BSBMGT517 Assessment 1 BBQfun Operational Environment Sample Assignment

Summary of BBQfun operational environment

BBQfun was established in 2009 by current CEO, Pat Mifsud. BBQfun offers an extensive product range, incorporating both local and imported goods.

Since 2010, the increasingly competitive retail environment, technological change, changes in consumer buying patterns and consumer confidence has led to disappointing sales. However, BBQfun intends to return to healthy sales of $11 million in 2012 through building on its organisational strengths, through targeted marketing strategies aimed at key segments and through exploiting marketing opportunities.

With BBQfun's as a simulation scenario, we will study the company's resource needs and negotiate with stakeholders and stakeholders to develop an operational plan. As part of the program development, we will develop performance indicators, as well as contingency plans, and are approved for organizational requirements. Information BBQfun's operational plan is through the labeling, research and personalized service, the establishment of quality products and quality customer service reputation, through training and performance management support staff, increase sales revenue, reduce direct and indirect operating costs.

Operational plan

BBQfun’s operational plan is that engaging with our clientele thorough research, personalised and marketing. We need making reputation for quality products and quality customer service like rising organisational profile.

Objectives

Tasks

Engaging with customers through promotion and market research.

● Conduct of quarterly surveys on customer satisfaction.

● Evaluation of market and marketing data to determine marketing opportunities.

Building reputation for quality products and quality customer service.

● Raise organisational profile by 20%.

● Improve client satisfaction performance by 25%.

● Audit of supplier quality.

● Regular contact with suppliers.

● Investigate resourcing needs: people, products.

● Fulfil resourcing and distribution needs in accordance with policies and procedures.

● Maintenance of enterprise resource management (ERM), point of sale (POS) and customer relationship management (CRM) systems.

Supporting people to perform via training and performance management.

● Research effectiveness of possible incentives for: safe work achievement; healthy lifestyle.

● Engage workers with strategic goals of business and support professional development in line with strategic goals. (Targets to be set by individual managers).

● Management engagement with employees to achieve greater buy in of organisational goals.

● Include explanation of how activities work with organisational strategic goals in all communications to internal personnel.

● Regular coaching.

● Training needs analysis and training (leadership, WHS, ethical/legal training).

● Strategic goals included in induction program.

● Employee incentives for performance in all areas relevant to operational and strategic goals.

Reduce direct and indirect costs of operations

● Renegotiate with suppliers.

● Research potential new suppliers.

● Research new distribution possibilities such as e-commerce/delivery.

● Management engagement with employees to achieve greater employee support of organisational goals.

● Greater use by managers of budgets to encourage restraint.

● Greater focus on budget restraint in management of projects/activities.

● Inventory management through ERM to reduce overstocking and risk associated with storage.

● Incentives (as part of manager/employee performance management and bonus system).

Increasing sales revenue

● Marketing campaigns.

● Sales training for floor staff.

Policies and procedures

The purpose of this policy is to ensure performance management is carried out consistently, fairly and transparently and in accordance with organisational requirements. The scope of this policy covers the performance management process by employees and contractors of BBQfun. Specific procedures for the implementation of this policy are on the company intranet.

  • consult all stakeholders on the nature of the strategy;
  • cultivate and develop allies and supporters of the strategy through the consultation process;
  • focus on the benefits which are being derived from the strategy through talking to and persuading others, and by marketing the benefits of the strategy with concrete examples of how it has helped;
  • check that there is real commitment to the strategy at all levels of the organisation;
  • give regular feedback on the implementation of the plan through employee newsletters, exhibitions etc;
  • where possible, build into the strategy quantifiable outcomes which can be easily monitored and evaluated, so that it is possible to show the effect;
  • make the strategy part of the induction process – especially for senior managers.

Resource requirements for implementation of e-commerce strategy

We help Transform businesses with truly innovative e-commerce implementations that consider all relevant factors – the specific niche, target clientele, brand image, product positioning and overall growth strategy, among others – so our clients can take a quantum leap forward in terms of growth, sales and market share.

  • Help you select an optimum e-commerce platform so you get only what you need without wasting money on unnecessary functionalities.
  • Implement an e-commerce solution that is fully in line with your overall business strategy.
  • Ensure that your brand message is consistent regardless of the customer touch point, be it web, mobile, social media, print, or other media.
  • Contextualize your product offerings for each individual visitor to boost sales and deepen customer engagement.

BBQfun ecommerce strategy

  • Eight online sales and customer service people will be needed to manage increased online customers.
  • No current staff have any online customer service skill.
  • Management would like to develop people through re-training rather than hire new staff to handle online sales.
  • E-commerce website will take 50days to develop.
  • Since stores are overstaffed, four of the required customer service staff could be sourced from existing employees at the two stores.
  • Six delivery trucks needed to enable distribution.
  • Three forklifts are needed.
  • Four additional warehouse workers are needed.
  • Six additional drivers are needed.
  • Office space will need to be reconfigured.

Role-play

With Sales and marketing manager

Me: Good morning, Mr. Lee. How are you?

Sam Lee: Good morning. I’m good.

Me: I believe you have read the file regarding human resourcing for e-commerce operational plan.

Sam Lee: Yes, I have. We are seeking for online sales from your current employees and also arranged recruitment starting soon.

Me: May I ask how many people are you planning to employ?

Sam Lee: We will arrange 4 of our current staff to work with 4 new employees.

Me: Sounds good. Any suggestions?

Sam Lee: I think the current workers need more online service skills. We will arrange some training course for them.

Me: That’s very considerate. I agree.

Sam Lee: We’ll discuss more when we work out the details and all other information.

Me:  Great. Thank you. I look forward to that.

With technology consultant

Me: Good day, Alex. How are you.

Alex: Good day. I’m good.

Me: Is everything alright with the e-commerce website?

Alex: Well, consulted with my team, we need to develop a secure e-commerce function.

Me: How long will it take?

Alex: At least a couple of months, I believe.

Me: How about the cost?

Alex: We are comparing multiple offers. A decision will be made somewhere next week.

Me: Is there anything else troubling you?

Alex: I think the IP address needs extra consideration as well.

Me: You’re right. We will include this contingency plan.

Alex: OK. I’ll keep you posted.

Me: Thank you.

Action plan

Action and/or objective

Date

Person responsible

Budget or resources

Plant and equipment

30 June 2017

Sam Lee

Delivery trucks: $50,000×6=$300,000

Forklifts:

$10,000×3=$30,000

Promotional costs

1 July 2017

Riz Mehra

$300,000

Recruitment

30 June 2016

Les Goodale

$30,000

Communication

30 June 2016

Les Goodale

Working file

Employee data

Training staff

30 June 2016

Les Goodale

Online customer service training $3,000 per

staff member = $24,000

Balance scorecard

KRA (key result area)

Target

KPI (key performance indicator)

Result

Marketing Department

Maintain or incase market share by 20%

Number of Sales compare to competitors

increased

Sales Department

Revenue and satisfaction from customers

Sales data and customer feedback

Satisfied

IT Department

Online shopping perfection

Develop e-commerce website

Achieved

Sales and Marketing Department

Increase Sales revenue by 10%

Revenue target reaches 2 Million

Reached

Contingency plan

The following risks have been identified with respect to implementation of the marketing plan:

Contingency Plan

Company name: BBQfun

Name of person developing the plan:

Who was consulted as part of this plan? Stakeholders

Name                                              Position

Risk identified:

● failure to identify changes in market/external environment and develop appropriate strategies

● failure to adequately train employees in line with marketing strategies

● failure to revise operations and resourcing in accordance with marketing strategies

● failure to realise revenue gains due to poor consumer confidence

● competition (both bricks and mortar and online) affecting profit margins and market share

● loss of knowledge and capability through departing staff

● failure to meet occupational health and safety requirements/other legal requirements for marketing of products and services.

Strategies/activities to minimise the risk

By when

By whom

industry benchmarking in all areas of organisational performance

Every year

All workers

review of marketing/operational planning

Every 6 months

Marketing department

review of online presence, possible ecommerce opportunities

Every month

IT department

review privacy policy

Every month

Resource department

Proposal for resourcing

Background

The BBQfun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase market share and revenue and satisfy customer needs in line with company strategic directions.

Objectives

  • engaging with customers through promotion and market research
  • building reputation for quality products and quality customer service
  • supporting people to perform via training and performance management
  • controlling costs.
  • increasing sales revenue and profitability.

Scope

A long-term strategy to maintain a positive cash flow during these periods will be to diversify the company’s product range and develop business opportunities such as e commerce to boost sales and sales capability overall.

Timeframe

Resource

Date

Plant and equipment

12/07/2018-30/07/2018

Website developers

12/07/2018-30/08/2018

Warehouse and office reconfiguration

12/07/2018-30/08/2018

Human resourcing (additional workers)

10/08/2018-30/09/2018

Human resourcing (re-training staff)

10/08/2018-30/09/2018

Human resourcing (do not have any skill of online service)

10/08/2018-30/09/2018

Project budget

Resource

Cost

Plant and equipment

Delivery truck $50,0006=$300,00

Forklifts $10,000×3=$30,000

Website developers

$100,000

Warehouse and office reconfiguration

$50,000

Human resourcing (additional workers)

4 online staff $ 480,000

4 warehouse staff $480,000

6 delivery drivers $720,000

Human resourcing (re-training staff)

$27,000

Human resourcing (do not have any skill of online service)

$24,000

Key stakeholders

Pat Mifsud, CEO

Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large financial transactions.

Riz Mehra, Chief Financial Officer

Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects. At completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements and financial projections.

Kim Chen, Operations General Manager

Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all operations. Kim is responsible for sponsoring projects which affect operations of the organisation as a whole. Kim works with the HR manager to coordinate systems and projects to achieve company-wide synergy.

Les Goodale, Human Resources (HR) Manager

Les is responsible for the productive capacity and welfare of people at BBQfun. With the Operations General Manager, Les works to co-ordinate projects and management systems such as performance management, recruitment, and induction.

Sam Lee, Marketing Manager

Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team.

Pat Sweeney, Manager: Brisbane (Kenmore)

Alex Mitchell, Manager: Gold Coast

Monitoring and evaluation

Objective

Activity

Measure

Tools/Resources required

Staff

Date completed

Maintain or incase market share by 20%

Number of Sales compare to competitors

Maintain or incase market share by 20%

Sales Data

Riz Melhra

Revenue and satisfaction from customers

Sales data and customer feedback

Revenue and satisfaction from customers

Customer feedback

Les Goodale

Online shopping perfection

Develop e-commerce website

Online shopping perfection

e-commerce function

Kim Chen

Increase Sales revenue by 10%

Revenue target reaches 2 Million

Increase Sales revenue by 10%

Sales data

Riz Melhra