Percent aboriginal owned and established business

(Part A)

1. Identify sources of information to use to research Native Bush Spice Australia’s market, competitors and target customers

Provides research and analysis about the global information It can help NativeBush Spice Australia’s by providing global information.

• Austrade

Additionally there has been a ten fold increase in health awareness and the importance of maintaining a health diet. This alone has led to a huge increase in people wishing to eat the “cleanest” produce. Organic foods have been sought after more increasingly.

There is still quite limited competition for specifically native bush spices, however two main competitors that specialise in only native spices include Herbies Spices.. Herbies is owned and run by John and Rosemary Hemphill who have Forty Five years experience working in the spice industry, including face-to-face lectures to groups from the general public, industrial brokering, manufacturing and marketing. Herbies is well respected and popular in both Australia and overseas markets. John Hemphill now enjoys sharing his extensive experience and knowledge with his customers at Herbie’s Spices.

Whilst Herbies and Indigiearth both sell native spices neither are fully organic and neither have acquired organic certification.

Organic food companies, such as The Wild Hibiscus Flower Co, have also positioned themselves producing natural preservatives, teas and drinks made from premium Australian native flowers.

Bellamy’s organic and Wild Hibiscus Flower Co, are organic Australian companies that dominate our organic market also.

Potential new and emerging markets

Supply of organic cosmetics, spa products, herbs and herbal products could be extended in connection with the growing interest to green and eco-friendly way of life.

Offering more organic products in other types of retail outlets (not sale), such as hotels and restaurants.

Collapse of production for unfavourable external economic factors. Deepening of economic crisis is one of the factors that could negatively organic producers.

3. SWOT and PESTLE analysis

PESTLE ANALYSIS

Economic

• Strengthen of Australian dollar against trading partners in coming years.

• Lifestyle trend to eat out is becoming more affluent and frequent

• Steady population growth rate

Legal

• Native Bush Spices Australia already have environmentally sound policies, but more of these policies can improve the companies brand image. They also have the opportunity to capitalize on its organic certification to build the company’s reputation. The organic certification evaluates suppliers based on 100% organic practices and in turn gives customers the peace of mind that they are in fact getting a complete organic product. They legally have to ensure every aspect of growth and production are in fact soley organic or they risk legal action for false or misleading claims.

Dear Assessor,

I hope you are well.

Any feedback you could give me, would be greatly appreciated.

Thanks kindly,

After assessing the SWOT and PESTLE analysis I have produced a Strategic Plan for Native Bush Spices Co.

You will note the main actions to be implemented in the next twelve months in order to meet their objectives. These actions will need to be broad and will include hiring more staff along with providing training. To grow both locally and within Asia, they will need a larger staff to increase productivity and output.

Assessment Task 3: Strategic Plan performance monitoring

Part B

• Suitable alliance for marketing identified and 10% increase in sales attributed to alliance marketing.

• Identify new products through review of competitors’ web sites.

Unfortunately we did not reach this KPI at all. Native bush spice Co failed to find a suitable alliance for marketing and therefore made 0% increase in sales revenue as a result of our projected marketing alliance.

Similarly the strategic plan set out to identify potential new products through thorough research and review of our competitors offerings. Our product development KPI was to have ideas and that could lead to potential new products. We failed to meet this KPI with current data showing no ideas for new products were attained.

Our international expansion into Hong Kong and Singapore were not without hurdles. Though we did don’t reach our KPI we must remember, we have only just entered the foreign market. During the next twelve months, our focus should be to grow our distribution network further among a number of leading retailers and larger retailers. We are currently working to further expand into the Japanese market in coming months.

No new products or product idea were developed in the last 12 months. This leads me to recommend the possibility of hiring staff to focus on product development. Whilst we have excellent products existing the need for innovation will we be needed if we are to meet our competitors and grow.

While our strategic plan outlined a need for product innovation, our KPI needs to be updated with the introduction of staff primarily looking to develop and implement new products. Our KPI might include 2 new product launches in the next twelve months.

Best practice strategic planning processes

• Strategy execution, where the high level plan is translated into more operational planning and action items, and

• Evaluation or sustainment / management phase, where ongoing refinement and evaluation of performance, culture, communications, data reporting, and other strategic management issues occurs.

Email to the Management Team (your assessor).

Dear Management Team

I have included my recommendations for our next twelve months.

Feel free to add your feedback and if you have any further questions, don’t hesitate to contact me.