Student Name: Aline Cristina Biavati

Student ID: AIBL

UOC: BSBSTR602
Trainer Name: Saurabh Khosla
Due Date: 28.08.2022
 Short Answer Questions
Question 1
Complete the table below:
 Outline at least three methods for conducting capability assessment of
competitor organisations
 Describe in your own words each of the three methods outlined for conducting
capability assessment of competitor organisations

Methods for Description of Each Method for Conducting

Conducting Capability Assessment of Competitor Organisations
Capability
Assessment of
Competitor
Organisations
a. Target market Identifies one or more factors that characterize
analysis customer groups, such as age, gender, income level,
education level, and so on.

b. International Identifying the international markets in which the

presence competitor is present, products sold in international
analysis markets, distribution strength of the competitor in
international markets, and so on.

c. 5Ps analysis Identifying a competitor's 5Ps (Product, Price, Place,

Promotion, and People).
 Question 2
Complete the table below:
 List the five key characteristics of cooperative ventures
 Describe in your own words each of the key characteristics of cooperative
ventures listed

Key Characteristics Description of Each Key Characteristic of

of Cooperative Cooperative Ventures
Ventures
a. Shared A cooperative venture's two parties share common
objectives goals for the venture. Shared objectives refer to both
parties to the cooperative venture having similar goals
for the cooperative venture.

b. Specific The cooperative venture is usually formed with a

purpose specific goal in mind. The goal is usually stated
explicitly in the co-operative venture agreement.
Expansion into a new market, sharing of technological
capabilities, access to new distribution channels, and
so on are examples of specific purposes.

c. Profit sharing Profits are shared by the cooperative venture parties

in the ratio agreed upon in the cooperative venture
agreement. Profits are typically divided in the same
proportion as each party's investment, but there are
exceptions.

d. Joint control The two parties usually share control of the operations.
Both parties appoint relevant personnel to manage the
operations of the cooperative venture under joint
control. However, depending on the circumstances and
the ownership structure, daily operations may be
managed by one of the parties.

e. Temporary Cooperative ventures are usually formed for a limited

time and are only temporary. When the cooperative
venture's goal is met, it is dissolved, and the accounts
are settled between the two parties.
Question 3

Outlined below are methods of conducting cost benefit analysis. Briefly explain
in your own words how each method is used to make decisions on establishing
cooperative ventures.
Include financial and non-financial costs and benefits in your explanation.

Method of How Each Method Is Used to

Conducting Cost Make Decisions on Establishing Cooperative
Benefit Analysis Ventures

a. Return on Return on investment, or ROI, is a key performance

Investment indicator (KPI) that businesses frequently use to
(ROI) determine the profitability of an expenditure. It's
especially useful for tracking progress over time and
removing uncertainty from future business decisions.

b. Net Present The NPV of a project or investment is equal to the

Value (NPV) present value of the expected net cash inflows minus the
initial capital required for the project. During the
decision-making process, the company will apply the net
present value rule to determine whether to pursue a
project, such as an acquisition.

c. Benefit Cost A cost-benefit analysis is a methodical process used by

Ratio (BCR) businesses to determine which decisions to make and
which to avoid. The cost-benefit analyst adds up the
potential rewards of a situation or action and then
subtracts the total costs of taking that action.

Question 4
Complete the following table:
 Outline at least three components of due diligence processes for establishing
cooperative ventures
 Explain in your own words why each of the three components of due diligence
processes outlined is needed for establishing cooperative ventures

Components of Due Diligence Need for Each Component of Due Diligence

Processes for Establishing Processes for Establishing Cooperative
Cooperative Ventures Ventures
 a. Financial statements Financial statements are written reports that
and affairs contain information about a company's
financial performance and position. Financial
affairs are details about recent transactions.
Financial statements and affairs must be
reviewed to ensure the accuracy of reported
figures, to understand the drivers of business
performance, and to identify any financial
risks.

b. Cultural alignment Cultural alignment refers to the two

cooperative venture partners' organizational
cultures being similar enough to allow the
cooperative venture to run smoothly.
Comparing leadership styles, management
styles, formal versus informal structure,
organizational culture, and other factors can
help determine cultural alignment.

c. Compliance Organizations prepare compliance reports to

demonstrate that they are following
applicable legislation and regulations.
Noncompliance with laws and regulations
may result in fines, penalties, and a loss of
reputation. As a result, compliance reports
must be reviewed to determine if there are
any potential non-compliance issues.

Question 5
Complete the following table about risks related to IP rights and responsibilities:

a. Types of Risks Related to IP Rights and Responsibilities

 List at least two types of risks related to intellectual property (IP) rights and
responsibilities that can arise during strategic planning
 Describe in your own words each of the two types of risks related to IP rights
and responsibilities listed that can arise during strategic planning
Types of Risks Related to IP Description of Each Risk Related to
Rights and Responsibilities IP Rights and Responsibilities
 i. First party-ownership The risk of someone using your company's
perspective intellectual property in an unauthorized or
illegal manner.

ii. Third party-ownership Refers to the risk of your organization using

perspective someone else's intellectual property in an
unauthorized or illegal manner, either
intentionally or unintentionally.

b. Risk Management Strategies for Risks Related to IP Rights and

Responsibilities
 Outline at least two type of risk management strategies for risks related to IP
rights and responsibilities
 Describe in your own words the risk management strategies outlined for risks
related to IP rights and responsibilities
Risk Management Strategy for Description of Each Risk Management
Risks Related to IP Rights and Strategy for Risks Related to IP Rights and
Responsibilities Responsibilities
i. Provisional patent Provisional patent applications are the first
applications step in the process of obtaining a patent.
Patents are protected by provisional patents,
which typically last 12 months.

ii. Indemnities An indemnity is similar to insurance in that it

requires one party to pay the other party for
any losses incurred.
 Question 6
Complete the following table about organisational risks:

a. Types of Organisational Risks

 List at least two types of organisational risks, other than risks related to IP
rights and responsibilities, that can arise during strategic planning.
 Describe in your own words the types of organisational risks listed.
Types of Organisational Risks, Description of Types of Organisational
Other Than Risks Related to IP Risks, Other Than Risks Related to IP
Rights and Responsibilities Rights and Responsibilities
i. Accept Some risks will not be addressed.

ii. Avoid Some dangers are so severe that they must

be avoided or eliminated.

b. Risk Management Strategies

 Outline at least two risk management strategies for organisation risks, other
than risks related to IP rights and responsibilities
 Describe in your own words the risk management strategies outlined
Risk Management Strategies Description of Risk Management Strategies
for Organisational Risks, Other for Organisational Risks, Other Than Risks
Than Risks Related to IP Rights Related to IP Rights And Responsibilities
and Responsibilities
i. Identify risks Identify the risks that will affect the strategic
plan's implementation. Examine each
strategy and identify the risks associated
with it. To identify risks, you may also
consult with relevant stakeholders.

ii. Prepare risk treatment and Determine mitigations to address the

action plan identified risks. Accept, Reduce, Transfer,
and Avoid are common mitigation
strategies. Describe the actions that will be
taken for each of the mitigation strategies in
detail. Assign responsibilities and ownership
for the mitigations, along with timelines.
Identify the resources required for risk
mitigation and describe the expected
outcomes.
 Question 7
Describe each factor outlined below for each of the following strategic planning
methodologies:
a. PEST analysis
b. SWOT analysis

a. PEST Analysis

Factors in PEST Analysis Description of Each of the Factors in PEST

Analysis
i. Political factors The way the government intervenes in the
economy is influenced by political factors. Tax
policy, labor law, environmental law, trade
restrictions, tariffs, and political stability are all
examples of political factors.
ii. Economic factors Exchange rates, economic growth or decline,
globalization, inflation, interest rates and the
cost of living, labor costs, and consumer
spending are all economic factors.
iii. Social factors Social factors include cultural norms and
expectations, health consciousness, population
growth rates, age distribution, career attitudes,
health, and safety. These factors can help
businesses better plan their marketing analytics
and strategy.
iv. Technological factors Production techniques, information and
communication resources, production, logistics,
marketing, and e-commerce technologies are
examples of technological factors. These
influence how a company operates, sells its
products, interacts with, and gathers
information about its customers, suppliers, and
competitors.

b. SWOT Analysis

Components in SWOT Description of Each of the Components in

Analysis SWOT Analysis
i. Strengths Strengths are things that your organization does
exceptionally well or in a way that sets it apart
from competitors. It is critical to consider the
advantages your organization has over
competitors. These could include employee
motivation, access to specific materials, or a
strong set of manufacturing processes.

ii. Weaknesses Weaknesses, like strengths, are inherent

characteristics of your organization; therefore,
concentrate on your people, resources, systems,
and procedures. It's interesting to consider what
 you could do better and what practices you
should avoid.
iii. Opportunities Opportunities are chances for something
positive to occur. They typically arise from
situations outside of your organization and
necessitate anticipating what may occur in the
future. They may arise as a result of changes in
the market you serve or the technology you use.
The ability to identify and capitalize on
opportunities can make a significant difference
in your organization's ability to compete and
lead in your market.
iv. Threats Threats include anything that can have a
negative impact on your business from the
outside, such as supply-chain issues, market
shifts, or a shortage of recruits. It is critical to
anticipate threats and respond to them before
you become a victim and your growth stalls.

Question 8
List at least two external sources of information relevant to each of the topics outlined
below:

Topics External Sources of Information for Each of the Topics

a. Market  Newspaper/digital news

 Specialized magazines

c. Competitor  Competitor websites

s

 Annual reports

e. Customer  Your Website's Analytics

base

 Customer Interactions

g. Vision  Website

 Client’s posts

i. Values  Employee interactions on social media

 Client’s comments
k. Capabilities  Customer engajement

 Sales report
 Question 9
Describe in your own words the following techniques for developing organisational
values.

Techniques for Description of Each of the Techniques for

Developing Developing Organisational Values
Organisation Values
a. Conduct Determine the specific reasons why the vision and
background mission must be revised. Consult with a few key
research customers to generate some initial ideas for the vision
and mission statements. Examine your competitors'
vision and mission statements to see what you're up
against. You can also examine the vision and mission
statements of organizations that you admire.

b. Outline There are four types of value categories: functional value,

categories of monetary value, social value, and psychological value.
values Before proceeding with the definition plan, it is important to
define in which categories the values should be allocated.

c. Identify It is critical to identify the appropriate set of

relevant stakeholders to consult when revising the vision and
stakeholders mission. Board members and senior management of
the organization are common examples of relevant
stakeholders. Key shareholders and a few middle
management representatives may also be present.
d. Conduct After identifying the stakeholders, organize a
brainstorming brainstorming session in which the various
session stakeholders can express their ideas in an open forum.
The session should take place in a distraction-free
environment, such as an offsite event or retreat.

e. Develop the After the brainstorming session, invite the groups to

values share their thoughts and ideas. Choose the best and
most common concepts from each group. Then, using
different phrases, wordsmith the key concepts to
create a few versions of the mission statement. As the
draft mission statement, choose the one that best
reflects the input of all stakeholders.

f. Test and Review the first drafts of the vision and mission
finalise statements that you created during the brainstorming
sessions. Refine and finalize the vision and mission
based on the review. You can also put the vision and
mission to the test with a few employees before
finalizing them.
 Assessment 2 – Workplace Project Assessment
Task 1: Confirm Organisational Vision, Mission and Values

Complete the table with the vision, mission, strategic direction and organisational values
identified from organisational documents below. You will use this information to make at least
two changes to vision and mission, and at least two changes to organisational values in the
same task.

Date of completion of 25/08/2022

this task

Vision, Mission, Strategic Direction and Organisational Values

Vision

Bounce Fitness is dedicated to growing its position as a premier provider of wellness-integrated

services. We will develop and implement comprehensive programs and services that are appealing
to all through the evolution of an empowered employee culture and the creative acquisition and
use of resources.

Mission

The Centres will provide the community with high-quality, comprehensive, one-of-a-kind health
programs and services. The employee team will expand on preventive services while improving
participants' quality of life through health and fitness services that use cutting-edge equipment
and practices. These programs will reflect the needs of members while remaining financially viable
for all stakeholders.

Strategic Direction

The organization's strategic plan focuses on bringing convenience and advocacy to clients. This
premise is reflected in the location of training centers, in the preparation of trainers, in the
constant search to be up to date with market trends and in the offer of flexible plans and activities.

At least two organisational values

a. Integrity
Date of completion of 25/08/2022
this task

b. Teamwork

Sources of information and documents accessed to identify and revise vision, mission and values

 https://www.abcassignmenthelp.com/managing-human-resources-strategic-plan-bounce-
fitness
 Business Plan

MEETING MINUTES
Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

STAKEHOLDER CONSULTATION

Date 25/08/2022 Time 9:00am Meeting Location Meeting room

Purpose of meeting Identify necessary changes in vision, mission and values.

Facilitator Aline Biavati – Project Manager

Notetaker Anna Thompson

Thomas Hinwood – Executive assistant

Attendees Laura Irish – General Manager of Human Resources

Review of Previous Action Items

Write NA or Nil if not applicable for this meeting.

Action Items Person Responsible Remarks

N/A N/A N/A

Agenda Item 1: Current statements

Discussion

In the first part of the meeting, we discussed the current statements for mission, vision and values, seeking
to identify to what extent they represent the current strategic needs and positioning of the company and
where they need to be changed. We conclude that it will not be necessary to make drastic changes, but that
a review is necessary.

Agenda Item 2: Needs for change

Discussion

Although the current statements reflect the organizational positioning at its base, they do not adequately
reflect the current moment of the organization, a moment focused on the search for constant innovations
and monitoring of industry trends, that is, a moment focused on innovation.

Agenda Item 3: New statements

Discussion

Here, we discussed what the new statements should be and how they could reflect the organization's
current intentions, while taking into account the trajectory so far, that is, also embracing the history covered
so far.

Agenda Item 4: Closing

Discussion

Time for general questions and definition of actions to be taken from the previous discussions.

Action Items for Next Meeting

Action Items Person Responsible Target Date

Preparation of new statements Project Manager 26/08

Submission for board approval Project Manager 27/08

Update of official documents (if GM of Human Resources To be defined

approved)

Task 2: Stakeholder Support for Strategic Planning Process

Email correspondence:

 Initiate consultation with at least one representative stakeholder from all

relevant stakeholder groups to seek support for the strategic planning
process.

Include any supplementary documents/sources used to review the strategic

planning process in your organisation, such as organisational policies and
procedures that contain information on the following:

 Timelines for the strategic planning process

 Role of stakeholders in the strategic planning process

 Steps in the strategic planning process where stakeholder consultation

will be sought

 Methods to be used for stakeholder consultation during the strategic

planning process

From: Aline Biavati – Project manager

To: Thomas Hinwood – Executive assistant

Subject: Changes in strategic planning

Good afternoon,

As previously mentioned in our last meeting, in addition to the changes in the vision and mission
statements, we identified the need to review the organization's strategic plan. I come through this
email to request your help in identifying current processes and how they could be improved.
Feel free to request a new meeting to discuss further or provide your input via email.
Awaiting return.

Yours sincerely,
Aline Biavati
Project Manager

Task 3: Internal and External Environment Analysis

ENVIRONMENT ANALYSIS REPORT

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 25/08/2022

Version Control and Document History

Date Version Number Document History

25/08 1.0 First version

1. Sources of Information and Documents Accessed to Analyse the Internal and External Environment,
and Information Taken From the Sources of Information or Documents

a. Research on External Environment

List the sources of information and Outline the information taken from each source of
documents accessed for research on external information or document listed for research on external
environment environment

i. https://linchpinseo.com/trends-in-the-  Growth Projections for the industry

fitness-industry/

 Current trends in fitness industry

b. Research on Capability Assessment of Competitor Organisations

List the sources of information and Outline the information taken from each source of
documents accessed for research on information or document listed for research on capability
capability assessment of competitor assessment of competitor organisations
organisations

i. https://www.anytimefitness.com.au/  Services and facilities offered

https://www.snapfitness.com/au/

 Services offered and brand recognition

c. Research on Internal Analysis of Your Organisation

List the sources of information and Outline the information taken from each source of
documents accessed for research on internal information or document listed for research on internal
analysis of your organisation analysis of your organisation

i. Business strategic plan  Current strategies to achieve business goals

Continuous improvement policy and
procedures

 Procedures for implementing changes aimed at better

organizational performance

2. Market Analysis

a. Customer needs
Identify at least two customer needs that the organisation’s products or services fulfill

 Training options with flexible schedules that adapt to the individual's routine

 Practicality and ease of access, due to the ease of finding a training center nearby

b. Growth driver

Identify at least one market trend that can drive growth in the market

 Wearable Fitness Technology

c. Challenge

Identify at least one market trend that can dampen growth in the market

Rapid advancement of technologies that allow access to increasingly personalized and cheaper services.

3. PEST Analysis
For each category, identify at least two factors that can impact performance of the organisation
Political Factors Economic Factors

 Tax policy: In the Bounce Fitness, there are  Economic factors include the slowing of
policies and regulations that must be followed economic growth, interest rates, wage rates,
in order to complete the entire business minimum wage amounts, and working hours.
procedure. For a more efficient mode of The economic factors are determined by the
operation, management should prioritize net profit gained by the company as a result of
regular tax payments. better employee performance.

 Environmental Regulations: This enhances a  The working hours depends upon the total
mode of regulations to forecast the entire time required among the staff members at the
environments properly with planning and time of working in the Bounce Fitness. The
implementing of strategy. company provides the helping staff members
with the recognizing of the patterns that are
indulged among the staff members through
 the enhancements of lifestyles in a better
health condition. The healthcare corporations
could be reduced through the high productivity
of staff members and a maximum amount of
turnover that helps to increase the economic
conditions
Social Factors Technological Factors

 People are tending to prefer outdoor activities  Availability of several self-assessment apps
aimed at developing not only the physical aimed at training at home or outdoors without
aspect, but the mental one. the need for a teacher.

 Ageing population. Younger people  Use of wearable fitness technology, such as

increasingly choose not to have children, smart watches, cell phones and the like, which
generating a phenomenon of aging of the optimize training tracking possibilities.
world population.

4. Capability Assessment of Competitor Organisations

Fill in the following for at least two competitors

Competitor 1 Competitor 2

Business Name Anytime fitness Snap fitness

A large audience of men and Snap Fitness' target market

Target market
women aged 18 to 45 who includes both men and women
List at least one factor that are interested in fitness and from the country's young and
characterises the target market, with strength training and live middle-aged communities. The
corresponding value within 3 miles of the gym. company prioritizes people
between the ages of 30 and 50,
E.g. Gender - women; Age -18-35
who can be married or
years; Education - College educated
unmarried.

Product or Service Fitness consultation Fitness consultation

Identify name of at least one product Group workouts Holistic support

or service One-on-one training
Pricing
Competition-based pricing Competition-based pricing
Outline pricing strategy
E.g. Competition-based pricing, Cost-
plus pricing, Penetration pricing,
Freemium pricing etc.
Place
Company’s website Social media
Identify at least one
marketing/distribution channel(s)
used to sell products or services
Promotion
Social media Social media
Identify at least one method used to
Recommendation Website
advertise and promote products or
services

Customer reviews on According to customer

specialized websites indicate feedback, a Snap Fitness
that the organization is good membership is worthwhile for
People if you are looking for a basic beginners, people who want to
service, but that customer work out in a relaxed setting,
Identify customer perception of staf
support is lacking. and seniors. However, due to
who interact with the customers,
the limited amount of
such as sales staf and customer
equipment and small space, it
service staf
is not a good gym for
bodybuilders, powerlifters,
weightlifters, or people who
prefer intense styles of training.
International presence
The brand is a large franchise The company has franchises on
Identify countries in which the and is present in countries on all continents
organisation is present, apart from all continents.
the domestic market

The organization has a The organization has a network

Relationship with network of established of established preferred
suppliers preferred supplier supplier relationships, many of
relationships, many of which which are brand specific. The
Assess relationship
are brand specific. The relationship with these
with suppliers
relationship with these suppliers is positive.
Supply
suppliers is positive.
chain
capabilitie
The organization has a The company seeks to update
s
Relationship with network of established its distributors from time to
distributors preferred distributors time, aiming to offer a better
relationships, many of which service.
Assess relationship are brand specific. The
with distributors relationship with these
distributors is positive
Data from annual report
500,300 customers only in 1 million customers
Outline one or more of the following Australia
$1,067 million in revenues
from the annual report:
$384,958 in revenue
- Number of customers/users
- Revenue
- Net profit

E.g. 1 million customers, A$ 100,000

in revenues, A$ 20,000 in net profit
  Competitive price  Open 24 hours a day,
Strengths seven days a week

Identify at least two strengths, based  Possibility to train at  Offers supplemental

on the above steps any gym in the group study materials to
customers

 Quality in customer  Lack of personalized

Weaknesses service service
Identify at least two weaknesses,
based on the above steps  Very basic services  Focus on quantity over
offered quality

5. Internal Analysis of Your Organisations

Fill in the following for your organisation

The Bounce Fitness market is not particularly segmented.

Target market Potential customers include all CBD businesses that provide
medical benefits to their employees, are experiencing rising
List at least one factor that
health-care costs, and want to better manage those costs.
characterises the target market, with
Corporate Fitness, on the other hand, segmented its services for
corresponding value
specific organizations. Bounce Fitness collaborates with senior
E.g. Gender - women; Age -18-35 management to create mission statements and incentive plans, as
years; Education - College educated well as with employees to create personalized health and fitness
programs. Corporate employees are the intended audience.

Pre-workout powders

Product or Service Group workout

Identify name of at least one product One-on-one training

or service
Residential Fitness Services.

Corporate Fitness's prices are comparable to those of higher-end

Pricing
fitness centers. An employee who chooses to use a Bounce
Outline pricing strategy Fitness center will pay a monthly fee of $100. The employer will
E.g. Competition-based pricing, Cost- pay $150 per year for each employee enrolled in the general
plus pricing, Penetration pricing, wellness program, regardless of whether or not they use the
Freemium pricing etc. fitness facility. The prices reflect the equipment and service
quality.

This will take place both on the company's premises and at

Place Bounce Fitness' facilities.
Identify at least one
marketing/distribution channel(s)
used to sell products or services
 In the membership drive and to raise awareness of the services
Promotion on offer, printed materials, presentations, advertising in industry
Identify at least one method used to specific journals, and a comprehensive website will be used.
advertise and promote products or
services

People Bounce Fitness will operate under the premise that total
customer satisfaction is critical to the company's success.
Identify customer perception of staf
who interact with the customers,
such as sales staf and customer
service staf

International presence
The organization operates exclusively in Australia
Identify countries in which the
organisation is present, apart from
the domestic market
Relationship with
The company maintains a good relationship with local suppliers,
suppliers
seeking to establish new partnerships whenever possible.
Assess relationship
Supply with suppliers
chain
capabilitie Relationship with The company maintains a good relationship with local
s distributors distributors, seeking to establish new partnerships whenever
possible.
Assess relationship
with distributors
Data from annual report
$2,256,459.00 in revenue
Outline one or more of the following
450,000 customers
from the annual report:
- Number of customers/users
- Revenue
- Net profit

E.g. 1 million customers, A$ 100,000

in revenues, A$ 20,000 in net profit
6. SWOT Analysis

For each component, identify at least two factors

Strengths Weaknesses

Strengths refer to characteristics of the resources Weaknesses refer to characteristics of the resources
and capabilities of an organisation that give it a and capabilities of an organisation that give it a
competitive advantage competitive disadvantage

 Results-oriented approach to attracting and  High costs associated with customized,

maintaining customers personal service

 A well-researched, detailed health wellness  The inability to work on a high volume

program with a long-term focus business model

Opportunities Threats

Opportunities are factors in the external Threats are factors in the external environment that
environment that are favourable to the growth and are unfavourable to the growth and sustainability of
sustainability of a business a business

 Potential to expand within a growing market  Lack of immunity to an economic downturn

 A large increase in clients if a single corporate  Potential competition from larger, well-
company takes up the Bounce FItness’ program established competitors
Task 4: Stakeholder Feedback on Environment Analysis
You must also submit the following:

 Evidence of seeking feedback from relevant stakeholders

 Evidence of responding to feedback from relevant stakeholders.

Evidence must be at least one of the following:

 Email correspondence

 Meeting minutes

From: Aline Biavati – Project manager

To: Thomas Hinwood – Executive assistant

Subject: Environment analysis

Good morning,

I come once again to request feedback regarding the processes carried out towards the update of
the strategic plans. Based on your indication in our last conversation, I performed an environment
analysis, considering two of our main competitors and the current aspects of the organization, in
addition to a brief analysis of the external environment. With all this information in hand, I
prepared a report that I am attaching.

I would like to request feedback regarding the information collected.

Yours sincerely,
Aline Biavati
Project Manager
Task 5: Establish Cooperative Ventures

COOPERATIVE VENTURES REPORT

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 26/08/2022

Cooperative Venture Options

Identify at least two cooperative venture options

Option 1

Business name of the potential Muse Nutrition and Fitness

partner for the cooperative venture

Purpose of the cooperative venture Increase the range of clients we serve while providing a
option personalized service for our current clients.

From the SWOT analysis carried out, it became evident that one of
How the purpose of the option is the great differentials of Bounce Fitness is the personalized service.
aligned with the SWOT analysis for Our current focus is corporate customers, however, we cannot rely
the organisation on this front alone, so this could be an excellent opportunity to
reach other customers.

Option 2

Business name of the potential Rockwear Australia

partner for the cooperative venture

Purpose of the cooperative venture Exchange of customer base, offering more products to our current
option customers.

One of the great treats faced by the company is the competitiveness

How the purpose of the option is with companies already established in the market. Most of the
aligned with the SWOT analysis for competitors analysed, however, offer standardized services and do
the organisation not have supplementary products, so this can be a good
opportunity to stand out in the market.
Alignment of Cooperative Venture Options with Vision, Mission and Values

Option 1

The company wants to position itself as the premier provider of

Analysis of how the option is aligned wellness-integrated services. This is an opportunity to expand the
with the vision the organisation services offered.

The organization seeks to bring health and wellness programs as a

Analysis of how the option is aligned way of life. In this sense, providing options for integrative and
with the mission of the organisation holistic programs can help in the development of a healthier
mindset and not only focused on aesthetics.

This is an alternative that aims to build a better mentality and

Analysis of how the option is aligned lifestyles with the client. Respectfully considering all aspects of their
with the values of the organisation individualities.

Option 2

Providing products within the context of operations is also a way of

Analysis of how the option is aligned optimizing customer service.
with the vision the organisation

Self-esteem is also aligned with the idea of health and well-being.

Analysis of how the option is aligned Therefore, offering products that help in the construction of this
with the mission of the organisation aspect is a way to align with our mission to promote well-being.

The customer will know they are in a safe environment by

Analysis of how the option is aligned purchasing high quality products, as this is a premise of Bounce
with the values of the organisation Fitness.
Option 1 – Cost Benefit Analysis

Brief description of cooperative It consists of partnering with a specialized company to provide

venture option nutritional monitoring for fitness goals.

Cost  Expansion of marketing operations; payment of new employees

assumption(s)
Assumptions
Benefit  Greater range of customers; current customers purchasing a
assumption(s) premium plan that includes the new service
Costs

Q1 Q2 Q3 Q4

Identify the costs and benefits along with the period when they will Total per Cost
Cost Head
occur. Modify the period as applicable. Ensure that the period used for Head
costs matches the period used for benefits below.

Marketing
3,000 1,500 1,000 1,000 $6,500
activities

Wages 0 0 0 4,600 $4,600

Total Costs per

3,000 2,000 1,500 6,100 $10,600
Period

Benefits

Benefit Q1 Q2 Q3 Q4 Total per Benefit

Increase
2,000 1,525 930 700 $5,155
customer base

Applications to
450 1,350 1,800 2,700 $6,300
Premium plan

Total Benefits
2,450 2,875 2,730 3,400 $11,455
per Period

Cost Benefit Analysis

Total Cost $10,600 Total Benefit $11,455

Net Benefit Return on Investment

Net benefit = Total $850 (Total Benefit Value – $850

Benefit Value – Total Total Cost Value) / (Total
Cost Value Cost Value)
Option 1 - Risk Analysis

Risk Identification Risk Assessment Risk Management

Likelihood of Degree of Risk Priority Risk Treatment Risk Control

Risk
occurrence (L) Impact (I) (P) Type Measure

Unlikely Moderate Moderate Avoidance Prepare

1. Limited budget
contingency
budget
Rare Significant Moderate Reduction Invest in
2. Lack of
marketing
customer
campaigns
engagement

Option 2 – Cost Benefit Analysis

Brief description of cooperative Acquisition of clothing for resale to our customers.

venture option

Cost
 Acquisition of goods
assumption(s)
Assumptions
Benefit
 Revenue from product sales
assumption(s)

Costs

Q1 Q2 Q3 Q4

Identify the costs and benefits along with the period when they will Total per Cost
Cost Head
occur. Modify the period as applicable. Ensure that the period used for Head
costs matches the period used for benefits below.

Acquisition of
5,000 0 0 0 $5,000
goods

Marketing
1,000 250 250 250 $1,750
activities

Total Costs per

6,000 250 250 250 $6,750
Period

Benefits

Benefit Q1 Q2 Q3 Q4 Total per Benefit

Revenue from
650 1,000 2,100 3,500 $7,250
product sales

Total Benefits
650 1,000 2,100 3,500 $7,250
per Period

Cost Benefit Analysis

Total Cost $6,750 Total Benefit $7,250

Net Benefit Return on Investment

Net benefit = Total $500 (Total Benefit Value – $500

Benefit Value – Total Total Cost Value) / (Total
Cost Value Cost Value)
Option 2 - Risk Analysis

Risk Identification Risk Assessment Risk Management

Likelihood of Degree of Risk Priority Risk Treatment Risk Control

Risk
occurrence (L) Impact (I) (P) Type Measure
Rare Significant Moderate Reduction Invest in
1. Not sell the
marketing
products
strategies
Rare Moderate Low Avoidance Apply a
2. Unexpected
competitive
increases in
price from
purchase prices
the start,
avoiding the
need for
sudden
increases

Selection of Cooperative Venture Options

Summarise the outcomes of the cost benefit analysis and risk analysis for each of the Select at
options least two
options

Cost Benefit Analysis Risk Analysis Selection for

Description of establishing
Risk Priority of at
option Return on
Net Benefit least two risks Selected /
Investment
Not selected

It consists of $850 $850 Moderate Moderate Selected

partnering with a
specialized
Option 1 company to
provide nutritional
monitoring for
fitness goals.

Acquisition of $500 $500 Moderate Low Selected

Option 2 clothing for resale
to our customers.

Sources of Information and Documents Accessed to Establish Cooperative Ventures

List the sources of information and documents accessed to establish cooperative ventures (e.g.
organisational policies and procedures relevant to establishing cooperative ventures, sources of
information on assumptions for cost benefit analysis of cooperative venture options)

1. https://docplayer.net/206426125-Bounce-fitness-corporate-marketing-plan.html

2. https://www.dnb.com/business-directory/company-
profiles.snap_fitness_inc.a1a0ba0426f5e9c360de2b704e5a04af.html

Annexure

Likelihood Scale

Level Likelihood Description

1 Rare The event may occur in exceptional circumstances. Less than once in 2 years.

2 Unlikely The event could occur at some time. At least once per year.

3 Moderate The event will probably occur at some time. At least once in 6 months.

4 Likely The event will occur in most circumstances. At least once per month

5 Certain The event is expected to occur in all circumstances. At least once per week.

Impact Scale

Level Impact Description

1 Minimal The event will have little or no impact on achieving objectives.

The event will cause one or more objectives to fall below goals but well above
2 Minor minimum acceptable levels.

The event will cause one or more objectives to fall well below goals but above
3 Moderate minimum acceptable levels.

4 Significant The event will cause one or more objectives to fall below acceptable levels.

5 Severe The event will cause one or more critical objectives to not be achieved.

Risk Rating Matrix

 Likelihood

Rare Unlikely Moderate Likely Certain

Impact Level 1 2 3 4 5

Minimal 1 1 2 3 4 5

Minor 2 2 4 6 8 10

Moderate 3 3 6 9 12 15

Significant 4 4 8 12 16 20

Severe 5 5 10 15 20 25

Risk Priority Scale

Risk Rating Risk Priority Description

1–3 L Low: May require consideration in any future changes to the work area or
processes, or can be fixed immediately.

4–6 M Moderate: May require corrective action through planning and budgeting
process.

8 – 12 H High: Requires immediate corrective action.

15 – 25 E Extreme: Requires immediate prohibition of the work process and

immediate corrective action.
Task 6: Strategic Plan and Risk Management Plan
Part A. Strategic Plan

STRATEGIC PLAN

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 26/08/2022

Version Number and Document History

Date Version Number Document History

26/08/2022 1.0 First version

1. Business Profile

Name of the business Bounce Fitness

Date of establishment 2001

Business Address The company has several centers spread across Australia

Type of business operations Service business

Industry to which the Fitness

organisation belongs

Number of employees 300

2. Key Leaders in the Organisation

Name
Work role in the organisation
At least two

Margaret House CEO

Ellie Toller CENTRE MANAGER Brisbane

3. Product/Service
At least one product or service ofered by the organisation to its customers

Fitness consultation
4. Vision, Mission and Organisational Values
Vision statement of the organisation

Bounce Fitness is dedicated to growing its position as a premier provider of wellness-integrated services. We
will develop and implement comprehensive programs and services that are appealing to all through the
evolution of an empowered employee culture and the creative acquisition and use of resources.

Mission statement of the organisation

The Centres will provide the community with high-quality, comprehensive, one-of-a-kind health programs
and services. The employee team will expand on preventive services while improving participants' quality of
life through health and fitness services that use cutting-edge equipment and practices. These programs will
reflect the needs of members while remaining financially viable for all stakeholders.

At least two organisational values

1. Integrity

2. Teamwork
5. Legislations, Regulations and Codes of Practice, Applicable to the Organisation
Legislations

At least two applicable legislations, including at least one for IP rights

Legislation name Provision or requirement from the legislation relevant to the strategic plan

Protects the handling of personal information, delimiting that all customer

a. Privacy Act
information must be properly archived and can only be shared with the
customer's consent.

Delimits what can and cannot be done in terms of pricing, marketing

b. Competition and
strategies, to ensure that the customer receives a fair service
Consumer Act 2010
Regulations

At least two applicable regulations, including at least one for IP rights

Regulation name Provision or requirement from the regulation relevant to the strategic plan

Provisions are on account of general legislation and codes of practice

a. There are no specific
regulations in Australia
aimed at the fitness
industry.
Codes of practice

At least two applicable codes of practice

Code of practice name Provision or requirement from the code of practice relevant to the strategic
plan

Identifies procedures to be adopted during and after the COVID-19

a. Coronavirus and the
pandemic.
Workplace - full
reference guide
The Code is a mandatory list of AUS active professionals' professional
b. Code of Ethical Conduct
expectations.
6. Objectives
At least two objectives

1. Generate a 10% yearly increase in sales.

2. Increase market penetration every quarter.

7. Strategies
Business area addressed by the Objectives achieved by the
Strategy
strategy strategy
At least two strategies
At least one for each strategy At least one for each strategy

1. Make listening to customers a

top priority across the Generate a 10% yearly increase in
Customer experience
business sales

2. Establish a cross-department Increase market penetration

workflow Marketing
every quarter
8. Details of the Strategies
Detail each strategy with a priority, a timeframe, responsible stakeholders and measurable performance indicators

Roles and responsibilities Measurable performance

indicators
Timeframe
Priority Metrics to keep track of the status
of implementation
Based on strategic
Strategy
importance of the Primary responsibility Secondary responsibility Performance Target
At least two strategy and ease Can indicator name
Work role of one individual Work role of at least one
of implementation include or Name of one team or individual or Name of at
of the strategy month and Name of one department least one team or Name
year who is the owner of the of at least one
strategy department

Improve
customer
Customer satisfaction
1. Make listening satisfaction rate in 15%
to customers a Alana Vidal – General in the next
Thomas Wild – General
top priority High 10/2022 Customer Service month
Customer Service Manager
across the Supervisor
Customer Achieve 90%
business Retention Rate retention in
the next
month

Medium 11/2022 Anna Brown – General Adam Smith – General Increase

2. Establish a
Marketing Manager Marketing Supervisor brand
cross-
Brand awareness mentions in
department
15% in the
workflow next month

Conversion rate Achieve 20

 new
contracts in
the next
month

Priority can be one of the following:

 High: High strategic importance, High ease of implementation

 Medium: Low strategic importance, High ease of implementation OR High strategic importance, Low ease of implementation
 Low: Low strategic importance, Low ease of implementation
9. Implementation Plan
To be completed before completing the action To be completed after each action is completed

Evidence of
Team members responsible Actual date of Outcome of the
Initiative Action Expected date implementation
for completing the action completion action
of completion submitted
At least two initiatives selected At least two actions
of the action For at least two For at least two
after cost benefit analysis for each initiative Name of Work role For at least two
actions actions
individual actions

Meet with relevant Project

1. Partnership with a Aline Biavati 30/08 N/A N/A N/A
stakeholders Manager
specialized company to
provide nutritional Develop terms and Project
Aline Biavati 05/09 N/A N/A N/A
monitoring for fitness goals conditions Manager

Meet with relevant Project

2. Acquisition of clothing for Aline Biavati 03/09 N/A N/A N/A
stakeholders Manager
resale to our customers.
Request budget Thomas Financial
15/09 N/A N/A N/A
release Brum assistant
10. Sources of Information and Documents Accessed to Develop and Implement the Strategic Plan

a. List the sources of information and documents accessed to develop the Strategic Plan (e.g. organisational policies and procedures relevant to
development of strategic plans, sources for research on applicable legislations, regulations and codes of practices)

1. https://fitness.org.au/articles/latest-industry-news/fitness-industry-regulation/45/464/184
2. https://fitness.org.au/articles/category/policies-guidelines/4/20
3. Privacy and Confidentiality Policies and Procedures

b. List the sources of information and documents accessed to implement the Strategic Plan (e.g. organisational policies and procedures relevant to
implementation of strategic plans)
Communication Policy

Documentation Policy and Procedures

Part B. Risk Management Plan

RISK MANAGEMENT PLAN

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Prepared 26/08/2022

Version Control and Document History

Date Version Number Document History

26/08/2022 1.0 First version

Risk Management Plan

Risk Register Risk Treatment and Action Plan

Risk Description Risk Type Risk Rating Risk Risk Risk Control Person Timelines for
Owner Treatment Measure Responsibl risk
L I P Type e treatment

Financial Unlikely Moderate Moderate Project Avoidance Prepare Financial Within 2

Limited budget
Manager contingency budget Manager weeks

Lack of customer Strategic Rare Significant Moderate Project Reduction Invest in marketing Marketing Within 1
engagement Manager campaigns Manager week

Not sell the products Strategic Rare Significant Moderate Project Reduction Invest in marketing Marketing Within 1
Manager strategies Manager week

Unexpected increases Financial Rare Moderate Low Project Avoidance Apply a competitive Financial Within 1
in purchase prices Manager price from the start, Manager month
avoiding the need
for sudden
increases

 Risk types can be Strategic risk, Financial risk, Operational risk, IP rights risk, Compliance risk, Natural risk
 L = Likelihood of occurrence; I = Degree of Impact; P = Priority

 Refer to the Likelihood Scale to populate the values for Likelihood of occurrence

 Refer to the Impact Scale to populate the values for Degree of Impact

 Refer to the Risk Rating Matrix and Risk Priority Scale to populate the values for Risk Priority
 Risk treatment types can be Accept, Reduce, Transfer, Avoid
 Likelihood Scale

Level Likelihood Description

1 Rare The event may occur in exceptional circumstances. Less than once in 2 years.

2 Unlikely The event could occur at some time. At least once per year.

3 Moderate The event will probably occur at some time. At least once in 6 months.

4 Likely The event will occur in most circumstances. At least once per month

5 Certain The event is expected to occur in all circumstances. At least once per week.

Impact Scale

Level Impact Description

1 Minimal The event will have little or no impact on achieving objectives.

The event will cause one or more objectives to fall below goals but well above
2 Minor minimum acceptable levels.

The event will cause one or more objectives to fall well below goals but above
3 Moderate minimum acceptable levels.

4 Significant The event will cause one or more objectives to fall below acceptable levels.

5 Severe The event will cause one or more critical objectives to not be achieved.
 Risk Rating Matrix

Likelihood

Rare Unlikely Moderate Likely Certain

Impact Level 1 2 3 4 5

Minimal 1 1 2 3 4 5

Minor 2 2 4 6 8 10

Moderate 3 6 9 12 15

Significant 4 4 8 12 16 20

Severe 5 5 10 15 20 25

Risk Priority Scale

Risk Rating Risk Priority Description

1–3 L Low: May require consideration in any future changes to the work area or
processes, or can be fixed immediately.

4–6 M Moderate: May require corrective action through planning and budgeting
process.

8 – 12 H High: Requires immediate corrective action.

15 – 25 E Extreme: Requires immediate prohibition of the work process and

immediate corrective action.
Sources of Information and Documents Accessed to Develop the Risk Management Plan

List the sources of information and documents accessed to develop the Risk Management Plan (e.g.
organisational policies and procedures relevant to development of risk management plans)

Documentation Policy and Procedures

Risk Rating Guide

Task 7: Feedback on Strategic Plan

MEETING MINUTES
Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

STRATEGIC PLAN

Date 27/08 Time 10:00am Meeting Location Meeting room

Purpose of meeting Seek feedback about the strategic plan

Facilitator Aline Biavati

Notetaker Anna Thompson

Attendees must sign beside their name after the meeting.

Thomas Hinwood – Executive assistant

Attendees
Kath Jones – General manager of marketing

Steve Brinkley – General manager of finance

Review of Previous Action Items

Write NA or Nil if not applicable for this meeting.

Action Items Person Responsible Remarks

N/A
Agenda Item 1: Present the strategic planning

Discussion

At the first moment of the meeting, the developed strategic plan was presented and what are the proposed
changes. The focus of the discussion was the joint venture alternatives. At first there was a disagreement
about the advantages of these partnerships, but in the end we agree that they will bring more benefits than
disadvantages.

Agenda Item 2: Present risk assessment plan

Discussion

Then, the risks associated with the proposed plan were discussed. After analysing the strategy currently
used and the cost-benefit analyses, it became evident that the company needs to undergo an update of its
operations, so that it is worth taking the indicated risks.

Agenda Item 3: Feedback

Discussion

Stakeholders requested a better detailing of the elements of both plans and the evaluation of the
established deadlines. Otherwise, the plan may follow as previously established.

Agenda Item 4: Closing

Discussion

We ended with a round of questions to resolve any doubts and set the date for the next meeting.

Action Items for Next Meeting

Action Items Person Responsible Target Date

Update the strategic and risk Project Manager 29/08

treatment plan
Task 8: Endorsement of Strategic Plan
Submit the updated Strategic Plan and the updated Risk Management Plan

STRATEGIC PLAN

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 26/08/2022

Version Number and Document History

Date Version Number Document History

26/08 1.0 First version

29/08 2.0 Deadline update

11. Business Profile

Name of the business Bounce Fitness

Date of establishment 2001

Business Address The company has several centers spread across Australia

Type of business operations Service business

Industry to which the Fitness

organisation belongs

Number of employees 300

12. Key Leaders in the Organisation

Name
Work role in the organisation
At least two

Margaret House CEO

Ellie Toller CENTRE MANAGER Brisbane

13. Product/Service
At least one product or service ofered by the organisation to its customers

Fitness consultation

Group workout

One-on-one training

Pre-workout products
14. Vision, Mission and Organisational Values
Vision statement of the organisation

Bounce Fitness is dedicated to growing its position as a premier provider of wellness-integrated services. We
will develop and implement comprehensive programs and services that are appealing to all through the
evolution of an empowered employee culture and the creative acquisition and use of resources.

Mission statement of the organisation

The Centres will provide the community with high-quality, comprehensive, one-of-a-kind health programs
and services. The employee team will expand on preventive services while improving participants' quality of
life through health and fitness services that use cutting-edge equipment and practices. These programs will
reflect the needs of members while remaining financially viable for all stakeholders.

At least two organisational values

3. Integrity

4. Teamwork
15. Legislations, Regulations and Codes of Practice, Applicable to the Organisation
Legislations

At least two applicable legislations, including at least one for IP rights

Legislation name Provision or requirement from the legislation relevant to the strategic plan

Protects the handling of personal information, delimiting that all customer

c. Privacy Act
information must be properly archived and can only be shared with the
customer's consent.

Delimits what can and cannot be done in terms of pricing, marketing

d. Competition and
strategies, to ensure that the customer receives a fair service
Consumer Act 2010
Regulations

At least two applicable regulations, including at least one for IP rights

Regulation name Provision or requirement from the regulation relevant to the strategic plan

Provisions are on account of general legislation and codes of practice

b. There are no specific
regulations in Australia
aimed at the fitness
industry.
Codes of practice

At least two applicable codes of practice

Code of practice name Provision or requirement from the code of practice relevant to the strategic
plan

Identifies procedures to be adopted during and after the COVID-19

c. Coronavirus and the
pandemic.
Workplace - full
reference guide
The Code is a mandatory list of AUS active professionals' professional
d. Code of Ethical Conduct
expectations.
16. Objectives
At least two objectives

3. Generate a 10% yearly increase in sales.

4. Increase market penetration every quarter.

17. Strategies
Business area addressed by the Objectives achieved by the
Strategy
strategy strategy
At least two strategies
At least one for each strategy At least one for each strategy

3. Make listening to customers a

top priority across the Generate a 10% yearly increase in
Customer experience
business sales

4. Establish a cross-department Increase market penetration

workflow Marketing
every quarter
18. Details of the Strategies
Detail each strategy with a priority, a timeframe, responsible stakeholders and measurable performance indicators

Roles and responsibilities Measurable performance

indicators
Timeframe
Priority Metrics to keep track of the status
of implementation
Based on strategic
Strategy
importance of the Primary responsibility Secondary responsibility Performance Target
At least two strategy and ease Can indicator name
Work role of one individual Work role of at least one
of implementation include or Name of one team or individual or Name of at
of the strategy month and Name of one department least one team or Name
year who is the owner of the of at least one
strategy department

Improve
customer
Customer satisfaction
3. Make listening satisfaction rate in 15%
to customers a Alana Vidal – General in the next
Thomas Wild – General
top priority High 11/2022 Customer Service month
Customer Service Manager
across the Supervisor
Customer Achieve 90%
business Retention Rate retention in
the next
month

Medium 12/2022 Anna Brown – General Adam Smith – General Increase

4. Establish a
Marketing Manager Marketing Supervisor brand
cross-
Brand awareness mentions in
department
15% in the
workflow next month

Conversion rate Achieve 20

 new
contracts in
the next
month

Priority can be one of the following:

 High: High strategic importance, High ease of implementation

 Medium: Low strategic importance, High ease of implementation OR High strategic importance, Low ease of implementation
 Low: Low strategic importance, Low ease of implementation
19. Implementation Plan
To be completed before completing the action To be completed after each action is completed

Evidence of
Team members responsible Actual date of Outcome of the
Initiative Action Expected date implementation
for completing the action completion action
of completion submitted
At least two initiatives selected At least two actions
of the action For at least two For at least two
after cost benefit analysis for each initiative Name of Work role For at least two
actions actions
individual actions

We have Meeting minutes

reached a
Meet with relevant Project
3. Partnership with a Aline Biavati 30/08 30/08 favourable
stakeholders Manager
specialized company to agreement for
provide nutritional both parties
monitoring for fitness goals
Develop terms and Project Drafting the Document elaborated
Aline Biavati 05/09 05/09
conditions Manager contract

We have Meeting minutes

4. Acquisition of clothing for
reached a
resale to our customers. Meet with relevant Project
Aline Biavati 03/09 05/09 favourable
stakeholders Manager
agreement for
both parties

The General Report

Manager of
Finance
Request budget Thomas Financial requested
15/09 20/09
release Brum assistant additional
information
before releasing
the budget
20. Sources of Information and Documents Accessed to Develop and Implement the Strategic Plan

c. List the sources of information and documents accessed to develop the Strategic Plan (e.g.
organisational policies and procedures relevant to development of strategic plans, sources for research
on applicable legislations, regulations and codes of practices)

4. https://fitness.org.au/articles/latest-industry-news/fitness-industry-regulation/45/464/184
5. https://fitness.org.au/articles/category/policies-guidelines/4/20
6. Privacy and Confidentiality Policies and Procedures

d. List the sources of information and documents accessed to implement the Strategic Plan (e.g.
organisational policies and procedures relevant to implementation of strategic plans)
Communication Policy

Documentation Policy and Procedures

RISK MANAGEMENT PLAN

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Prepared 26/08/2022

Version Control and Document History

Date Version Number Document History

26/08 1.0 First version

29/08 2.0 Deadline update

Risk Management Plan

Risk Register Risk Treatment and Action Plan

Risk Risk Risk Rating Risk Risk Risk Person Timelin

Descripti Type Owner Treatme Control Responsi es for
on nt Type Measure ble risk
L I P treatme
nt

Financi Unlike Modera Modera Project Avoidan Prepare Financial Within

Limited al ly te te Manag ce continge Manager 3 weeks
budget er ncy
budget

Lack of Strate Rare Significa Modera Project Reducti Invest in Marketin Within
customer gic nt te Manag on marketin g 2 weeks
engagem er g Manager
ent campaign
s

Not sell Strate Rare Significa Modera Project Reducti Invest in Marketin Within
the gic nt te Manag on marketin g 2 weeks
products er g Manager
strategies

Unexpect Financi Rare Modera Low Project Avoidan Apply a Financial Within
ed al te Manag ce competiti Manager 1
increases er ve price month
in from the
purchase start,
prices avoiding
the need
for
sudden
increases
Task 9: Implement Strategic Plan
INITIATIVE ASSESSMENT

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 27/08/2022

Identification of Initiatives

Identify at least two initiatives

Initiative 1

Partnership with a company focused on nutritional care focused on

Initiative
fitness purposes

From the SWOT analysis carried out, it became evident that one of
How the initiative leads to the great differentials of Bounce Fitness is the personalized service.
implementing one or more strategies Our current focus is corporate customers, however, we cannot rely
in the strategic plan on this front alone, so this could be an excellent opportunity to
reach other customers.

Initiative 2

Partnership with a fitness clothing store to expand the range of

Initiative
products offered by the company

One of the great treats faced by the company is the competitiveness

How the initiative leads to with companies already established in the market. Most of the
implementing one or more strategies competitors analysed, however, offer standardized services and do
in the strategic plan not have supplementary products, so this can be a good
opportunity to stand out in the market.
Cost Benefit Analysis for Initiative 1

Partnership with a company focused on nutritional care focused on

Initiative
fitness purposes

Cost  Expansion of marketing operations; payment of new employees

assumption(s)
Assumptions
Benefit  Greater range of customers; current customers purchasing a
assumption(s) premium plan that includes the new service
Costs

Q1 Q2 Q3 Q4

Identify the costs and benefits along with the period when they will Total per Cost
Cost Head
occur. Modify the period as applicable. Ensure that the period used for Head
costs matches the period used for benefits below.

Marketing
3,000 1,500 1,000 1,000 $6,500
activities

Wages 0 0 0 4,600 $4,600

Total Costs per

3,000 2,000 1,500 6,100 $10,600
Period

Benefits

Benefit Q1 Q2 Q3 Q4 Total per Benefit

Increase
2,000 1,525 930 700 $5,155
customer base

Applications to
450 1,350 1,800 2,700 $6,300
Premium plan

Total Benefits
2,450 2,875 2,730 3,400 $11,455
per Period

Cost Benefit Analysis

Total Cost $10,600 Total Benefit $11,455

Net Benefit Return on Investment

Net benefit = Total $850 (Total Benefit Value – $850

Benefit Value – Total Total Cost Value) / (Total
Cost Value Cost Value)

Cost Benefit Analysis for Initiative 2

Initiative: Partnership with a fitness clothing store to expand the range of products offered by the company

Cost
 Acquisition of goods
assumption(s)
Assumptions
Benefit
 Revenue from product sales
assumption(s)
Costs

Q1 Q2 Q3 Q4

Identify the costs and benefits along with the period when they will Total per Cost
Cost Head
occur. Modify the period as applicable. Ensure that the period used for Head
costs matches the period used for benefits below.

Acquisition of
5,000 0 0 0 $5,000
goods

Marketing
1,000 250 250 250 $1,750
activities

Total Costs per

6,000 250 250 250 $6,750
Period

Benefits

Benefit Q1 Q2 Q3 Q4 Total per Benefit

Revenue from
650 1,000 2,100 3,500 $7,250
product sales

Total Benefits
650 1,000 2,100 3,500 $7,250
per Period

Cost Benefit Analysis

Total Cost $6,750 Total Benefit $7,250

Net Benefit Return on Investment

Net benefit = Total $500 (Total Benefit Value – $500

Benefit Value – Total Total Cost Value) / (Total
Cost Value Cost Value)
Selection of Initiatives Based on the Cost Benefit Analysis

Summarise the outcomes of the cost benefit analysis for each initiative Select at least two initiatives

Cost Benefit Analysis

Selection for implementing
Initiative Return on
Net Benefit Selected / Not selected
Investment

Partnership with a company $850 $850 Selected

Initiative 1 focused on nutritional care
focused on fitness purposes

Partnership with a fitness $500 $500 Selected

clothing store to expand the
Initiative 2
range of products offered by
the company

 If Net benefit and Return on Investment for the initiative are both higher than zero, then select the
initiative
 If Net benefit and Return on Investment for the initiative are both lower than zero, then do not select the
initiative

Sources of Information and Documents Accessed to Assess Initiatives

List the sources of information and documents accessed to assess initiatives (e.g. sources of information on
assumptions for cost benefit analysis of initiatives)

1. Financial reports
Task 10: Evaluate Strategic Plan Implementation

EVALUATION REPORT

Learner Name Aline Biavati

Workplace/Organisation Bounce Fitness

State/Territory Queensland

Date Completed 26/08/2022

Milestone 1 – Monitoring Progress Using Performance Indicators Using Variance Analysis

Milestone Make listening to customers a top priority across the business

For at least two performance indicators, compare the actual result of implementation with the target in the
strategic plan. Calculate variance between the target and actual performance data

Performance Target in Strategic Actual result of Absolute Percentage

indicator Plan implementation variance a variance b

Improve As planned N/A N/A

customer
Customer satisfaction satisfaction rate
in 15% in the next
month

Customer Retention Achieve 90% As planned N/A N/A

Rate retention in the
next month

Milestone 1 – Evaluation of Achievement of Objectives

Performance indicators with Objectives linked to the

Root cause(s) for variance
significant variance performance indicators identified
Identify at least one root cause
Select at least two performance Identify at least one objective for
for each objective that has
indicators with the highest each performance indicator
variance
variances in section A identified

No variances were identified N/A N/A

Milestone 2 – Monitoring Progress Using Performance Indicators Using Variance Analysis

Milestone Establish a cross-department workflow

For at least two performance indicators, compare the actual result of implementation with the performance
target in the strategic plan. Calculate variance between the target and actual performance data

Performance Target in Strategic Actual Absolute Percentage

indicator Plan performance data variance a variance b
 Increase brand As planned N/A N/A
Brand awareness mentions in 15%
in the next month

Conversion rate Achieve 20 new Achieved 10 new 10 50%

contracts in the contracts
next month

Milestone 2 – Evaluation of Achievement of Objectives

Performance indicators with Objectives linked to the

Root cause(s) for variance
significant variance performance indicators identified
Identify at least one root cause
Select at least two performance Identify at least one objective for
for each objective that has
indicators with the highest each performance indicator
variance
variances in section A identified

Achieve 20 new contracts in the Establish a cross-department Marketing strategy

next month workflow

Refinements to the Strategic Plan

Identify at least two refinements to the Strategic Plan based on review of efectiveness of the Strategic Plan
using performance indicators

1. I need to improve the consultation process with relevant stakeholders, including multiple areas

2. Carry out a more detailed analysis of previous plans and objectives achieved to develop a more
assertive plan
Improvements to Strategic Planning Processes

Review strategic planning processes and identify at least two opportunities for improvements, using at
least two methods

Method A – Benchmarking

Best practice(s)

Identify one or more best practices in strategic planning processes in the industry

Have a timeline

Improvement(s) in the strategic planning processes based on benchmarking

Identify one or more improvements in the strategic planning processes by comparing current processes in
the organisation with best practice(s)

Establish realistic deadlines, but do not have a very long deadline for carrying out activities

Method B – Cause and effect analysis

Problem area(s) Primary cause(s) of problem area

Sub-cause of problem area
Identify one or more problem Identify one or more primary
Identify one or more sub-causes
areas in the current strategic causes for each problem area
for each primary cause
planning processes identified

Tight deadline Deadlines within the project were

short

Stakeholder communication Executive committee requirement

Lack of communication between Organizational culture

sectors
Lack of presence at meetings

Improvement(s) in the strategic planning processes based on cause and effect analysis

Identify one or more improvements in the strategic planning processes based on the primary causes and
sub-causes identified

It is necessary to establish a consultation process with relevant stakeholders at all stages of the plan. For
future projects, it can be very helpful to develop a communication plan.
Sources of Information and Documents Accessed to Evaluate the Strategic Plan Implementation, Make
Refinements to the Strategic Plan and Review Strategic Planning Processes

a. List the sources of information and documents accessed to evaluate the Strategic Plan implementation
(e.g. organisational policies and procedures relevant to monitoring, evaluation and revision of strategic
plans)
Continuous Improvement Policy and Procedures

b. List the sources of information and documents accessed to make refinements to the Strategic Plan (e.g.
organisational policies and procedures document that include requirements on how to amend
organisational documents)
New Product or Service Development Policy

c. List the sources of information and documents accessed to review strategic planning processes (e.g.
sources for research on best practices in strategic planning processes)
Quality Policy