15 slides) to support your presentation of the marketing plan.
Submit the PowerPoint presentation as evidence.
 Prepare any other supporting documents that will be needed for the presentation (optional). Submit any
supporting documents used during the presentation as evidence.
 Print enough copies of the marketing plan to distribute to the audience
PART 2: Deliver your presentation

 Deliver the presentation in the time that has been scheduled
 Engage and interact with the audience

 Provide the audience with all the information they may need to better understand the content of the
business plan
 Encourage the audience to provide constructive feedback on the business plan
This is an assessable task and your trainer and assessor will assess your performance during the delivery
of the presentation.
PART 3: Feedback
Collect and analyse the feedback received. Evaluate your experience.
1. Use the table below to collect and record the feedback received:
Section of the Marketing Feedback received Changes/refinement to the
Plan marketing plan
Executive Summary
Situation analysis: The implementation process . The plan is organized
a) The business has been carried out in an
b) Market analysis organized way.
c) Competition
d) PETSLE analysis
e) SWOT analysis
Marketing opportunity All opportunities will be taken None
options into account.
Marketing strategies It is suggested to review the None
strategies and modify those
that are required.
Implementation plan . The plan is organized None
IMPORTANT NOTE: Apply the refinement to the marketing plan, based on the feedback received, in your
submission of the plan. Please be aware that the trainer and assessor will look for the changes being
applied in your submission.
2. Evaluate the feedback received and the experience of delivering the presentation of the
marketing plan in the form of personal notes. Address the following points:
 What have you done well?
 What could be improved?
 How have you interacted with the audience?
 Did you gain enough support for the marketing plan?

Min. 250 words
This report is related as personal notes or self-assessment. To carry out this process, I consider that
there were several issues that I did very well.
The investigation carried out.
The strategic plan
The way I organized the information.
The methodology used in performing the work.
I believe that I should improve and practice the resolution of costs and budgets. This topic is not provided
to me. I usually count on performing and doing operations.
The interaction with the audience was good. Although I must begin to improve and I must lose my fear
of public speaking. I think I do well. But I must improve in this aspect.
To carry out this work I have carried out a preliminary investigation. I consulted the sources needed to
start my work. Then I answered all the questions and carried out the projects that are included in the
work.
These types of activities are very positive, because they encourage reading habits and the proper way
to make reports.
The experience with this work was very positive. As I progressed, I understood much more the assigned
tasks. The audience is a bit demanding. But the way the topics have been explained has made
management easier.
Evidence checklist
 Observation checklist completed by trainer

 PP Presentation and any other document used during the presentation to be submitted
 Recording of feedback received on the marketing plan to be completed in this document
 Evaluation of feedback received to be completed in this document


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Lonsdale Institute PTY LTD

Due Date See Training Log and Moodle

Student Name Student ID LON0000

 The submission and assessment completion instructions in Moodle

I understand my rights and obligations under Lonsdale’s policy and procedures

The purpose of assessment is to determine competency in:

TA102 FO Assessment Task Page 1 of 72

 Confirm organisational vision and mission

 Write a strategic plan

Implement and monitor plans:

 Implement a strategic plan

Read each task carefully and address all that is required.

To perform this task, use the Case Study provided.

Alternative scenarios must be agreed with the trainer and assessor.

TA102 FO Assessment Task Page 2 of 72

1 Outline five legislations, regulations and/or codes of practice relevant to the

1. Consumer rights and product requirements

Information on industry-specific codes must be obtained. You can consult these

3. Trademarks, patents, intellectual property

TA102 FO Assessment Task Page 3 of 72

The anti-spam legislation is in force so that companies do not send unsolicited

1. Shifts in consumer demand and preferences

3 Outline 3 strategic planning methodologies (including PESTLE and SWOT

entering a foreign market. It is often used in collaboration with other analytical

 The organisation’s market:

Collect information from competitors we can use the following sources:

Visit your stand at fairs and conferences: businesses provide a large

Talk to your suppliers: Getting in touch with competing suppliers can be

TA102 FO Assessment Task Page 5 of 72

Purchasing Analysis: First of all, we must mention the analysis of

Sales Forecast: A strategic way to use the Customer Database to increase

Database Marketing: Another very profitable and almost obligatory way in

 Vision, values and capabilities of the organisation. (Min. 3

Knowing the Objectives

Evaluate the current organizational culture

Review the strategic business plan

Define what the chosen values really mean

Incorporate these values into organizational processes

TA102 FO Assessment Task Page 6 of 72

1. Started with vision

2. Formalized the mission

3. List the objectives

I list the objectives I intend to achieve.

5. Creation of an action plan

7 Describe what performance objectives are, in the context of a business plan,

The relationship of each stakeholder with the project must be identified.

 Name the company.

El nombre de la empresa es MODEL TEX. Es una empresa dedicada a la

10 Briefly describe the following:

Product Development stage

TA102 FO Assessment Task Page 8 of 72

11 Briefly describe 3 common marketing strategies and approaches.

1. Business to business marketing (B2B)

12 How do you ensure that marketing strategies, approaches and marketing

Develop feasible marketing strategies

13 Outline 4 legislative and regulatory requirements that are relevant to the

2. Trade Marks Act 1995 (Cth)

TASK 2 – INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT ANALYSIS

INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT REPORT

TA102 FO Assessment Task Page 11 of 72

REPORT FOR <COMPANY NAME>

Executive Summary ................................................................................................................................................................. 12