Assessment 1 – Case Study
Instructions:
This assessment consists of 8 different scenarios. Trainer may decide whether this will be an individual or a group assessment.
Perform all the tasks specified followed by each case scenarios.
Duration:
Trainer will set the duration of the assessment.
Your Task:
Scenario 1:
You have been the General Manager of MacVille’s successful import/export business centre in Sydney for the past two years. You have been asked by the Board to assist in the development of a strategic plan by initially conducting a review of the vision, mission and values of the organisation.
You review the annual report for the previous year, and note the following statement by the Chair of the Board:
‘Within the next five years, MacVille will become a national brand, and will be accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.’
‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients who, in turn, rewards us with profits that will allow our stakeholders and the communities in which we operate to prosper.’
Being part of the management that assisted in upholding the values of the organisation, you have been made very aware of the Chair and Board’s views on the following values and, after reviewing your papers and reports, you speak with the CEO, who replies:
’MacVille’s values have been the same for as long as the organisation has existed. For our stakeholders, it has always been about stewardship and to adhere to professional and moral standards of conduct in all that we do. For our people, we are committed to encouraging self-directed teams, we cultivate leadership and maintain high levels of safety. Externally, we are committed to wise environmental practices and offering meaningful value to our customers.’
Later in the review process, you were presented with an opportunity to discuss the application of the vision, mission and values with the CEO again. This time, you were more interested in researching what had changed since the last strategic vision was formulated.
The CEO explained:
’In the past few years, since the last strategic plan was formulated, there has been developments in new areas that were not clearly recognised when developing the last plan. These changes are becoming an important part of our operations on a daily basis, and should be reflected in our vision, mission and values.’ The CEO further explained:
‘There is a real need to incorporate innovation into our mission because it has been an outcome from the self-directed team’s directive. Finding new ways to improve the efficiency of processes and effectiveness of customer solutions has become a priority. There has always been a need to evaluate what we were doing, to continually challenge our methods and ask how we can simplify and improve our business. We should never rest on our laurels but instead constantly innovate and raise our standards, because we are not afraid to try new ideas and concepts. The organisation needs to embrace strategic alliances and to seek out new partnerships that support and promote our mission, desired outcomes, and strategies.’
When prompted for further changes that had taken place, the CEO stated:
‘MacVille needs to identify more closely with the community it serves. We need to be a good corporate citizen that recognises our responsibility to be active participants in our local communities, and even donate a % of profits every year to a wide variety of community and non-profit organisations.’
Task:
For the case study information provided above, you need to summarise:
? the established (written) vision and mission of the organisation
? current practices of the organisation and, in particular, whether they support the mission objectives of the organisation, or point to potentially new objectives for the organisation.
After you have developed this summary, you need to meet with a key stakeholder/strategic planning consultant (your Trainer) to discuss the vision and mission as you have identified it. You should also check that they agree with your findings. Summarise, in dot-point form, your discussions with the key stakeholder/consultant and ensure that this includes any recommendations they made.
After this meeting, you need to draft an email to the other stakeholders in your organisation, using the headings described below:
1. Existing vision and mission: From the case study information provided, describe the existing mission and vision statements.
2. Current approaches: From the case study information provided, and your meeting with the key stakeholder/consultant, descjribe the current organisational understanding and enactment of the mission and vision statements.
3. Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and mission statements that reflect the current organisational requirements.
4. Organisational values: Based on the case study information provided, step 2 above, and reflecting on the revised mission/vision statements (from step 3), describe the organisational values required to support the revised mission and vision statements.
Scenario 2 (additional to scenario 1):
Having completed MacVille’s review of the vision, mission and values, you should then consider the environmental factors that could impact on MacVille’s goals and objectives. To help you with this task, you are provided with an industry consultant’s report that contains a recent and comprehensive review of the industry and general operating environment.
Industry consultant’s report
You have noted the following points from the report:
? New commercial espresso machines are being developed that use 30% less energy to run, with an innovative and more efficient heat exchanger.
? Planned changes in trade where all tariffs on imported goods, including espresso coffee machines, will be removed in line with the Government’s free trade policy.
? The development of the home consumer market for consumer espresso machines is experiencing high growth.
? The lifestyle trend towards eating out more frequently as the population ages and becomes more affluent.
? The prediction of a steady population growth rate for Australia from 22 million in 2010 to 36 million in 2050.
? The prediction of a strengthening Australian dollar against all our major trading partners over the next few years is also a concern.
? The prediction of higher-than-expected growth in the economy, as a result of a resources boom.
? The strong possibility of a carbon tax being introduced on all energy intensive products used in a commercial enterprise.
Senior manager’s meeting
At a meeting with the CEO and other senior managers, the following points were noted in regard to the operations of MacVille. In response to your question about how effectively MacVille adds value to its products and services, the following responses were agreed by all.
? Inbound logistics is a problem, due to the lack of experienced personnel in importation and customs operations. The lack of solutions from Human Resources Management has meant that delivery timelines are sometimes delayed because the proper procedure was not followed.
? The operations of MacVille is an area of strong value-add, with the state of the art Management Information System (MIS) forming part of MacVille’s infrastructure. The MIS has allowed for sound corporate/strategic planning, along with strong internal controls in accounting and finance.
? Outbound logistics is an area that could be improved. Currently, MacVille relies on a three year contract with a delivery firm to deliver its goods to customers. Sometimes there is a delay in getting the appropriate vehicle to deliver the espresso coffee machines, which is causing some issues with customers. The contract delivery firm seems to be struggling to deliver the promised quality with their fast expansion.
? All managers agreed that marketing and sales is a strong point for MacVille. The marketing communications and promotions mix seems to be working well, particularly with the social marketing that MacVille has introduced in the past year. Technology developments are helping MacVille to reduce costs, yet expand the message via internet marketing activities.
? Service is another strong point for MacVille, which enjoys a good reputation in this field. The installation, after-sales service, complaints handling and training all get top marks from our customers. Some of MacVille’s procurement policy has helped in this regard, with MacVille outsourcing work where it cannot meet customer demand. The policy of putting the customer first and guaranteeing service calls within 24 hours has been a key reason for the increased sales.
In a brainstorm with the CEO and senior managers, the following points were noted. When asking about the potential for opportunities, threats and competitors, the consensus was:
? Moving into the new Sydney market, where the bulk of espresso machines are sold each year, and from which a major (but ineffective) competitor has withdrawn.
? Other opportunities could be found in strategic alliances with coffee bean suppliers, where market penetration could easily be achieved and costs of advertising and service could be shared.
? There was also concern about the raising Australian dollar having a severe long-term impact on tourism, which was a major category buyer of espresso machines. Raising interest rates that are predicted for the coming years could impact negatively on the disposable income of coffee-drinking patrons.
? The concerns of the group were centred on a global corporation Nufix Inc. shifting from instant coffee into the espresso bean and machine market. The resources they would have at their disposal in marketing, finance and human resources could be a serious threat to MacVille’s plans. However, they would still struggle to gain a foothold in a market that already has strong supplier/buyer allegiances, with most stretching over many years. Global players like Nufix Inc. have difficulty being adaptable to the needs of niche market buyers.
? Another competitor of note was BeanEx, a large coffee bean supplier that had recently started importing espresso machines for their customers. There was talk of them selling the espresso machines as wholesalers. They certainly had easy access to markets with their coffee bean trade, but they had no established service arm to help wholesale clients maintain the machines that they purchased.
? MacVille has been keen to pursue strategic alliances as part of its strategy to achieve its objectives. It called for tenders from interested parties, who were asked to complete a tender application form that provided information relating to the tender requirements. Some notes have been included by senior managers who assessed some of the information.
Tender submissions
Three submissions are attached to this case study.
Business name – Home Espresso Trades
Description of business (include vision, etc.) – Selling consumer home espresso machines to the home market, only in Sydney, and incorporating other digital home entertainment products.
Description of joint venture – Shared space in four trade shows per year.
Venture: Strengths and weaknesses – Strength: covers the consumer market for espresso machines (that compliments the commercial espresso machines) to make a full range offer to clients. Weakness: in working with a strategic partner who is not solely focused on the hospitality industry.
Venture: risks –
1) Partner not fulfilling their financial commitment.
2) Association with a non-industry partner may have a negative effect on our customer base. 3) Partner access to MacVille’s trade secrets.
Venture: Cost-benefit analysis – Costs of the shows is $2,500 each. Four shows costing $10,000, selling 10 machines per show at $500. Profit for each would see a profit of $10,000 for the year and a breakeven after two shows.
Venture: Financials –
Home Espresso Traders
Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 10,000
Accounts Receivable 15,000
Stock 8,000
Prepaid expenses 2,500
Total Current Assets 35,500
Non Current Assets
Buildings 0
Less Accumulated depreciation 0
Equipment 356,000
Less Accumulated depreciation (24,998)
Goodwill 10,000
Total Non Current Assets 341,002
Total Assets 376,502
Represented by
LIABILITIES
Accounts Payable 25,000
Long term loan 251,500
Total Liabilities 276,500
OWNERS EQUITY
Initial Capital 2
Current earnings 100,000
Total Owners Equity 100,002
Venture: Trend analysis – Sales
2007 – $1.0m
2008 – $1.3m
2009 – $1.5m
2010 – $1.6m
2011 – $1.6m
Able to provide access to due diligence materials?
? Copies of other strategic alliance agreements? YES ? NO •
? Statement of Financial Position from last tax return? YES ? NO •
? Full personal contact details of all directors? YES ? NO •
? Supporting data for trends, and cost benefit analysis? YES ? NO •
Business name – Ambrosia Coffee Roast
Description of business (include vision, etc) – Sell all grades of coffee bean to supermarkets and hospitality outlets around Australia.
Description of joint venture – Share in the cost of outdoor advertising for cafes and restaurants, with shared branding of umbrellas and barriers.
Venture: Strengths and weaknesses – Supplier is committed to the coffee bean industry, with some sharing of the client base. Product image is not quality but more commodity-based.
Venture: Risks –
1. Risks with poor brand association.
2. Long-term commitment in signage.
Venture: Cost-benefit analysis – 50 cafes per year, at $200 per cafe cost for each partner. 50 machines sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes.
Venture: Financials – Not available.
Venture: Trend analysis –
2007 – $3.2m
2008 – $3.0m
2009 – $2.9m
2010 – $3.0m
2011 – $3.3m
Able to provide access to due diligence materials?
? Copies of other strategic alliance agreements? YES ? NO •
? Statement of Financial Position from last tax return? YES • NO ?
? Full personal contact details of all directors? YES • NO ?
? Supporting data for trends, and cost benefit analysis? YES ? NO •
Business name – Java Estate
Description of business (include vision, etc) – To sell quality Arabica roasted coffee beans to all states of Australia.
Description of joint venture – Java Estate provides MacVille espresso machines to client for no-charge. Java Estate pays MacVille cost price for the delivery and installation of the machine, then pays the remainder of the purchase price on a 12 month repayment program.
Venture: Strengths and weaknesses – Australia wide partner – 100% committed to hospitality and coffee bean market. Other coffee bean suppliers may not recommend MacVille machines with this strong strategic alliance.
Venture: Risks – Concern over the amount of money outstanding.
Venture: Cost-benefit analysis – Potentially 200 machines installed in the first year. Interest costs $40,000 p.a. profit $100,000. Break-even after 80 machines sold.
Venture: Financials –
Java Estate
Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 78,000
Accounts Receivable 123,000
Stock 100,000
Prepaid expenses 12,000
Total Current Assets 313,000
Non Current Assets
Buildings 240,000
Less Accumulated depreciation (123,000)
Equipment 230,000
Less Accumulated depreciation (78,000)
Goodwill 39,500
Total Non Current Assets 308,500
Total Assets 621,500
Represented by
LIABILITIES
Accounts Payable 25,500
Long term loan 151,000
Total Liabilities 176,500
OWNERS EQUITY
Initial Capital 100,000
Current earnings 345,000
Total Owners Equity 445,000
Venture: Trend analysis –
2007 – $8.2m
2008 – $9.1m
2009 – $12.2m
2010 – $14.6m
2011 – $16.3m
Able to provide access to due diligence materials?
? Copies of other strategic alliance agreements? YES ? NO •
? Statement of Financial Position from last tax return? YES ? NO •
? Full personal contact details of all directors? YES ? NO •
? Supporting data for trends, and cost benefit analysis? YES ? NO •
Task:
For the provided case study (2)above, you are required to complete for MacVille:
4) PEST analysis (including a review of legislation impacting on MacVille).
5) SWOT analysis (including an evaluation of the value-chain).
You are also required to review competitors/allies to MacVille, as described in the case study, and:
? Identify and describe existing and potential competitors/allies, then summarise the strengths and weaknesses of each.
? Develop a separate summary statement for each potential ally for a co-operative venture that describes their alignment with MacVille’s vision, mission, values and attributes, as identified on the tender document.
Once you have developed these materials, you need to meet with your supervisor (your Trainer) to discuss and confirm the analyses you have completed, together with the summary of potential co-operative venture allies. Take notes in the meeting with your supervisor and make any changes as suggested by them, before submitting your final version.
Scenario 3:
Consider following business opportunities:
? a larger building becomes available which means that business can add another service, e.g. a coffee shop
? an environmental disaster at the local beach means that a local industrial supplies business can supply the material to clean up the spill. Task:
Which of the following characteristics do you think suitable for each of the business opportunities?
? the opportunity exists for a short time
? the opportunity is identified by the business and is taken advantage of.
Scenario 4:
Following is a collected report showing performance and measured against a SLA.
Performance Vs. SLA
Performance vs SLA
Target Achieved
Priority 1 – response
Priority 1 – resolution
Priority 2 – response
Priority 2 – resolution
Priority 3 – response
Priority 3 – resolution
Priority 4 – response
Priority 4 – resolution Priority 5 – response
Priority 5 – resolution 100% 5 mins
100% ASAP
100% 20 mins
100% 1.5 hours
100% 2 hours
100% 5 hours
100% 4 hours
100% 8 hours
100% 6 hours
100% 24 hours 96% 5 mins
99% ASAP
98% 20 mins
100% 1.5 hours
100% 2 hour
100% 5 hours
97% 4 hours
95% 8 hours
96% 6 hours
90% 24 hours
Task:
List the priorities which were not achieved and indicate why you think they were not met?
Scenario 5: Copying Design
An Australian designer with three small retail outlets noticed that direct copies of her dress designs were appearing in another retail outlet close by. She wanted to take action against the trader, but was advised that without design protection for her original garment she wouldn't be able to pursue the matter. The designer began filing for registration of her new designs before the styles were released. Protecting designs by registering them doesn't prevent copying but it does mean you can take court action to enforce your IP rights. The other trader continued to copy her designs even though they were warned of the design registrations, but the designer can now take court action over the copying.
Task:
a) What was the first thing the designer should do before releasing the styles?
b) Does this case come under copyright protection?
Scenario 6: Privacy policy
You are developing a website for a small Florist in a suburban shopping centre. The business wants to implement an online catalogue of pre-packaged floral arrangements. The shop does not collect any personal information regarding its clients. Their current annual turnover is approximately $90,000, however, they hope that the website will help increase this. You have been asked to advise the client regarding privacy.
Task:
What will be the valid option/s for this client in terms of choosing privacy policy?
Scenario 7: Acknowledge services and products correctly
With his Italian suit and state-of-the-art laptop, web designer Steve cultivates an ultra-professional image. The client wants someone with experience developing an e-store, so Steve demonstrates two websites from his last employer’s portfolio, implying that these are his own work. He then provides a quote that owes more to financing his new car than to offering value for money. After considering Steve’s presentation, the client asks him some probing questions about the code, and the costing model. Task:
a) List the ways in which Steve has acted unethically.
Scenario 8: ACS code of conduct
Joe is working on a project for his computer science course. The instructor has allotted a fixed amount of computer time for this project. Joe has run out of time, but has not yet finished the project. The instructor cannot be reached. Last year Joe worked as a student programmer for the campus computer centre and is quite familiar with procedures to increase time allocations to accounts. Using what he learned last year, he is able to access the master account. Then he gives himself additional time and finishes his project. (source: http://www.acs.org.au/ACS-Code-of-Ethics-Case-Studies.pdf) Task:
a) Identify which part of the ACS Code of Ethics is compromised in this situation.
For full “Code of ethics”-go to:
http://www.acs.org.au/__data/assets/pdf_file/0015/4902/ACS-National-Regulations.pdf