BSBMGT616 Develop and Implement Strategic Plans - Assessment Criteria

This document outlines the assessment criteria for BSBMGT616 Develop and Implement Strategic Plans, including elements for competency demonstration, performance evidence, foundation skills, and knowledge evidence.

BSBMGT616
Develop and implement
strategic plans
Learner Workbook
Student’s Name:
Trainer Syed Saqib Hussain Shah
Date: 28/09/2018
Teacher Remarks:

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Assessment criteria for BSBMGT616
Develop and implement strategic plans
In this document, you will find the foundation of what is required to become competent in
this unit. For further information on each element, you can refer to the Assessment Matrix.
Included in this document are the elements for the unit, foundation skills, assessment
requirements as well as an assessment tool definition list and the crucial observation and third
party check lists. As well as all of the areas covered here, each student must also complete all
workbook activities, case studies and major activities, where stated, to become competent
within this unit.
NOTE – Re-assessment:
Students will have a maximum of two (2) reassessments attempts if competency is not
achieved in the first instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the
completion of the unit of competency when all components or parts of the assessment are
graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as NS.
Elements for Competency Demonstration
Elements for Competency Assessment:
1. Confirm organisation vision and mission
2. Analyse internal and external environment
3. Write strategic plan
4. Implement strategic plan
Performance Evidence:
Evidence of the ability to:
 Consult and communicate effectively with relevant stakeholders to:
o confirm or revise the organisation’s mission, vision and values
o validate findings of research and analysis
o get input to and endorsement of strategic plans
o brief relevant parties about the plan

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 Analyse organisation’s internal and external environment to formulate
strategic plans including:
o background and research relevant to the plan
o legislation, regulations and codes of practice, including for intellectual
property
o objectives, strategies and priorities
o roles and responsibilities
o performance indicators
o timeframes
o consideration of co-operative ventures
o cost-benefit and risk analysis
 Seek advice from appropriate experts wherever necessary
 Monitor and evaluate the implementation of the plan and make refinements as
appropriate
 Review effectiveness of planning processes and identify opportunities for
improvement
Foundation Skills:
Reading
 Identifies and analyses complex organisational texts to determine business
requirements
 Reviews, evaluates, interprets and applies content from a range of sources to
aid in development of strategies
Writing
 Prepares strategic plans for relevant stakeholders incorporating appropriate
vocabulary, grammatical structure and conventions
 Incorporates amendments to documents according to organisational
requirements
 Collates and compiles data to convey specific information, requirements and
recommendations

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Oral Communication
 Presents information and seeks advice using language and register appropriate
to audience
 Participates in discussions using listening and questioning to elicit the views
of others and to clarify or confirm understanding
Numeracy
 Interprets and analyses statistical data and mathematical information to
consider trends and resource implications of proposed strategies
Navigate the world of work
 Works autonomously making high level decisions to achieve and improve
organisational goals
 Takes a lead role in the development of strategies to achieve organisational
goals
Interact with others
 Selects and uses appropriate conventions and protocols when communicating
with internal and external stakeholders to seek or share information
 Collaborates with others to achieve joint outcomes, playing an active role in
facilitating effective group interaction, influencing direction and taking a
leadership role
 Seeks feedback or expert advice where required
Get the work done
 Develops flexible plans for complex, high impact activities with strategic
implications, taking into account capabilities, efficiencies and effectiveness
 Systematically gathers and analyses all relevant information and evaluates
options to inform decisions about organisational strategies
 Evaluates outcomes to identify opportunities for improvement
 Applies problem solving processes to identify risks, evaluate options and
determine solutions

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Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
 Outline the legislation, regulations and codes of practice relevant to the
organisation’s strategic plan
 Give examples of risks and risk management strategies relevant to strategic
planning including:
o intellectual property rights and responsibilities
o other risks
 Outline strategic planning methodologies including political, economic, social
and technological (PEST) analysis and strengths, weaknesses, opportunities
and threats analysis (SWOT)
 Identify internal and external sources of information relevant to the
organisation's market, competitors, customer base, vision, values and
capabilities
 Outline techniques for developing organisational values
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates
consistent performance of typical activities experienced in the management and leadership
field of work and include access to:
 Relevant legislation, regulations, standards and codes
 Workplace documentation and resources
 Case studies and, where possible, real situations
 Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website:
http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation checklist.
All practical tasks should be demonstrated during the length of the course. As the instructor,
you must maintain a record demonstrating the date of the practical activities and any
comments relevant to the performance of each student. Where a student is not able to
demonstrate competence in a practical observation activity, further questioning should be put
in its place.

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As the instructor, you could be assessing the student’s literacy, numeracy and language skills,
as well as the content and context of his/her answers. In some cases, you will have to adjust
and amend the assessment tools, using different and varied methods (such as oral
assessment), to allow students to be assessed according to their needs and abilities.

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Assessment Tool Definitions
Assessment Tool How is it used? What is it?
Learner Workbook Activities
(Entire completion is required)
Each student should be given a Learner
Workbook which will hold a number of
activities, both formative and summative,
that all need to be completed in conjunction
with the appropriate sessions. The
PowerPoint, Learner Guide and instructor
should provide further information to help
with the activities.
Observation/Demonstration
(To be completed for each numbered point
as stated on the checklist)
An observation should be completed for
each of the students by the instructor. If the
tasks aren’t everyday actions, a simulated
environment is acceptable, or a
demonstration can be set up. An
observation checklist can be found at the
end of this document.
Major Activity
(Entire completion is required)
A Major Activity is a summative
assessment and can be found in the Learner
Workbook, after all of the activities are
completed. This is an extended piece of
summative assessment which should take
anywhere between 1-2 hours and every
student should complete this work. It is a
requirement for each unit to check
knowledge and understanding.
Skills and Knowledge Activity
(Entire completion is required)
A Skills and Knowledge Activity is a
summative assessment and is found before
the Major Activity in the Learner
Workbook. This should take between 1-2
hours and every student should complete
this work. It is a requirement for each unit
to check knowledge and understanding of
the foundation skills and knowledge
evidence.
Third Party
(To be completed for each numbered point
as stated on the checklist)
A Third Party checklist is very similar to
an Observation Checklist in its format, but
it can be completed by someone who works
with the learner and has witnessed them
completing tasks which coincide with the
elements of the unit. The checklist can be
found at the end of this document.
Case Study
(Entire completion is required)
Not all units will have Case Studies but
those that do will be clearly stated within
the PowerPoint and the Learner Workbook.
It will appear as any other activity, but it
will be named ‘Case Study’ and will
provide an example of a possible real life
situation for the learner to read, interpret
and then answer questions on.

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Learner Guide
(To be used as an informational guide)
The Learner Guide links with the Learner
Workbook as it provides the information
given during sessions and more. It can help
students to further their knowledge and to
also complete the activities.
Evidence Document
(Not a necessity for completion of unit but
can be used as an aid or to collect further
evidence)
The Evidence Document lists all of the
Elements and Performance Criteria with an
area for written reports etc, to add evidence
to the student’s portfolio. It can be used for
any of the performance criteria, especially
those which may not have been covered by
any other assessment tool. The student can
circle a number of the criteria that they
may feel they need further evidence of or it
can be used as a guide for completing
further Observations and Third Party
reports.

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Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the elements
through observations or demonstrations. The observations and demonstrations will be
completed as well as the formative and summative assessments found in the Learner
Workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work based skill or task
 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an observation or
demonstration. Each task must be observed. You will need to ensure you provide the learner
with the correct equipment and/or materials to complete the task. You will also need to
inform the learner of the time they have to complete the task; this will once again vary,
depending on the task.
Learner should be able to demonstrate they can:
 Confirm organisation vision and mission
 Analyse internal and external environment
 Write strategic plan
 Implement strategic plan
Learners should also demonstrate the following skills:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done

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Observation/Demonstration Checklist
Candidate’s Name
Assessor or Observer’s
Name Syed Saqib Hussain Shah
Unit of Competence
(Code and Title) BSBMGT Develop and Implement Strategic Plans
Date of Assessment 28/09/2018
Location 75 Gozzard Street, Gungahlin 2912 ACT, at CBTC.
Demonstration Tasks Completed
Materials and Equipment Provided
Tasks to be observed,
demonstrated or simulated if
appropriate
Yes No Comment Method of
assessment
(Circle/highlight
as appropriate)
1.1 Check with stakeholders that
organisational vision and
mission are still held to be
current and are supported:
Did they check organisational
vision and mission with
appropriate stakeholders, such
as:
 Board
 Customers
 Employees
 Government agencies
 Owners
 Shareholders
 Technical advisers?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
1.2 Make any changes or
refinements to vision or
mission statement as required:
Did they make changes or
refinements, based on:
 Sufficient information
 Clear understanding from
stakeholders
 A refined mission statement?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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1.3 Review or develop organisational
values to support the vision and
mission statement:
Did they review or develop
organisational values, using the
following strategies:
 Involving all relevant
stakeholders
 Establishing measurable
performance benchmarks?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
1.4 Gain support for strategic
planning process from all
relevant stakeholders:
Did they gain support via:
 Explaining the key processes to
stakeholders
 Holding meetings with
stakeholders
 Supporting their involvement
in processes?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.1 Determine information
requirements and undertake or
commission research to deliver
relevant information:
Did they conduct the following
research:
 Commissioned research
 Demographics
 Economics
 Internal research
 Market segmentation
 Political
 Product
 Social
 Technological?
Did they conduct research on:
 Internal environment factors
 External environmental
factors?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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2.2 Analyse political, economic,
social, and technological
developments in a global context:
Did they analyse he following
factors in a global context:
 Social and cultural factors
 Economic factors
 Political and legal external
environmental forces
 Technology?
Did they use the following
approaches:
 Use your own internal
expertise or knowledge of the
various environments
 Seek the services of an expert,
consultant or other advisor
 Use information services
provided by online or other
communication streams
 Consult with similar
organisations who do business
in a global environment?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.3 Seek advice from appropriate
experts wherever necessary:
Did they seek advice from:
 Experienced consultants or
experts
 Managers, team leaders,
specific workplace groups or
departments
 Stakeholders
 Industry experts or
spokespersons?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.4 Identify and consider strengths
and weaknesses of existing and
potential competitors and allies:
Did they conduct the following
analyses for competitors:
 SWOT
 PEST?

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2.5 Analyse organisation's strengths,
weaknesses, opportunities and
threats:
Did they conduct the following
analyses for their organisation:
 SWOT
Does the SWOT analysis take into
account:
 Should experience matter?
 Should you look closely at
interpersonal skills?
 The levels and quality of
personal development and their
ability in relating to others.
 Looking more closely at your
weaknesses.
 Looking closely at areas where
making changes are necessary?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.6 Consider cooperative ventures
that are supported by risk and
cost benefit analyses, are
consistent with the
organisational vision, mission
and values, and provide for due
diligence:
When considering cooperative
ventures, do they conduct:
 Risk analysis
 Cost-benefit analysis?
Do these analyses consider:
 Establishing a written and
detailed negotiation protocol to
avoid unnecessary error based
risk
 Obtaining financial advice
 Risk associated with any
conflicting commercial or
regulatory roles
 Conducting a corruption risk
assessment
 Risk mitigation
 The organisational vision,
mission and values
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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 Due diligence?

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2.7 Check that analysis of internal
and external environment is
consistent with the perspectives of
other informed people:
 Did they check analysis based
on views and validation of
qualified experts?
Did they use the following
validation considerations:
 The avoidance of any bias
 The degree of detail
 The evidence collected or
presented
 The actual collection methods
used
 The types of statistical analysis
used?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.1 Document relevant research and
background for inclusion in the
strategic plan:
Did they document relevant
research and background,
including:
 Assessment of the external and
internal environment
 Statements of mission, vision
and values
 Customers/clients and
stakeholder needs and
expectations
 Organisational design and roles
 Culture, with a focus on results
and the drivers
 Operational planning and action
items
 A resource and “check list”
including terminology,
concepts, steps, tools, and
techniques
 Organisation systems?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.2 Formulate strategic objectives
and strategies needed for the
future:
Workplace
observation
Written

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Did they:
 Identify competitive advantage
and its sustainability
 Organisation’s competitive
advantage
 Sustainability of advantages
 Develop strategic objectives
and strategies in support of
these characteristics?
Did they base these objectives and
strategies on:
 SWOT – the organisation’s
strengths, weaknesses,
opportunities and threats.
 Analysis of both short and long
term goals, as well as listing
priorities.
 Detailing initiatives and specific
performance targets.
 Action items and plans set in
place to achieve specific actions
that have led to implementing
goals.
 KPIs
 Communication plan?
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.3 Detail each strategy with an
assigned priority, a timeframe,
responsible parties and
measurable performance
indicators:
Did they assign the following to
each strategy:
 Priority
 A timeframe
 Responsible parties
 Measurable performance
indicators?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.4 Circulate strategic plan for
comment, support and
endorsement:
Did they circulate the following
details of the strategic plan,
considering the appropriate details:
 Internal stakeholders are to
Workplace
observation
Written
assessment
Question and
answer

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receive complete copies of the
strategic plan, including
appendices.
 External stakeholders receive
the body of the strategic plan
without appendices.
 Each board member and
member of management is to
receive a complete copy of the
strategic plan, with appendices.
 In seeking comment or support
everyone in the organisation
may receive a draft copy.
 Details of how mission, values
and vision research was
achieved should be available
upon request.
 No part of the strategic plan is
to be published on intranet,
internet or other publications
without explicit approval.
 Final approvals and
endorsement of the strategic
plan will be communicated to
all stakeholders, management
and employees?
Simulated
environment
Group activity
Role play
4.1 Communicate strategic plan to all
relevant parties:
Did they use the following
communication techniques:
 Holding meetings to allow
affected individuals to ask
questions and have an input.
 Releasing documents explaining
the plan and its effects.
 Regular updates sent
electronically to keep everyone
up to date?
Did they communicate with the
relevant parties:
 Relevant stakeholders
 Affected teams within the
organisation
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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 Management?
4.2 Brief people with a specific role in
relation to strategies:
Did they carry out the following
briefings:
 Internal stakeholders are to
receive complete copies of the
strategic plan, including
appendices
 External stakeholders receive
the body of the strategic plan
without appendices.
 Each board member and
member of management is to
receive a complete copy of the
strategic plan, with appendices.
 In seeking comment or support,
everyone in the organisation
may receive a draft copy.
 Details of how mission, values
and vision research was
achieved should be available
upon request.
 No part of the strategic plan is
to be published on intranet,
internet or other publications
without explicit approval?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.3 Use performance indicators to
monitor progress in
implementing plan:
 Did they use measurable KPIs
to monitor progress?
Did KPIs have specific
measurements, e.g.:
 Meeting expectations (a
percentage e.g., 60%)
 Exceeding expectations (a
percentage, e.g., 80%)
 Needs change/improvement
(less than 50%)?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.4 Make necessary refinements to
plan:
Did refinements consider:
Workplace
observation
Written

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 Timelines
 Resources
 Critical areas such as
objectives?
Did refinements:
 Come about as a result of
necessary change
 Give reason for change
 Identify specific nature of
changes?
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.5 Evaluate achievement of
objectives at agreed milestones:
 Were objectives evaluated at
defined milestones?
 Were evaluations based on pre-
determined benchmarks?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.6 Review effectiveness of plan and
consider methods for improving
strategic planning processes:
Was the plan reviewed for:
 Timeliness
 Cost-effectiveness
 Results?
Were improvement methods based
on:
 Regular operational reports
 Financial reports
 Functional reviews provided by
staff
 Systems to record processes
 Clear measurable objectives?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:

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Candidate’s
Signature
Assessor/Observer’s
Signature
Syed Saqib Hussain Shah
Support Questions for observation checklist
Candidate’s Name
Assessor or Observer’s
Name
Unit of Competence
(Code and Title)
Date of Assessment
Location

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The candidate’s performance was: Not Satisfactory Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s
Signature

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Third Party Reports
The Third Party Report should be completed by a senior member of staff i.e. a supervisor or
manager, where possible. The report should cover the points below, with a description to
show that the tasks have been witnessed over time, while working with the learner.
Examples, times, dates etc. should be included, if possible.
As this unit is about developing and implementing strategic plans, you will need to have
witnessed the learner within a working or training environment:
1. Confirming organisation vision and mission
2. Analysing internal and external environment
3. Writing strategic plan
4. Implementing strategic plan.
Ticking yes/no next to the tasks is required, as well as an accompanying report.

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Third Party Checklist
Candidate’s Name
Assessor or Observer’s
Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
Demonstration Tasks
Materials and Equipment
Tasks to be simulated if not witnessed over time: Yes No Method of
assessment
(Circle/highlight
as appropriate)
1.1 Check with stakeholders that organisational
vision and mission are still held to be current
and are supported:
Did they check organisational vision and mission
with appropriate stakeholders, such as:
 Board
 Customers
 Employees
 Government agencies
 Owners
 Shareholders
 Technical advisers?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
1.2 Make any changes or refinements to vision or
mission statement as required:
Did they make changes or refinements, based on:
 Sufficient information
 Clear understanding from stakeholders
 A refined mission statement?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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1.3 Review or develop organisational values to
support the vision and mission statement:
Did they review or develop organisational values,
using the following strategies:
 Involving all relevant stakeholders
 Establishing measurable performance
benchmarks?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
1.4 Gain support for strategic planning process
from all relevant stakeholders:
Did they gain support via:
 Explaining the key processes to stakeholders
 Holding meetings with stakeholders
 Supporting their involvement in processes?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.1 Determine information requirements and
undertake or commission research to deliver
relevant information:
Did they conduct the following research:
 Commissioned research
 Demographics
 Economics
 Internal research
 Market segmentation
 Political
 Product
 Social
 Technological?
Did they conduct research on:
 Internal environment factors
 External environmental factors?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.2 Analyse political, economic, social, and
technological developments in a global context:
Did they analyse he following factors in a global
context:
 Social and cultural factors
Workplace
observation
Written
assessment

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 Economic factors
 Political and legal external environmental
forces
 Technology?
Did they use the following approaches:
 Use your own internal expertise or knowledge
of the various environments
 Seek the services of an expert, consultant or
other advisor
 Use information services provided by online
or other communication streams
 Consult with similar organisations who do
business in a global environment?
Question and
answer
Simulated
environment
Group activity
Role play
2.3 Seek advice from appropriate experts
wherever necessary:
Did they seek advice from:
 Experienced consultants or experts
 Managers, team leaders, specific workplace
groups or departments
 Stakeholders
 Industry experts or spokespersons?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.4 Identify and consider strengths and
weaknesses of existing and potential
competitors and allies:
Did they conduct the following analyses for
competitors:
 SWOT
 PEST?
2.5 Analyse organisation's strengths, weaknesses,
opportunities and threats:
Did they conduct the following analyses for their
organisation:
 SWOT
Does the SWOT analysis take into account:
 Should experience matter?
 Should you look closely at interpersonal
skills?
 The levels and quality of personal
development and their ability in relating to
others.
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

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 Looking more closely at your weaknesses.
 Looking closely at areas where making
changes are necessary?

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2.6 Consider cooperative ventures that are supported
by risk and cost benefit analyses, are consistent
with the organisational vision, mission and values,
and provide for due diligence:
When considering cooperative ventures, do they
conduct:
 Risk analysis
 Cost-benefit analysis?
Do these analyses consider:
 Establishing a written and detailed negotiation
protocol to avoid unnecessary error based risk
 Obtaining financial advice
 Risk associated with any conflicting commercial
or regulatory roles
 Conducting a corruption risk assessment
 Risk mitigation
 The organisational vision, mission and values
 Due diligence?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
2.7 Check that analysis of internal and external
environment is consistent with the perspectives of
other informed people:
 Did they check analysis based on views and
validation of qualified experts?
Did they use the following validation considerations:
 The avoidance of any bias
 The degree of detail
 The evidence collected or presented
 The actual collection methods used
 The types of statistical analysis used?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.1 Document relevant research and background for
inclusion in the strategic plan:
Did they document relevant research and
background, including:
 Assessment of the external and internal
environment
 Statements of mission, vision and values
 Customers/clients and stakeholder needs and
expectations
 Organisational design and roles
 Culture, with a focus on results and the drivers
 Operational planning and action items
 A resource and “check list” including
terminology, concepts, steps, tools, and
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

P a g e | 28
techniques
 Organisation systems?
3.2 Formulate strategic objectives and strategies
needed for the future:
Did they:
 Identify competitive advantage and its
sustainability
 Organisation’s competitive advantage
 Sustainability of advantages
 Develop strategic objectives and strategies in
support of these characteristics?
Did they base these objectives and strategies on:
 SWOT – the organisation’s strengths,
weaknesses, opportunities and threats.
 Analysis of both short and long term goals, as
well as listing priorities.
 Detailing initiatives and specific performance
targets.
 Action items and plans set in place to achieve
specific actions that have led to implementing
goals.
 KPIs
 Communication plan?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.3 Detail each strategy with an assigned priority, a
timeframe, responsible parties and measurable
performance indicators:
Did they assign the following to each strategy:
 Priority
 A timeframe
 Responsible parties
 Measurable performance indicators?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.4 Circulate strategic plan for comment, support
and endorsement:
Did they circulate the following details of the
strategic plan, considering the appropriate details:
 Internal stakeholders are to receive complete
copies of the strategic plan, including appendices.
 External stakeholders receive the body of the
strategic plan without appendices.
 Each board member and member of management
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment

P a g e | 29
is to receive a complete copy of the strategic
plan, with appendices.
 In seeking comment or support everyone in the
organisation may receive a draft copy.
 Details of how mission, values and vision
research was achieved should be available upon
request.
 No part of the strategic plan is to be published on
intranet, internet or other publications without
explicit approval.
 Final approvals and endorsement of the strategic
plan will be communicated to all stakeholders,
management and employees?
Group activity
Role play
4.1 Communicate strategic plan to all relevant
parties:
Did they use the following communication
techniques:
 Holding meetings to allow affected individuals to
ask questions and have an input.
 Releasing documents explaining the plan and its
effects.
 Regular updates sent electronically to keep
everyone up to date?
Did they communicate with the relevant parties:
 Relevant stakeholders
 Affected teams within the organisation
 Management?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.2 Brief people with a specific role in relation to
strategies:
Did they carry out the following briefings:
 Internal stakeholders are to receive complete
copies of the strategic plan, including appendices
 External stakeholders receive the body of the
strategic plan without appendices.
 Each board member and member of management
is to receive a complete copy of the strategic
plan, with appendices.
 In seeking comment or support, everyone in the
organisation may receive a draft copy.
 Details of how mission, values and vision
research was achieved should be available upon
request.
 No part of the strategic plan is to be published on
intranet, internet or other publications without
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

P a g e | 30
explicit approval?
4.3 Use performance indicators to monitor progress
in implementing plan:
 Did they use measurable KPIs to monitor
progress?
Did KPIs have specific measurements, e.g.:
 Meeting expectations (a percentage e.g., 60%)
 Exceeding expectations (a percentage, e.g., 80%)
 Needs change/improvement (less than 50%)?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.4 Make necessary refinements to plan:
Did refinements consider:
 Timelines
 Resources
 Critical areas such as objectives?
Did refinements:
 Come about as a result of necessary change
 Give reason for change
 Identify specific nature of changes?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.5 Evaluate achievement of objectives at agreed
milestones:
 Were objectives evaluated at defined milestones?
 Were evaluations based on pre-determined
benchmarks?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
4.6 Review effectiveness of plan and consider
methods for improving strategic planning
processes:
Was the plan reviewed for:
 Timeliness
 Cost-effectiveness
 Results?
Were improvement methods based on:
Workplace
observation
Written
assessment
Question and
answer
Simulated

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 Regular operational reports
 Financial reports
 Functional reviews provided by staff
 Systems to record processes
 Clear measurable objectives?
environment
Group activity
Role play
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further comments:
Candidate’s
Signature
Assessor/Observer’s
Signature

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Third Party Evidence
Confidential Information
Name of Candidate
RTO:
Unit(s) of Competence
As part of the assessment for the units of competency, we are seeking evidence to support a
judgment about the candidate’s competence. As part of the evidence of competence we are
seeking reports from the supervisor and other people who work closely with the candidate.
Name of the supervisor:
Workplace:
Address:
Phone:
Do you understand which evidence/tasks the candidate has Yes No
provided/performed that you are required to comment on?
Has the assessor explained the purpose of the candidates Yes No
assessment?
Are you aware that the candidate will see a copy of this form? Yes No
Are you willing to be contacted should further verification of this Yes No
statement be required?
What is your relationship to the
candidate?
How long have you worked with
the person being assessed?
How closely do you work with
the candidate in the area being
assessed?
What is your technical
experience and/or qualification
(s) in the area being assessed?
(Include any assessment or
training qualifications.)

P a g e | 33
Does the candidate:
Perform tasks to the industry standards? Yes No
Manage job tasks effectively? Yes No
Implement safe working practices? Yes No
Solve problems on the job? Yes No
Work well with others? Yes No
Adapt to new tasks? Yes No
Adapt unusual or non-routine situations? Yes No
Overall do you believe the
candidate conforms to the
standard required by the
unit of competency on a
consistent basis?
Identify any training needs for the candidate:
Any other comments:

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Table of Contents
Assessment criteria for BSBMGT616....................................................................................2
Activities..................................................................................................................................32
Activity 1a.........................................................................................................................32
Activity 2a.........................................................................................................................34
Activity 2b........................................................................................................................35
Activity 2c.........................................................................................................................36
Activity 2d........................................................................................................................37
Activity 2e.........................................................................................................................38
Activity 2f.........................................................................................................................39
Activity 3a.........................................................................................................................40
Activity 4a.........................................................................................................................41
Activity 4b........................................................................................................................42
Skills and Knowledge Activity.........................................................................................43
Major Activity...................................................................................................................44

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Candidate Details
Assessment – BSBMGT616: Develop and implement strategic plans.
Please complete the following activities and hand in to your trainer for marking. This forms
part of your assessment for BSBMGT616: Develop and implement strategic plans.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person.
Signed:
____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the
learners involved should be provided below;
This activity workbook has been completed by the following persons and we acknowledge
that it was a fair team effort where everyone contributed equally to the work completed. We
declare that no part of this assessment has been copied from another person’s work with the
exception of where we have listed or referenced documents or work and that no part of this
assessment has been written for us by another person.
Learner 1: ____________________________________________________________
Signed:
____________________________________________________________
Learner 2: ____________________________________________________________
Signed:
____________________________________________________________
Learner 3: ____________________________________________________________
Signed:
____________________________________________________________

P a g e | 36
Competency Record to be completed by Assessor
Learner Name: _______________
____________
Date of Assessment: _____________ ______28/09/2018 _____ __ __________
The learner has been assessed as competent in the elements and performance criteria and the
evidence has been presented as;
Assessor Initials
Authentic S
Valid S
Reliable S
Current S
Sufficient S
Learner is deemed: COMPETENT NOT YET COMPETENT
If not yet competent, date for re-assessment:
____________________________________
Comments from Trainer/Assessor:
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________
Assessor Signature: Syed Saqib Hussain Shah

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Observation/Demonstration
Throughout this unit, you will be expected to show your competency of the elements through
observations or demonstrations. Your instructor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as
well as the activities found in this workbook. An explanation of demonstrations and
observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work based skill or task
 Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The
demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an observation or
demonstration. Your instructor will ensure you are provided with the correct equipment
and/or materials to complete the task. They will also inform you of how long you have to
complete the task.
You must demonstrate you can:
 Confirm organisation vision and mission
 Analyse internal and external environment
 Write strategic plan
 Implement strategic plan
You must demonstrate the following skills:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work

P a g e | 38
 Interact with others
 Get the work done

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Activities
Activity 1a
Estimated
Time
1 hour
Objective To provide you with an opportunity to identify your organisation’s
mission statement, vision statement and core values.
Activity 1. Ensure you have completed Table A.
Table A
What does your
organisation do?
Australian Hardware suppliers various
products related to the home
improvement and in addition, they also
gives suitable advice to their customers.
How do you achieve it? The company use the approach of
product and service differentiation with
the selected targeted market.
Who are your
customers/clients?
The customer and client segment
includes – DYIS, Home improvers and
tradespersons.
What is the measurement
of your organisations
success?
The operations and investment activity of
the Australia Hardware are financed by
reinvesting the profits from the previous
year’s investments.

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2. Then complete the following
Workplace
example
What changes could
be made?
What process could be
adopted?
Mission
statement
The company
fulfilling the
sustainability needs
with full efficiency
and reliability of the
customers and in
return they will get
reward with the help
of profits that will
enable stakeholders
and communities in
which they work to
prosper.
 Reduce waste use
by establishing
reward
programmes and
innovation.
 Create campaign
relating with the
developing and
implementing the
energy use.
 Local supplier
auditing.
 Performance
6management of
employees.
Vision statement To make Australia
Hardware a national
brand and also as an
integral part of the
hospitality industry.
 Make agreement
of strategic
alliance with the
YYY through
sign and action.
 Form a
warehouse in
Melbourne.

P a g e | 41
 Fix up various
agents in the
others states and
give the contracts
of maintenance
by outsourcing.
 Evaluate budgets
of stores regularly
including
quarterly financial
management
reports.
 Do reduction in
price by
reviewing local
suppliers.
Core Values Since the existence of
the Australian
Hardware, the
company has
successfully retained
their core values. In
reference to their
stakeholders, the
company always
emphasis on
professionals based on
their moral standards.
For them it all about
the stewardship. For
their employees, the
company ensure that
they are working in a
wise environment and
provide positive value
proposition to the
customers.
 The company
continuously
ensure that all
departments are
working at
optimum capacity
and full
productivity.
 Promoting
internet and social
marketing,
 Training of the
staff and
employee with
the product
development.
 Investing in R&D
department.

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Activity 2a
Estimated
Time
Approx 45 Minutes
Objective To provide you with an opportunity to identify examples of research
methods and resources required.
Activity Look at a selection of these examples from your own workplace,
research or commissioned functions, and provide examples of what was
undertaken and needed to identify sufficient information.
Demographics  People age between 20-60 (male and female)
 Employing full time.
 Income level %60,000
Economics  Rise in the prices of residential housing is
linked
With the home improvement. The reason is the
shortage of the houses and simple access to the
government incentives and finance.
If this trend persists in the future, the industry is
expected to grow in the next five years by 23%
(2016-2017).
Internal
research
 According to the legal and political findings,
the employees are working for longer hours
than their set schedules.
 With result in the competition and market share,
the sales are decreased by 22%.
 Both international and interstate, the industry
shows that with 18%, the competitors are
expanded.
Market
segmentation
 There are three target markets and segments i.e.
DYIs, improvers and tradespersons. It is
estimated that around seven million people are
their customers.
Political  It include relevant legislation.
 Australian hardware can perceive the
sustainable environment approach with the help
of stringent packaging laws.
Product  Various products are –
 Paint, Timber, Garden, Outdoor, Hardware and
tools.
Social  The requirement of the consumer is related to
the health community involvement.
 They also want to promote and contribute to the
better outcomes for global, social and economic
outcomes.
 Australian Hardware need to position

P a g e | 43
themselves as a leader in social and
environment responsibilities as most of the
consumers are concerned about the
environment.
Technological  Various modern technologies related to the
information, internet and other elements of the
digital marketing creates various opportunities
and challenges for the company and Australian
Hardware should use these effectives tools of
the digital world so that to create competitive
advantage.

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Activity 2b
Estimated
Time
20 minutes
Objective To provide you with an opportunity to give workplace examples
describing the importance of exploring issues with a global context.
Activity 1. What workplace examples can you provide to describe the
importance of exploring issues with a global context, rather
than domestic?
Your workplace example
 Offer value to the social and environmentally aware customer
and position itself as a leader in environment and social
responsibility.
 Make continue their use of the websites to sell their products
and also use social media for reaching to the targeted segments.
 They should promote itself as socially and environmental
responsible and also conduct their business operations
accordingly.
The importance of global context in this example considering the
PEST analysis
 The strategies adopted by each competitors have created a price
war.
 In fighting for the market share, the overall sales were
decreased by 22%.
 As per the industry reports, there is an 18% expansion by the
other competitors – both interstate and international.
 Market research shows that 57% of Australian Hardware
customers are now prefer to purchase the products online.
 There is also some new legislations related to the labelling
requirements on all the products which were delivered to the
Australian Hardware Customers.

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Activity 2c
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to detail your workplace
experience in seeking information from an expert.
Activity Using a workplace example, detail your comments on the following:
What is your workplace experience in seeking information from an
expert?
Advantages Disadvantages
 One of the major reasons to
hire a consultant is for the
Intelligence advice. Their
art of providing solutions
and gathering relevant
information based on
experiments and
observations is the place
where ‘miracles’ can occur.
 One of the important
benefits of the consultant is
the outsider perspective.
 Expensive – Only when
the company is hiring the
consultant to do some
employee job.
 One of the major factor is
the quality control as the
company is hiring a
stranger and also not
ensure that whether
his/her skills will help in
giving solutions relating to
the project.
Activity 2d
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to analyse your organisation’s
strengths, weaknesses, opportunities and threats.
Activity At the discretion of the instructor, complete an example of a SWOT
and/or PEST analysis using the templates provided in the notes and

P a g e | 46
examples from your workplace, or others provided by the instructor.
SWOT PEST
Strengths
 Skilled employees,
excellent in selling and
describing the features of
the products.
 The locations are also
great.
 Continuous maintenance
of quality and innovation.
 Strong brand identity.
 Limited the growth of the
rivalries with the help of
secured real state.
Weakness
 Major cost is involved in
relation with the social and
environment related
choices.
 Loyalty towards the brand
by the customers is low.
Opportunities
 Strong market potential.
 Collaboration with new
suppliers.
 Achieve economies of
scale through bulk buying
of raw material.
 Extension of business
hours.
Threats
 Growth of global
international market.
 Competition from new
players in the industry.
Political and Legal environment
 Australian Hardware need
to adopt sustainable
business practices as it is a
major concern for the
customers.
 More stringent packaging
laws may enable the
company to focus on
environment sustainability
approach to their business.
 The organization also
anticipates that the
Australian Government is
going to focus on the future
legislative direction and
fiscal policy will be
centred on promoting
growth in the face of the
rising global debt crises
and subdued consumer
confidence.
Economic Environment
 Slow growth and moderate
rise in the Australian
unemployment figures can
give an opportunity to the
retailer doing business of
hardware and home
improvement.
 The trends towards home
improvements is connected
with the rise in residential
housing prices. The reason
of this is because of the
shortage in housing and
easier access to the finance
and government incentives.
Technological environment
 The new trend of
information and social

P a g e | 47
media bring new
opportunities and
challenges to the
Australian hardware
industry.
 The company also
effectively using social
networking sites for
reaching their targeted
customers.
Activity 2e
Estimated
Time
45 Minutes
Objective To provide you with an opportunity to show your understanding of
cooperative ventures, risk and cost-benefit analyses, organisational
vision, mission and values, and due diligence.
Activity In groups, or as directed by the instructor, complete a checklist of the
areas suggested and if relevant, make comments from a workplace
experience on each.
Areas Your answers/comments
I understand what is a
cooperative or joint venture
Master Traders
Shared space in four trades shows
per year.
ABC
Sharing of cost related to ourdoor
advertising for products with
common branding.
XYZ
Provides Australian Hardware

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products to client at no charge.
They also pays Australian
Hardware cost price for the delivery
and installation of the price.
I understand what is required
with a risk and cost-benefit
analysis in the context of a
cooperative or joint venture
Master traders
Venture risks –
 Financial commitment may
not be fulfilled by the
partners.
 The partner will get all
access to the hardware trade
secrets.
ABC risks –
 Poor brand collaboration.
 Long term commitment in
signage.
YYY risks –
Venture Risks – Concern-benefit
analysis – Potentially 200 products
applied in the first year. Interest
cost $40,000 p.a., profit $100,000.
Therefore, Break-even after 80
products sold.

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I understand the measurement
of consistencies with the
organisational vision, mission
and values as they would relate
to considering a cooperative or
joint venture
Venture – Trend analysis
Venture – Financials
I understand the details
required for due diligence and
what that entails
 Replicas of other strategic
group contracts.
 Statement of Financial
Position from last tax
returns.
 Full individual contact
details of all directors.
 Related data for cost and
benefit analysis.
Activity 2f
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to check the results of an
analysis and findings of both internal and external environments.
Activity In groups, or as directed by the instructor, complete an exercise by
checking the results of an analysis and findings of both internal and
external environments
 Use an example from your workplace.

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 If no example from your workplace is available, use an
example provided by the instructor
 Use the examples of what to address and the format in the
templates provided in the notes
Example used
SWOT analysis
Analysis
process  Within the organiation.
 Current and potential competitors.
 Current and potential allies.
Activity 3a
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to detail your experiences on
developing a strategic plan.
Activity In groups or as directed by the instructor, detail your experiences on

P a g e | 51
developing a strategic plan and list your comments, in respect to the
notes and your personal findings from a workplace example.
If you do not have a workplace example, detail your understandings
of each of the suggested processes, using an example provided by the
instructor.
Areas you have
addressed
Your workplace
experience
Other examples
Documenting relevant
research and
background data
Formulating strategic
objectives and
strategies
Detailing each strategy
with an assigned
priority, a timeframe
and responsibility
Detailing measurable
performance indicators
Circulating the
strategic plan for
comment, support and
endorsement
Workplace Experience
Activities The Audience Resources Time Frames
With the help of
companies
magazines and
All employees in the
company
Description of the
strategic plan
Third quarter of this
year.

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newspaper,
communicate the
strategic plan with
all the employees.
Celebrate Success The individual
person who is taking
the responsibility.
Compensation to
celebrate success.
Third quarter of this
year.
Measure the efforts
in the
communication plan.
CFO, CEO and
boards of directors,
HR managers and
many others.
Focus on company
SWOT analysis and
competitors’
analysis.
Early of next year.
Implement the
strategic plan
CFO, CEO and
boards of directors,
HR managers and
many others.
Evolution
implementation plan
First quarter of the
next year.
Review and evaluate
the strategic plan
CFO, CEO and
boards of directors,
HR managers and
many others.
Make your
organization on the
right track by
grabbing
opportunities with
continuous
reviewing the
strategic plan.
Second quarter of
the next year.
Other Examples
Activities The Audience Resources Time Frames
Functional area
dependencies status
of key project
deliverables.
Project teams. Issue log
Checklist of launch
Project schedule
Weekly
Summary of
progress
Stopping critical
tasks Issues Risks
financials
Project sponsors Project report card,
Issue log,
List of escalation
Budget Summary
Project review
Weekly and monthly
for financials.
Summary of
progress
Functional issues
Functional risks
Functional
Financials
Functional directors Functional status
Project report card
Stakeholder review
Weekly and monthly
for financials.
Milestones progress
Cross-functional
Risks
Financials
Executive teams Executive review Monthly or Quartely

P a g e | 53

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Activity 4a
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to detail, using a workplace
example, the process used for implementing a strategic plan.
Activity  In groups, or as directed by the instructor, detail using a
workplace example the process used for implementing a
strategic plan.
 In particular, the example used in the activity should show
communications, performance indicators and objectives at
agreed milestones.
Details of the example used
 Objectives
 Strategy
 KPI progress
 Milestones progress
 Overall progress
 Improvement
Details in particular detail implementing:
 Communications
 Performance indicators
 Objectives at agreed milestones

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Detail in particular detail implementing:
Objective 1- Their main objective is to sell Australian Hardware products in every condition of
Australia in the following five years.
 Strategy (a) – They sign, action, and build the strategic alliance agreement with YYY.
 Strategy (b) - Develop an Australian Hardware Melbourne store.
KPI progress Australian Hardware stores opens in Melbourne in the next two
years after Sydney.
Milestone
advancement
Melbourne store is still not open
Overall
development
Marketing objectives set are attained using Networking marketing
strategies
Improvements Increased pay rate to induce maintenance contractor and
experience agents
 Strategy (c) - Set agents and outsource maintenance contracts.
KPI progress Agent agreements and outsource contracts in South Australia and
other states.
Milestone
advancement
Still no service contractor for agents allotted for Western Australia
is very costly.
Overall
development
All others follow the deadline, as agents in Western Australia are
very costly.
Improvement Adjust plan and manage to meet the target
KPI progress 200 machines installed p.a.
Milestone
advancement
Agreement signed and auctioned, but only 180 machine installed
Overall
development
There was a slower increase in North Queensland with the strong
Australian dollar.
Improvements Evaluate plan and commitment through updates.

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Objective 2: Their objective is to increase the profit margin by 10% from benchmark set in the next
five years.
 Strategy (d) – It initiates bulk-buying negotiations to decrease price of suppliers.
KPI progress 100% of purchase by the bulk load.
Milestone
advancement
Full volumes have increased at the point that turn out ratio and
innovations introduced.
Overall
development
KPI accomplished in faster time because of the initial upturn in
demand.
Improvement Constantly implement this strategy.
 Strategy (e) - Monitor all departments at optimum capacity and sustainability.
KPI progress Wages to turnover ratio is 12.5%.
Milestone
advancement
It has been seen that some states are still underperforming which is
13.8%.
Overall
Progress
Strategies are aligned with the performance
Improvement Continue executed the policy.

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Objective 3- Their objective is to develop the brand recognition of Australian Hardware in the next
five years.
 Strategy (f) - Establish networking and digital marketing.
KPI progress They plan 1000 clicks on the website per day.
Milestone
advancement
They plan 12000 clicks on the website per day.
Overall
progress
They accomplished the task in half the time allocated
Improvement They implement energy reduction strategies and increase target.
 Strategy (g) - Join with java cobranding cups and standards.
KPI
progress
They plan 100% café utilizing machine use cups.
Milestone
advancement
They reduce energy standard by setting benchmark.
Overall
progress It has been that design and colours are not striking as strategy presented
within period.
Improvement Create an innovative design with integrating the customers in the
campaign.

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Objective 4- Their objective is to reduce waste and energy use by 10% within the set benchmark in the next
five years.
 Strategy (h) –For reducing energy waste innovation as well as reward program has been
implemented.
KPI progress They plan 6 innovations and 25 suggestions introduced every year.
Milestone
advancement
They introduced innovations prominent to a significant reduction.
Overall
progress
It has been presented within designated period.
Improvement They should execute the policy.
 Strategy (i) - Progress and implement energy conservation awareness campaign.
KPI progress They plan kW per individual use to fall by 10kW
Milestone
Advancement
They plan 12kW per individual.
Overall Progress They presented too late in the next year and not moved out across the
organization.
Improvement They improve communication, implement, and monitor plan in the future.
Activity 4b
Estimated
Time
1 – 2 Hours
Objective To provide you with an opportunity to draft a strategic plan.

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Activity Draft a strategic plan.
In groups, draft a strategic plan using the following headings as an
example.
Aim
Strategic plan for a business expanding into a new domestic market.
Address the activity using a workplace example or create a
hypothetical example.
Suggested Headings
 Market analysis
 Stakeholder relationships
 Corporate Governance
 The Business
 Products/Services
 Processes
Organisational structure
 Environmental and social
impacts
 Corporate Governance
 Organisational and
Management
 Risk factors and regulatory
compliance
 Financials
 Business systems
Strategic Action Plan
Objective 1- Their objective is to sell Australian Hardware products.
 Strategy (a) –They sign and implement the strategic alliance
contract.
KPI progress-200 machines installed p.a.
 Strategy (b) - Build an Australian Hardware store.
KPI -It opens in Melbourne within two years after Sydney.

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 Strategy (c) – Set maintenance contracts
KPI – They are outsourcing in Australia and other states.
Objective 2- Their objective is to increase the margin of profit by 10%
 Strategy (d)- Bulk buying is instigated to reduce prices
KPI- They have make 100% of purchase.
 Strategy (e)- Departments are evaluated at optimum level
KPI- The turnover ratio is 12.5%.
Objective 3- Establish the brand recognition
 Strategy (f) - They should establish networking.
KPI- 1000 click per day.
 Strategy (g) – Join with java co-branding.
KPI-100% café machines are using cups.
Objective 4 – They reduce energy wastage and set benchmark.
 Strategy (h) – Reward program and innovation are
implemented.
KPI – They plan reward programs
 Strategy (i) – Energy Conversation campaign is implemented.
KPI – kW per individual drop by 10kW
Skills and Knowledge Activity
Estimated
Time
45 Minutes

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Objective To provide you with an opportunity to demonstrate your knowledge
of the foundation skills, knowledge evidence and performance
evidence.
Activity Complete the following individually and attach your completed work
to your workbook.
The answers to the following questions will enable you to
demonstrate your knowledge of:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done
 Outline the legislation, regulations and codes of practice relevant
to the organisation’s strategic plan
 Give examples of risks and risk management strategies relevant to
strategic planning including:
o intellectual property rights and responsibilities
o other risks
 Outline strategic planning methodologies including political,
economic, social and technological (PEST) analysis and strengths,
weaknesses, opportunities and threats analysis (SWOT)
 Identify internal and external sources of information relevant to
the organisation's market, competitors, customer base, vision,
values and capabilities
 Outline techniques for developing organisational values
Answer each question in as much detail as possible, considering your
organisational requirements for each one.
1. How can your analytical skills be used when developing and
implementing strategic plans?
Ans. Analytical skills are used when analysing the organization. It is
much easier to achieve the objective and set apart from the competition.
2. What financial implications exist when proposing new strategies?
Ans. Pro forma statements that establish the potential future impact of the
several courses of action such as balance sheet, cash flow statements,
budget etc.
3. Why is it important that research is accurate and up-to-date?

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Ans. Updating the database helps in complying with the principles and
also benefits by screen customer data incorporating the records of the
deceased.
4. How can the requirement of due diligence be assessed?
Ans. Finance: Accounts Receivable, internal audit, cash flow, accounting
Operations: Assess current employee framework and roles.
5. What relevant legislation does your organisation adhere to that
could affect strategic planning?
Ans. Primary legislations are to be considered are:-
 Corporate Governance
 Human Resource
 Other commitments
6. What is the purpose of a SWOT and PEST analysis?
Ans. The purpose of a SWOT analysis is to maintain lists of all the
internal and external strength, weakness, opportunities, and threats to
strategic development decisions.
The purpose of PESTEL analysis is to identify the external economic,
political, social, technological, environmental, and legal factors that
influence business.
7. Why is it important to have knowledge of the competitors?
Ans. It is used to create marketing strategies and help to improve the
performance of the business.
Major Activity
Estimated 1 Hour

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Time
Objective To provide you with an opportunity to demonstrate your knowledge
of the entire unit.
Activity This is a major activity – your instructor will let you know whether
you will complete it during class or in your own time.
You must individually, answer the following questions in full to show your
competency of each element:
1. Confirm organisation vision and mission
2. Analyse internal and external environment
3. Write strategic plan
4. Implement strategic plan
1. How can you check the vision and mission of the organisation is
supported and why is this useful?
Ans. Revising strategic plan and determining activities step-out the
company towards its mission and vision. It is helpful because it ensure
that each element is aligned to the long-term goals of the company. It also
permits shareholders, customers, and suppliers to decide that whether or
not they want to do business with the organization.
2. How can you gain support from stakeholders for strategic
planning?
Ans. They should actively involve stakeholders in the planning. They
should ask for effort about strategic planning in conference, through
reviews in employee newsletters. Engaging employee in the planning
process helps in building ownership within the company.
3. What is the importance of using experts when strategically
planning?
Ans. Using external experts to enable strategic planning will lead to the
maximum results. They build alliances with experts, which helps them in
navigating path to the future and enhancing success.

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4. How would you analyse the following:
 Internal environment
 External environment
 Competitors
Ans. Internal Environment-SWOT analysis
External Environment-PEST analysis
Competitors-
 Key Success Factors
 Explain the industry
 Decide the customers
5. Why is due diligence required when strategically planning?
Ans. Accounting- It is about money well spent on having an accountant
review the company bookkeeping records.
Customers Contacting and Interviewing a sampling of customers is
integral part.
6. How is research regarding strategic planning documented within
your organisation?
Ans. Each board member should get a copy of the proposal. They train
board associates and consider copies of the plan for major stakeholders.
7. Why is it important to record strategic changes for the future?
Ans. It is important because without records there can be no statute of law
and responsibility. Records provide a legally certifiable source of
evidence and decisions. They records compliance or non-compliance
rules and regulations.
8. How is information regarding strategic plans circulated within
your organisation?
Ans. Keep the message simple and utilize the discipline of the system.
They should also make the necessary investment.

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9. Why is it important to communicate details of the plan and why is
this useful?
Ans. Employees understand the big picture and they are more productive
to understand their work environment. It is useful because those company
who understand the importance of communication and constantly strive to
maintain and achieve reliability and trust.
10. What performance indicators could be used to assess the success
of a strategic plan?
Ans. Financial Metrics- Cost of Goods Sold, Profit, Expenses Vs. Budget,
Cost etc.
Customer Metrics- Customer Satisfaction & Retention, Number of
customers, Customer Acquisition Cost etc.
11. What is the purpose of reviewing a strategic plan at agreed
milestones and after implementation?
Ans. The purpose is:-
 Accomplishing its aims and objectives
 Showing advancement
 Meeting the needs of customers