BSBMKG501: Identify and Evaluate Marketing Opportunities Assignment

Identify and Evaluate
Marketing Opportunities

1. Assessment Information
Welcome to your Student Assessment Workbook for BSBMKG501 Identify and Evaluate
Marketing Opportunities.
This Student Assessment Workbook is where you will write all your responses for the
knowledge questions and simulation tasks. Please refer to the Student Assessment Guide for
more information.
This assessment has the following two events:
Assessment
Workbook
BSBMKG501
Identify and Evaluate
Marketing Opportunities

To complete the Simulation, you will need to refer to the following resources:
Please note that your responses for both assessment events can (where appropriate) use dot
point format. See below an example of a dot point response and a full sentence response.
To Achieve Competence
To be deemed competent for this unit, you will need to meet the following requirements:
 complete all of the questions and tasks listed in the Student Assessment Workbook
 meet all the requirements listed in this Student Assessment Guide
 your responses to the questions and tasks must be relevant, accurate and specific
 submit your completed Student Assessment Workbook to your Assessor within the set
time-frames
 your work must be in your own words
 where you use an external source of information, you must provide citation.
Assessment Event 1 – Knowledge Questions:
There are three questions that will provide us with evidence of your general knowledge of
legislative requirements in marketing operations, principles of marketing and marketing
mix, and statistical techniques to evaluate marketing opportunities.
Assessment Event 2 – Simulation: Emu Fitness
You will complete a number of tasks that will provide us with evidence of your
skills with reviewing then planning the implementation of marketing opportunities
within the fitness industry. These tasks will be based on your role as a Marketing
Specialist in a simulation with an organisation called Emu Fitness that operates in
the fitness and health sector.
Strategic
Marketing
Review
This document is used in Task 1.1 where you will review the
current market and potential opportunities.
ROI and Cost
Template
Excel template used in Task 2.3 where you will calculate the
probable return on investment for each of your proposed marketing
opportunity.
Dot point format Presentation Plan includes the following:
 outcomes
 needs of the audience
 context.
Full sentence
format
When you are preparing for a presentation, there are a number of
tasks that must be carried out. These are listing the outcomes that you
want to achieve, followed by the identification of the needs of your
audience. When you have completed these two tasks you then check
on the room that you will be conducting the presentation in.

2. Pre-assessment Checklist
Your assessor will go through the assessment for this unit, BSBMKG501 Identify and
Evaluate Marketing Opportunities. It is important that you understand this assessment before
taking on the questions and tasks. To confirm that you have been given this overview, we ask
you to complete the following Pre-Assessment Checklist.
You are required to carefully read each checklist item provided below and tick either ‘Y’ to
confirm your understanding or ‘N’ if you disagree. In case you disagree with an item, please
provide your reason under the ‘Comments’ column.
When you have done this, we ask you to sign this Pre-Assessment Checklist. This
acknowledges that your Trainer/Assessor has discussed all of the information with you prior
to undertaking this assessment.
Pre – assessment Checklist
C
o
m
m
e
n
t
s
Y
  N I, the student, understand the purpose of the assessment.
Y
  N I understand when and where the assessment will occur, who
will assess and in what format the assessment will be submitted.
Y
  N I understand the methods of assessment.
Y
  N I understand what resources are required to complete this
assessment.
Y
  N I understand the performance level required for each assessment
event.
Y
  N
I understand that it must be my own work. I have been
explained and understand the serious consequences in case this
work is found plagiarised.
Y
  N I understand the process if I am deemed not yet competent.

Student Full
Name
Student ID Student
Signature
Date

3. Assessment Event 1 – Knowledge Questions
The information contained in this assessment event lists the questions that you will need to
develop a written response. These questions are theoretical and provide evidence of your
understanding of legislative requirements in marketing operations, principles of marketing
and marketing mix, and statistical techniques to evaluate marketing opportunities.
Note you must answer these questions in your own words. Remember, you must get a
satisfactory result with each question to be deemed satisfactory for the whole of Assessment
Event 1.
1. Question 1
Outline key provisions of relevant legislation, codes of practice and national standards
affecting marketing operations.
Write your response into the table:
Legislation/Codes/
Standards
Summary of Key Provisions
1. Association for Data-
Driven Marketing and
Advertising (ADMA)
The ADMA is marketing code of practice that sets leading
industry standards which are relevant and also allow for
future development and growth. This code meet all the
current needs of industry like future proof approach and
flexible approach to self regulations (Sawhney and Miniati,
2017).
The ADMA code was developed for setting standard of
conduct for the marketers in order to reduce the risk of
breaching regulation provisions. This also helps in
promoting a best practice culture and serves as benchmark
that settles disputes and also increases the confident for
doing business with members of ADMA who are bounded
by the code provisions. Thus, this code of practice
influences and affects the marketing operations and
practices of the business.
2. Australian
Communications Media
Authority (ACMA)
Australian Communications Media Authority is the
government body that is responsible to regulate the radio-
communications, broadcasting, online content and
telecommunications. The roles and responsibilities of
ACMA also includes promoting of the self-regulations and
the competition while protecting the customers and also
other users.
Therefore, the business and its marketing operations may
get influenced and affected due to practices and standards
of the government bodies.
3. Advertising Standards
Regulation in Australia
The Advertising Standards Bureau focuses on
administering the advertising system and self-regulations of

the Australia through the Advertising Standards Board and
also the Advertising Claims Board. The Advertising
Standards Board websites includes guidance and links for
the member public for complaining in relation to any
particular adverts within the Australia (Cirillo and et.al.,
2016).
The self-regulation system focus on recognising that
advertisers share common interest for promoting customer
confidence in and also respect for the respect the
advertising's general standards.
The Advertising Standard Board aims at providing free
public service in relation to resolving the complaints. It
focus on providing determinations on the complains about
many forms of the advertising in respect to issues as well.
Thus, these standards and regulations affects and influences
the marketing practices and operations of the businesses.
4. Content Marketing
Associations (CMA) The Content Marketing Association is agency professional
group that is committed for establishing standards and
codes of practice and also expands the boundaries for the
industry of content marketing (Rundh, 2015).
The members of the CMA needs to conduct their marketing
affairs in ethical and professional manner and in accordance
with current codes of practices of the Content Marketing
Association (CMA). All the members have the positive
duty for observing the highest standards within the content
marketing practices. Thus, it can be said that such practices
can affect and influence the marketing operations of the
business.
5. Australian Competition
and Consumer
Commission (ACCC)
The ACCC is the national agency of the Australia's Federal
government that deals generally with the competition
matters. The ACCC promotes competition and also fair
trade within the market place for benefiting the customers,
business and community as well. The marketing operations
of business may get influenced and affected due to the
Advertising and Selling Guide for the businesses.
6. Direct Marketing Code of
Practice The Association for Data-Driven Marketing and
Advertising (ADMA) and its Code of Practice focuses on
providing agile and principle-based compliance framework
which places the interest of customers at its core. It also
provides guidance and support to marketers that they need
for making responsible decisions regarding the technology,
data, content, customer experience and creativity.
The direct marketing code of practice helps the direct
marketing industries for gaining the interest of customers
(Shepherd and Zacharakis, 2018).

Therefore, these code of practices leads to bring influences
on the business and its marketing operations as well.
7. Australian Association of
National Advertisers
Australian Association of National Advertisers (AANA) is
a peak national body that champions the advertiser's of
Australia. This national body exists for inspiring and
promoting the innovative, responsible and respected
marketing, through the commitment for sustainable
industries collaboration. And thus, it brings influences on
the marketing operations as well.
8. Australian Consumer
Law The Australian Consumer Law covers the customer
guarantees which needs to be considered by the marketing
professionals and particular attention needs to be also paid
(Ajdari, Soltanifar and Ansari, 2016). This is related to the
marketing as it covers the topic about what is actually
described or promised in the marketing message or contents
to the customers before the purchase is made. Therefore, it
can be concluded that this law leads to bring affects on the
marketing operations of the business.
9. Do-Not-Call legislation The new telemarketing law or legislation of Australia
named as Do-Not-Call legislation came into effect from 31st
may 2007. The Australian Communications and Media
Authority regulates the Do-Not-Call legislation. The law
describes that it is considered as illegal if telemarketers are
calling to Australian phone numbers which are for domestic
and personal use. And also if the owner of the number has
put telemarketers on the do-not-call register. Therefore, this
legislations leads to bring affects and influences on the
marketing operations of business (Cirillo and et.al., 2016).
10. Anti- Spam Legislation The Anti- Spam bill was introduced to the Australian
Federal parliament in the September 2003. The legislation
describes that it is considered as the civil offence is the
business uses address harvesting software for constructing
the distribution list of the recipients or any list framed in the
same way. This has also became as a common practice for
the email marketing companies. Thus, the marketing
operations of business gets affected by this legislation.
2. Question 2
Explain principles of marketing and marketing mix.
Write your response into the table:

3. QPrincip
les Explanation of the marketing mix Industry-specific example
Product
The product are the goods and
services offered by the company to
its customers.
The product is the item which is
produced or built for satisfying the
needs and wants of people. The
product can be tangible or intangible
as it can also be in the form of
services.
 The base of operations of EMU
fitness centre is in North Sydney
and it offers following services
and facilities:
1. gym for cardio and weight-
lifting.
2. Boxing, martial arts and kendo.
3. Classes for yoga, pilates, cycle,
BodyPump, Full Body Life, Fat
Burner and BodyAttack.
 The EMU Fitness centre
provides quality services classes
and has also maintained quality
equipments.
 Diverse equipments are offered
by EMU Fitness (Bell, Bryman
and Harley, 2018).
Price
The price ensures about the fair
value within the transaction of goods
and services.
The price of the product is the
amount which customers pays for
the goods and services being
purchased (Erzurumlu, Canakoglu
and Erzurumlu, 2018). It is
considered as an important element
of the marketing mix because it
determines the profitability of the
company.
 The EMU Fitness centre has low
cost structure that includes
labour, maintenance and service
delivery.
 The membership price is also
convenient for the customers or
members.
Promot
ion
It can be referred as the information
and communication regarding the
goods and services.
The promotion helps the company to
boost brand reputation and
recognition and increases sales. It
comprises of various important
elements such as public relations,
advertising, sales promotion and
sales organisation.
 The EMU Fitness centre have
maintained online presence.
 The sales team of EMU Fitness
is effective and promote the
centre effectively.
 Innovative offerings are
provided by the EMU Fitness
centres that helps in promoting
the brand.
 Innovative and effective
facilities of EMU Fitness centre
also acts as promotional effort
of company.
Placem
ent
This can be referred as the delivery
or distribution of the goods and
services.
Placement is also referred as the
distribution and it is very important
element of the marketing mix as
 The EMU Fitness centre
operates in Sydney having 15
health clubs and there 7500
active members of the EMU
fitness centre. And its operating

uestion 3
Describe statistical methods and techniques, including forecasting techniques, to evaluate
marketing opportunities.
Write your response into the table:
Statistical techniques and
methods
Industry-specific example
1. Opportunity stages
forecasting method
This technique can be used by the EMU Fitness centre for
assessing the performance of its team and for checking if
they need any improvement. In order to implement this
technique, EMU Fitness centre needs to analyse and
understand the past performance of the team (Kumar,
2018).
2. Business Intelligence
tools
EMU Fitness can make use of these tools for
understanding the preferances of customers in better way
and evaluating the market opportunities.
3. Survey and Judgemental
forecasting techniques
The judgemental and survey techniques rely on
judgements of people and it includes expert opinions,
customer intention survey, customer surveys and estimates
by sales persons.
4. Time-series forecasting
method
This statistical techniques observes the sales pattern.
Trend analysis is one of time-series technique which can
be used for measuring the rate of increase of sales in the
past and forecase it for the future.
5. Correlates techniques
This is considered as the special form of the trend
analysis. This technique bases sales forecase on various
trend patterns of the relatble variables (Perez, Lu and
Younge, 2015).
6. Response models
The EMU Fitness centre can base its marketing forecase
which is based on the past responses of the customers to
the marketing techniques.
7. Regression model
This model is casual forecasting method output which
establishes the relationship between the variables. The
EMU fitness can use this technique for getting an in-depth
quantitative review about the factors that may affect the
sales of business and make required changes to the sales
process.
8. Market Tests
This techniques is considered as the experimental model.
EMU Fitness can launch a new fitness program in small
market for gaining the knowledge about how large market
will respond to it.
9. Delphi method
This method is intended by the EMU Fitness for achieving
the consensus forecast. Respondents, decision makers or
experts and staff coordinator or staff personnel are the
participants of the Delphi method.
10. Jury of executive opinion
Through this method, EMU Fitness centre can evaluate
marketing opportunities (Witten and et.al., 2016). The
opinions of high level managers is considered and then
comined with statistical data. These are then pooled for

4. Assessment Event 2 – Emu Fitness Simulation
In this simulation, you will take the role of Marketing Specialist for a fitness and health
organisation called Emu Fitness (Witten and et.al., 2016). In this role, you will show your
skills in identifying, evaluating and taking advantage of marketing opportunities. You will
undertake an analysis of the market data and information, review the characteristics and
trends, and then assess the viability of changes to its current operations.
4. Task 1: Identify marketing opportunities
In this task, you will focus on an analysis of the external market in particular variables such
as consumer interests, technology, competition etc. in an attempt to identify potential
marketing opportunities (Shepherd and Zacharakis, 2018).
5. 1.1 Analyse information on market
Insert your responses into the table:

6. 1
.
2
Research potential new markets
Insert your responses here:
Segments of the market that are not currently penetrated: The EMU Fitness centre can
pentrate into the consultancy markets. The EMU fitness can provide guidance and direction
to the people regarding the helathy food habits and enter into new market segments by
providing health related advices and guidance to people (Perez, Lu and Younge, 2015).
Distance Coaching: The EMU Fitness have the potential new markets i.e. distance coaching.
This refers to providing personal services to people such as personal trainer.
7. 1.3 Explore entrepreneurial approaches for their potential business
application
Insert your responses here:
Macro Factors Marketing Opportunities Rationale
1. Consumer interest The customers interest in the
goods and services of
company can be used for
analysing the available
market opportunities
(Sawhney and Miniati,
2017). The customers are
interested for having
personal trainers.
The interest of customer
helps in identifying the exact
opportunities available in the
markets.
2. Politcal factors The government supports
the intiatives towards the
healthcare services and
service providers.
Market opportunities can be
effectively analysed by
analysing the changes in
regulatory framework can
create market opportunities
(Rundh, 2015).
3. Technology The new and advanced
technologies for the gym and
fitness excerises are entering
the markets.
The changes in technological
factors leads to create market
opportunities.
4. Competition Innovative services and
programmes are being
offered by the key
competitors.
For effectively analysing the
demand and purchase, it is
important to analyse the
overall supply including
competitors.
5. Brand reputation Good brand image of
company can make the
customer base more strong
and helps in gaining benefits
of market opportunities.
The reason for analysing the
brand image and reputation
is that it will help in
identifying the market
position of the company.

Entrepreneurial approaches are focused for development, implementation and
monitoring the new and innovative idea. The EMU Fitness centre has the potential markets
for providing personal trainer services to people and opening and health related consultancy
firm.
 In order to apply this potential buisness idea, EMU Fitness needs to identify the
effective employee who can provide personal services to the people (Ott and
Longnecker, 2015). Then that employees needs to be provided with proper training
and guidelines so that he can provide effective personal training to the clients.
 The next potential market for the EMU Fitness is to enter into the consultancy side.
And in order to apply the potential buisness idea, it needs to focus on recruiting such
people who can provide effective consultancy guidelines to people and appoint them
as helath care and fitness consultant.

8. Task 2: Investigate marketing opportunities
In this task, you will review your two marketing opportunities for alignment with the
organisations capability. This analysis will lead to an estimation of the return on investment
and from this the development of a priorities matrix.
9. 2.1 Analyse fit between marketing opportunities and organisational
goals and capabilities
Insert your responses here:
The goal of the EMU fitness is to reposition the brand image and introduce new and
innovative fitness and lifestyle services (Kumar, 2018). And there are two market
opportunities to the EMU Fitness centre i.e. to provide services of personal trainer and also to
enter into fitness consultancy sector. Thus, through providing the consultancy services and
personal trainer services, EMU Fitness can achieve its objective of introducing innovative
fitness and lifestyle services.
10.2.2 Evaluate each opportunity to determine impact on business and
customer base
Insert your responses here:
By providing effective personal trainer services to the clients, EMU Fitness can
increase its customer base and also earn their trust. This will lead to bring positive impacts on
the busiess and brand image.
The another opportunity is to provide health related guidance and consultancy
services, and through this EMU Fitness centre can gain increased customers and also increase
in sales and profitability (Erzurumlu, Canakoglu and Erzurumlu, 2018).
11.2.3 Determine probable return on investment
Insert your responses into the ROI and Costs Template Excel template which is a separate
document provided to you by your Assessor, and attach a print output to your Student
Assessment Workbook.
12.2.4 Determine potential competitors
Insert your responses here:
The potential competitors of EMU Fitness centre are Quality Healhcare centre
situated in Darlinghurst NSW, Australia that provides healthcare related consultancy services

(Cirillo and et.al., 2016). Another competitors of EMU fitness centre are Embody Coaching
and Ultimate Performance Australia that provides personal training and fitness services.
13.2.5 Describe and rank marketing opportunities
Insert your responses into the table below:
Opportun
ity Name
Fit with
strategy?
Market
Size
Potentia
l
$
Investme
nt needed
Capabilit
y of
organisat
ion?
Time to
profit
Personal
trainer
and
fitness
services
yes There are
total 8460
businesses
in this
sector
(Beverland
and
Lindgreen,
201).
The
revenue
of this
sector is
$509
million.
Approx
$50 will
be needed
as
investment
.
The EMU
has the
capability
for
gaining
this
market
opportuni
ty.
Profit can
be gained
within a
month.
Score [1-
10]
(10
highest)
10 7 5 10 10 9
Helath
care and
fitness
consultan
cy
no This sector
is worth
$2.4 billion.
The
revenue
of this
sector is
$ 390.7
billion.
Appox
$200 will
be needed
asinvestm
ent.
The EMU
fitness
does not
have full
capability
for
operating
this
business.
Profit can
be gained
in 3-4
months.
Score [1-
10]
(10
highest)
6 7 8 4 5 3

14. Task 3: Evaluate required changes to current operations
In this task, you will develop strategies and resources to ensure that Emu Fitness can provide
quality customer service to its current members which will take advantage of the planned
marketing opportunities (Bell, Bryman and Harley, 2018).
15.3.1 Identify and document changes and resources required for current
operations
Insert your responses here:
The EMU Fitness centre plans to gain the market opportunity for proving personal
training and fitness services. And in order to do this, either it can recruit new employees who
can providing personal training services or it can even train the current employees for
providing personal training services (Ajdari, Soltanifar and Ansari, 2016). The promotional
efforts needs to be made for promoting the new services of EMU Fitness. New and
innovative tools will also be required that are needed in personal fitness training.
16.3.2 Communicate viability of changes to current operations
Not required. You will be holding a meeting with two stakeholders. Please refer to your
Student Assessment Workbook for detailed instructions.
17.3.3 Document newly identified report on marketing opportunities and
required changes to
Upon the receipt of the feedback from the stakeholders, make the necessary adjustments to
your earlier findings where necessary.
5.
T
ask Outcome Sheets
The Outcome Sheet below is the assessment questions and tasks for each of the assessment
events that the student is required to complete. Assessors, tick ‘S’ if the student achieved a
satisfactory outcome for an assessment task and ‘NYS’ if the student does not meet these
requirements. Also, you are required to write comments on the quality of this evidence under
the ‘Comments’ column. For your judgement on the student’s overall performance, tick
‘Satisfactory’ if the student achieves a satisfactory outcome for all of the tasks or ‘Not-Yet-
Satisfactory’.
For Assessor Use
Only

18. Assessment Event 1 – Knowledge Questions
Assessment Event 1
Knowledge Questions S NY
S Comments
Question 1
Question 2
Question 3
N
o

19. Assessment Event 2 - Simulation
Assessment Event 2 S NYS Comments
Task 1:
Identify
Marketing
Opportunities
Sub
Task
1.1
Sub
Task
1.2
Sub
Task
1.3
Task 2:
Investigate
Marketing
Opportunities
Sub
Task
2.1
Sub
Task
2.2
Sub
Task
2.3
Sub
Task
2.4
Sub
Task
2.5
Task 3:
Evaluate
Required
Changes to
Current
Operations
Sub
Task
3.1
Sub
Task
3.2
Sub
Task
3.3
N
o
t

20. Assessment Outcome Sheet
Assessor’s Feedback
Assessor, please provide your comments on the student’s final outcome of this assessment:
Student ID Family Name First Name
Course Code Course Title
Unit Code BSBMKG501 Unit Title
Identify and
Evaluate
Marketing
Opportunities
Assessmen
t Outcome
Assessor,
please tick
and date the
student’s
final outcome
of this
assessment:
Initial
Submission
Date Re-
submission 1
Date Re-
submission 2
Date
C NYC ___/___/
____ C NYC ___/___/
____ C NYC ___/___/
____
Assessor Full
Name
Signatu
re
Date

Receipt
of
Student’s
Assessme
nt
Assessor,
you must
provide the
completed
copy of this
receipt to
the student
as an
evidence of
submission
of their
assessment
to you.
Student ID Family
Name First Name
Course Code Course
Title
Unit Code BSBMKG501 Unit Title
Identify
and
Evaluate
Marketing
Opportuni
ties
Due Date __/__/___
Date
Receive
d
__/__/
___
Extensio
n
Approve
d
Y  N 
Date
Approve
d
__/__/
___
Initial Submission

Re-submission 1
 Re-submission 2  Assessor’s
Signature

6. Student Feedback Form
Dear Student,
We are keen to improve our products and services, and assessment tools are a key part of this.
Therefore, we would welcome your feedback on the assessment. If you could take a few
minutes to complete the form below, it would be greatly appreciated. Please provide
thoughtful responses as your opinions are highly valued.

Yes No Questions
Y


N Did the assessment cover the training you received for this unit?
Y


N
Were the tasks in Assessment Event 2 based on realistic activities that you
would expect to be doing in a workplace?
Y


N Did you understand the assessment instructions?
Y


N Were the tasks easy to understand?
Y


N Did the Assessor set up and run the simulation professionally?
Y


N Was the Assessor’s decision fair?
Y


N Was the Assessor’s feedback specific?
Y


N Was the Assessor’s feedback comprehensive?
Y


N Was the Assessor’s feedback constructive?
Y


N Was the Assessor’s feedback timely?
Y


N Were you satisfied with your effort in this assessment?
What would you change about this assessment?
What could the Assessor have done differently to
improve the assessment process and/or assessment
feedback?
Overall, what was the most significant challenge of this
assessment?
Overall, what did you like the most about this
assessment?
Do you have any other comments?

7. APPENDICES:
8. ADDITIONAL DOCUMENTS:
The following is the list of additional documents attached:
1. Emu Fitness Strategic Review
2. ROI and Cost Template
9.
10. Emu Fitness Strategic Review:

Table of Contents
1.Assessment Information..................................................................................................................................................................2
2.Pre-assessment Checklist.................................................................................................................................................................4
3.Assessment Event 1 – Knowledge Questions.................................................................................................................................6
4.Question 1.........................................................................................................................................................................................6
5.Question 2.........................................................................................................................................................................................8
6.Question 3.........................................................................................................................................................................................8
7.Assessment Event 2 – Emu Fitness Simulation...........................................................................................................................10
8.Task 1: Identify marketing opportunities....................................................................................................................................10
Assessment – BSBMKG501

9.1.1 Analyse information on market..............................................................................................................................................10
10.1.2 Research potential new markets...........................................................................................................................................10
11.1.3 Explore entrepreneurial approaches for their potential business application.................................................................10
12.Task 2: Investigate marketing opportunities.............................................................................................................................11
13.2.1 Analyse fit between marketing opportunities and organisational goals and capabilities...............................................11
14.2.2 Evaluate each opportunity to determine impact on business and customer base............................................................11
15.2.3 Determine probable return on investment..........................................................................................................................11
16.2.4 Determine potential competitors...........................................................................................................................................11
17.2.5 Describe and rank marketing opportunities........................................................................................................................11
18.Task 3: Evaluate required changes to current operations.......................................................................................................13
19.3.1 Identify and document changes and resources required for current operations.............................................................13
Assessment – BSBMKG501
Strategic Marketing Review
2015-2020

20.3.2 Communicate viability of changes to current operations...................................................................................................13
21.3.3 Document newly identified report on marketing opportunities and required changes to .............................................13
22.Task Outcome Sheets...................................................................................................................................................................14
23.Assessment Event 1 – Knowledge Questions.............................................................................................................................14
24.Assessment Event 2 - Simulation................................................................................................................................................16
25.Assessment Outcome Sheet.........................................................................................................................................................18
26.Student Feedback Form..............................................................................................................................................................20
27.APPENDICES:.............................................................................................................................................................................22
28.ADDITIONAL DOCUMENTS:.................................................................................................................................................22
35.Emu Fitness Strategic Review:...................................................................................................................................................22
36.Executive Summary.....................................................................................................................................................................26
37.1 About Emu Fitness....................................................................................................................................................................27
38.2 Core Values................................................................................................................................................................................27
39.3 Goals and Objectives.................................................................................................................................................................28
40.3.1 Goals........................................................................................................................................................................................28
41.3.2 General Objectives.................................................................................................................................................................28
42.3.3 Marketing Objective..............................................................................................................................................................28
43.4 Situation Analysis......................................................................................................................................................................29
44.4.1 PESTE Analysis......................................................................................................................................................................29
45.4.2 SWOT Analysis......................................................................................................................................................................31
46.4.3 Product Portfolio – BCG Boston Matrix..............................................................................................................................33
47.4.4 Trend Analysis........................................................................................................................................................................35
48.Fitness Trends in the Industry....................................................................................................................................................35
49.The Fitness Market Outlook (Annual).......................................................................................................................................36
50.Health in Australia.......................................................................................................................................................................36
51.Product Usage...............................................................................................................................................................................37
52.Survey Results..............................................................................................................................................................................38
53.5 Market Segmentation................................................................................................................................................................41
54.5.1 Demographic and Geographic Segmentation......................................................................................................................41
55.5.2 Psychographic and Socio-Cultural Segmentation ..............................................................................................................43
56.6 Competitor Analysis..................................................................................................................................................................44
57.7 Financials of Emu Fitness.........................................................................................................................................................54
58.Bibliography.................................................................................................................................................................................55
59.EOI and Cost Template:..............................................................................................................................................................55
Assessment – BSBMKG501

11. Executive Summary
Emu Fitness is a privately owned health club chain operating within Sydney with 15 health clubs and 7,500
active members. Emu Fitness serves as a minor player in the sport and fitness segment.
The health and wellbeing industry is a dynamic sector and plays a critical role in the Australian economy.
The industry has grown substantially within the last decade, generating $2.2billion revenue on an annual
basis (with 3.5% annual growth rate) through 3265 health clubs housing 32,875 employment opportunities
across the country. The industry also plays a key role in improving the health and fitness of Australians;
however, Emu Fitness has always struggled to hold market share since its establishment in 2005. Despite of
the organisation’s struggle, it has relatively good operating margins which this is mainly because to the low
wages and poor facilities and equipment. The Company is well aware that it now needs to develop
marketing opportunities if it is to sustain long term competitiveness.
This report is prepared by an external agency called Sync-In Consultancy.
An evaluation of the company’s internal strengths and weaknesses, external opportunities and threats,
market trend analysis, and macro environment study established a groundwork to prepare this strategic
review. The main motivation is to develop new market opportunities targeted to specific customer niches.
Assessment – BSBMKG501

12. 1 About Emu Fitness
Emu Fitness is a privately owned health club chain with 15 health clubs and approximately 1,000 active
members in each centre. Emu Fitness serves as a minor player in the sport and fitness segment.
Emu Fitness has its base of operations in North Sydney (Health Club and Head Office), Sydney and operates
in both the CBD and Sydney region. The operating hours are 6am to 10pm, everyday across the year.
Each health club offers the following facilities and services:
 Gym for weightlifting and cardio
 Martial arts, boxing and kendo
 Classes (Pilates, Yoga, BodyPump, Cycle, BodyAttack, Full Body Lift, and FatBurner).
13. 2 Core Values
Our mission, in engagement with the community, is to provide innovative health clubs delivering cutting-
edge fitness and lifestyle programs that will motivate people of all ages, backgrounds and abilities to lead
active, healthy lives.
Our vision is to be regarded as a premier provider of quality fitness and wellness through innovative
programs and services that result in measurable and transformational changes in the lives of those we serve.
We are passionate for promoting the quality of life for everyone on the basis of the following values and
attitudes in all of our staff, members and the community:
Assessment – BSBMKG501

14. 3 Goals and Objectives
21. 3.1 Goals
The goal of Emu Fitness for 2017 -2018 will be:
 to introduce innovative fitness and lifestyle products or services to include new markets
 to reposition the image of Emu to that of a “Tiger”
 to grow their employees for the future
22. 3.2 General Objectives
 Achieve a minimum ROI of 20% in each investment area.
 Achieve a minimum gross margin percentage of 30%.
 Increase membership count by 10% in each health and fitness club every year within the next five years.
 Achieve 5% improvement in customer retention rates every year within the next five years.
 Enrich the brand cultivating the organisational image as a premier health and wellness provider.
23. 3.3 Marketing Objective
 Develop a minimum of two innovative fitness and wellbeing products or services within the next twelve
months.
 These two new innovative offerings to increase gross revenue count by 10% in each fitness centre over
the next 12 months’.
Assessment – BSBMKG501

15. 4 Situation Analysis
24. 4.1 PESTE Analysis
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Political
 The following elements must be closely monitored as they change regularly and will have an influence
on delivering nationally accredited courses:
VET Fee-Help loan scheme
Smart and Skilled government-subsidised training (in NSW)
Changes in national standards
Updates in training packages.
 Compliance with Work Health and Safety Act 2011 and Work Health and Safety Regulations 2011
through launching the mandatory web-based training to provide all staff easy access to simple
templates and resources to apply to Emu Fitness club environment.
 The Australian Consumer Law:
unfair contract terms
misleading communication
sales tactics.
 Privacy Act 1988: privacy and confidentiality of client information.
Social
 Australia is the fifth most obese country in the world, with about 24.6 percent of its citizens considered
obese. If the current trend is not slowed down or reversed, it is estimated that almost three out of four
Australians will be obese or overweight in 2025.
 The popularity of weight loss reality TV shows, efforts by the government to promote healthy living
and weight loss, and the household outsourcing trend are some of the factors that have contributed to
the increase in demand for fitness services and products (Close, 2013).
 According to the Fitness Industry Survey 2015 (EZYPAY, 2015, p. 33), the most significant growth
areas for the Australian industry are:
24-hour clubs 50.4%
Seniors market 37.4%
Adult obesity 30.0% and Child obesity 22.6%
 It was indicated that personality (71.5%), qualifications (71.0%) and experience (70.0%) are the most
important qualities when choosing a PT for the club (EZYPAY, 2015, p. 35).
Economic
 The fitness industry has been growing steadily over the past few years. The Australian government is
making a significant effort to encourage Australians to adopt a healthier lifestyle, resulting in a greater
demand for fitness products and services.
 The fitness industry in Australia generates an average of about one billion dollars in revenue on an
annual basis. There altogether 2,856 gyms and fitness centres across the country, which collectively
provide employment for more than 17,000 people. In 2013, about 3.3 million Australians used a
professional exercise service (Close, 2013)
 Decrease in discretionary household income can shift consumers to cheaper alternatives.
 According to the Department of Employment, projected employment growth five years to 2019:
Sports and Physical Recreation Activities industry will increase by 13.6%
Skills Level 3 (Certificate III or IV) will increase by 8.3% whereas Skills Level 2 (Diploma)
will increase by 10.4% (Department of Employment, 2015).
Technological
 According to the Fitness Industry Survey 2015 (EZYPAY, 2015), 26.3% of people use apps to track
runs, log calories and find healthy recipes, 13.5% use social media to keep up with diet and fitness
blogs and 8.5% use devices that transmit their stats to their smartphone.
 Although the use of apps is quite a popular way to track health and fitness progress, 67.4% of
Australian survey respondents didn’t use them. 27.4% of those who did opted for free apps, while
5.1% chose paid apps.
 It was highlighted in the survey that 35.7% of Australian clubs intended to invest on staff training
specifically to delivery exceptional customer service (EZYPAY, 2015, p. 42).
 Embedding technology in our products and services is vital. There has been an increasing trend on
using gym gadgets, particularly wireless enabled wearable technology devices such as Fitbit Tracker.
However, Emu Fitness doesn’t have the internal competency to develop such products.
Ecological Environment
 Environmental factors are not expected to immensely alter Emu Fitness’s trade and profit generation
as these factors affect agri-businesses much more directly.

25. 4.2 SWOT Analysis
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Assessment – BSBMKG501
Strengths
 Staff each have a professional development program to maintain customer service satisfaction and to
provide opportunities for growth with their careers
 presence in major geographical areas of Sydney
 All Managers are meant to be held accountable for achieving the challenging performance targets
 Availability of high number of equipment, classes and trainers during peak hours
 Specialised fitness and health programs tailored for specific needs that are unique to individual clients
and corporate businesses
 Special classes for the elderly and children allowing parents work out freely
 low cost structure including service delivery, labour and maintenance
Weaknesses
 low brand awareness, low brand image with current target segments
 low technology and low grade recreational facilities
 A culture of distrust with continuous improvement where staff don’t perceive the value or importance
of improvement
 An attitude of distrust where by staff tend not to support each other to achieve team key performance
indicators
 Staff though they have a professional development program to maintain customer service satisfaction
and to provide opportunities for growth with their careers this is not current and most staff have not
followed up on this initiative
 Executive Management lack commitment and expertise with most not possessing tertiary
qualifications and or a proven track record in management
 Managers are have not had active performance management in the past few years and many are now
underperforming
 Weak online presence
 Difficulty in finding high quality and experienced personal trainers
 The high number of classes at times is difficult to provide available trainers
 A number of classes contain low user numbers
 Clients who don’t believe that they are getting value for money
 Lack of on-site extras such as a health bar that competitors provide
 Higher pricing structure attracts less international students than competitors
 Current operating hours limit the use of the club (Mon-Fri: 6am-9pm, Sat: 7am-9pm, Sun: 7am-7pm)
as compared to other competitors
 competitors become active in price war
 The availability of substitute fitness centres
 7/24 open fitness clubs
Opportunities
 Improved quality assurance through accessing the VET qualifications for trainers
 Distance coaching
 Product and services expansion
 There are only a limited number of direct competitors in our current
 Potential for including physiotherapy services to attract non-members
 Australian Government public awareness programs on smoking, obesity and many other health
illnesses have had significant impact on changing the culture of our people towards living a healthy
lifestyle, which has stimulated public’s willingness to exercise regularly and follow a balanced diet

26.
4
.3 Product Portfolio – BCG Boston Matrix
Using the BCG growth-share matrix below, Emu Fitness’s offering portfolio for the next year is outlined:
Assessment – BSBMKG501
Threats
 Customer dis-satisfaction
 Low staff morale leading to poor customer service
 lack of maintenance with equipment and facilities
 poor attitude by some Managers
 Seasonal customers may be reluctant to pay during summer when outdoor sports are more popular
 Fast-growing health, fitness and wellbeing related IT gadgets and apps
 Availability of wide range of free health and wellbeing resources on the Internet that teach people how
to exercise and eat properly without paying anything

Assessment – BSBMKG501
Market
Growth
Rate
(Cash
Usage)
High
Relative Market Share
(Cash Generation)
High Low
Stars Question Marks (new markets)
 BodyPump
 FatBurner
 BodyAttack
 Zumba
 Wearable tech
 Bootcamp
 Group training programs
 Customised meal delivery
 Health Bar
 Physio-gym
 Distance coaching
Low
Cash Cows Dogs
 Personalised weight lifting programs
 One-on-one training sessions
 Martial arts
 Boxing
 Cycle
 Full Body Lift
 Kendo
 Pilates
 Yoga

27. 4.4 Trend Analysis
28.Fitness Trends in the Industry
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29.
T
Assessment – BSBMKG501
Wearable Health and Fitness Devices and Apps
Wireless enabled wearable technology devices and apps assist in losing weight, increasing
physical activity or improving overall health. These devices are able to collect data on your
physical lifestyle (such as eating habits, sleeping patterns, calories burnt, etc.) and paired
with a companion web account or mobile app. Some famous devices include smartwatches,
activity trackers, wristlets, lightweight GPS enabled clip-on trackers, etc.
Bootcamp Health and Fitness Holidays
Health and fitness holidays for people who enjoy time abroad whilst also improving their
health. Major competitors are Thailand Fitness Boot Camp, Health and Fitness Travel,
International Fitness Holidays, and CruiseFit.
Group Training Programs
Customised group fitness classes for niche groups including pregnant women, seniors,
children, cyclists, kettlebell lovers, post-birth mums, yoga with babies and toddlers, aqua
fitness, High Intensity Interval Training (HIIT), body-mind-spirit (yoga, Tai Chi, Hatha,
Pilates, etc.), dance and fitness, aqua Zumba, and boxing workouts to name a few.
Customised Daily Meal Delivery
Meals plans designed specifically for weight loss but can also be used for the convenience
by people who live a busy lifestyle. Customers order weekly meals fully customised in
accordance to their goals.
Health Bar
Located in the health club premises, health bars offer freshly made healthy meals, snacks,
organic protein shakes, juices, etc. The health bars can also provide handpicked some of the
finest organic health products on the market, which can also be extended for online
shopping to generate additional revenue.
Training and Employment
To ensure the best quality customer service experience, in-house built training programs
can be delivered. The national qualification to become a fitness instructor is the Certificate
III in Fitness. When registered as a RTO, a wide range of qualifications can be issued.
Promising students can be offered further employment. Theory classes can be delivered
online to encourage flexible learning and reduce training costs whereas practical sessions
can be conducted in real business premises to foster the teaching experience.
Physio-Gym Culture
Located in the health club premises, physiotherapy service can be offered to diagnose,
rehabilitate and improve people with movement disorders. Diagnostic techniques provide
targeted treatments which can be integrated into individual exercise program. The service
can also be offered to non-members.
Online Health Coaching
The popularity of online health coaching is rising rapidly allowing people to get one-on-
one personalised nutrition and training support through remote communication methods
which may include Skype, email, etc.

he Fitness Market Outlook (Annual)
Figure 1: The current outlook of Fitness Industry in Australia
Assessment – BSBMKG501
Revenue Annual Growth 2010-2015 Annual Growth 2015-
2020
$8.2bn 3.5% 5.2%
Profit Employment Health Clubs
$265m 22,000 3,265

30.Health in Australia
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Australian adults are overweight or obese More adults are overweight
or obese than 1995
63% 10%
Australian children are overweight or obese 2nd highest contributor to
burden of disease in Down
Under
25% Overweight
and obesity
More people living in
outer regional and
remote areas are
overweight or obese than
people living in major
cities
15%

Figure 2: Data on obesity and overweight people (Australian Institute of Health and Welfare, 2015)
31.Product Usage
Figure 3: Utilisation of products based on gender and age groups
Assessment – BSBMKG501
Products & Services
Member Age
Groups Current Usage Male
Members
Female
Members
Martial Arts 15-35 32% 26% 6%
Boxing 18-30 18% 17% 1%
Kendo 25-35 3% 2% 1%
Cyclo-Spin 16-45 42% 28% 14%
Mums and Bubs Yoga 25-38 32% 0% 32%
Body-Mind-Spirit 18-65 38% 6% 32%
Children Programs 4-14 29% 18% 11%
BodyPump 18-45 27% 7% 20%
FatBurner 18-45 33% 17% 16%
Zumba 18-45 19% 1% 18%
BodyAttack 18-45 21% 5% 16%
Gym - Weightlifting 15-50 88% 56% 32%
Gym - Cardio 15-50 88% 48% 40%

32.Survey Results
Survey results were based on Emu Fitness staff and 3,245 members. The confidence level for this sample
size is 85%, as the results were true representation of the total membership because these surveys were
readily available at reception and key locations within the centre.
Intention Survey
Figure 4: Intention Survey showing the individual intention to adopt a new innovative marketing opportunityemu fitness
Assessment – BSBMKG501
Wearable Health and Fitness Devices and Apps B
o
o
t
c
a
m
p
H
e
a
l
t
h
a
n
d
F
i
t
n
e
s

Customer Satisfaction
Graph 6: Survey results on customer satisfaction
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Employee Satisfaction
Graph 6: Survey results on employee satisfaction
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16. 5 Market Segmentation
33. 5.1 Demographic and Geographic Segmentation
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Assessment – BSBMKG501
Gender: Male/Female
Age: [8-16]: martial arts, boxing and kendo
[16-60]: all programs including nutrition assistance
Marital
Status:
[Married, no dependants]: group classes
[Married, pregnant]: yoga
[Married, with dependants]: all programs and nutrition assistance
[Other]: all programs and nutrition assistance
Religion
Ethnicity/
Race
Nationality:
All inclusive. Emu Fitness values diversity regardless of national origin, colour, religion,
socioeconomic stratum, sexual orientation, etc. Mutual respect, integrity, diversity, and care
are part of Emu Fitness’s core values.
Generation: [Builders/Traditionals]: not targeted
[Baby Boomers, Generation X and Generation Y]: all programs including nutrition assistance
[Generation Z]: not targeted.
Income
Level:
Medium-high income
Figure 5: Distribution of member count by age group Figure 6: Distribution of member count by marital status
Figure 7: Distribution of member count across Sydney regions

34. 5.2 Psychographic and Socio-Cultural Segmentation
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Assessment – BSBMKG501
Activities: Gym, nutrition sessions, weight-lifting, running, cycling,
cardio, martial arts, boxing, kendo, Pilates, yoga, and
group classes
Benefits
Sought:
Healthy lifestyle, convenience (location – omnipresence),
entertainment, relaxation, stress reduction, balanced diet,
weight control, increase body mass, social interaction, and
value for money
Lifestyle: Hobbies and leisure activities entertainment
 sports
Health and wellbeing  exercise
 nutrition
 losing weight
 muscle building
 cardio
Peak performers  busy lifestyle
 highly motivated and self-motivated
Sports focus  performance maintenance and enhancement
 people who are beginners and have moderate fitness levels
Social
Class:
Have clients from the following social groups:
Upper Middle Class: higher managerial, administrative or
professional
Middle Class: intermediate managerial, administrative or
professional
Lower Middle Class: supervisory, clerical, junior
administrative or professional
However, the facilities are dominated by Middle and
Lower Middle Class clients.
Interests:  Maintain a healthy lifestyle and uplift health conditions
 Lose weight and body-muscle toning
 Cutting-edge equipment and facilities
 Have recreational and recovery activities
 Individual/team sports programs including fitness,
swimming, weightlifting, gymnastics, etc.
 Have a balanced diet and nutrition program
 Personalised classes for different needs and age groups
 Self-fulfilment
VALs
Framework Main target group:
 Believers
 Makers
 Strivers
Current target segment:
 is generally, low-resource group
 is motivated by others
 values practical products
 is conservative consumers
 has modest incomes
 is influenced by the success of their peers.

17. 6 Competitor Analysis
Assessment – BSBMKG501

Assessment – BSBMKG501
Competito
r
Financial
Performan
ce
(%, ’11-15)
Market
share
(‘15-‘16)
Value to
customers Strengths Weaknesses
First
World
Fitness
9.7% 22.5%
 Quality staff
 Top-notch
equipment and
facilities
 The largest
health club in
Australia
 Celebrity
members
 Well-
differentiated
outlook
 Strong
infrastructure
 High profile
management
 High cost
structure
 Locking
contracts
 Operating hours
Ying Yang
Lifestyle 14.4% 17.8%
 Family-
friendly
 Calming
facilities
 Remedial
services
 Japanese Baths
 Lifestyle
support
 Health
diagnosis
programs
 Press presence
(The Biggest
Loser)
 Locking
contracts
 Operating hours
 Weak coverage
in NSW
 Highly
traditional
approaches
360 Fitness 40.2% 14.4%
 Low-budget
 24-hour access
 Wide presence
 Convenience
 Unstaffed gyms
 24-hour access
 Proven
franchise model
 Limited
facilities
 Staff
unavailability
 Only focus on
gyms
 Not family
oriented
Fitness as
easy as 123 11.1% 11.4%
 24-hour access
 Wide presence
 Family-
friendly
 Pools
 Programs for
disabilities
 Community
focused
 Rich facilities
including indoor
and outdoor
including a
semi-Olympic
gymnasium
 Public programs
attract high
number of
people
 Family oriented
 Expensive
membership
 Limited location
Gelignite
Gym &
Club
40.9% 8.4%
 Teen gym
 Lifting focused
 Explosive
results
 Professional
fighting
 Competitive
environment
 Strong public
image
 Wide presence
 Diverse exercise
programs
 Nutrition
support
 Classy outlook
 High-end
equipment
 Ability to adopt
and adapt
industry needs
 Operating hours
 Too crowded
 Expensive
 High waiting
time to access an
equipment
during peak
hours
House of
the rising
 Niche market
 Strong public
image
 Customised
 Threatened by
emerging female
oriented health

Table 1: Comparison of major competitors
Figure 8: Market share by major competitors in 2015 for the Sydney Region
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Figure 9: First World Fitness Revenue Analysis 2011-2015
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Figure 10: Ying Yang Lifestyle Revenue Analysis 2011-2015
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Figure 11: 360 Fitness Revenue Analysis 2011-2015
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Figure 12: Fitness Easy Revenue Analysis 2011-2015
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Figure 13: Gelignite Gym & Club Revenue Analysis 2011-2015
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Figure 14: House of the Rising Sun Women Health Clubs Revenue Analysis 2011-2015
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Figure 15: Workout Sports Revenue Analysis 2011-2015 Revenue Analysis 2011-2015
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18. 7 Financials of Emu Fitness
Figure 16: Revenue for 2016 by region
Marketing opportunities estimates:
Estimations based on the following costs and revenues:
 trainer labour is @ $40 per hour
 admin labour is @$25 per hour
 physio labour is @$60 per hour
 dietician labour is @$60 per hour
 gadget cost is @$175 per unit
 health shop items (includes dry and wet products) have a margin of 30% per item
 shop fittings (structure and equipment) per club centre is @$150,000 (one off cost).
Assessment – BSBMKG501
Region Clubs Member
s
Annual Gross
Revenue
Total Costs Gross
Margin
Sydney Central 2 1820 $1,310,400 $930,384 29%
Sydney Eastern Suburbs 3 3825 $2,754,000 $1,900,260 31%
Sydney North Shore 2 2875 $2,070,000 $1,407,600 32%
Sydney North West 1 700 $504,000 $312,480 38%
Sydney South 2 1795 $1,292,400 $788,364 39%
Sydney West 5 4076 $2,934,720 $1,731,484 41%
Grand Total 15 15091 $10,865,520 $7,070,573 34.9%

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35. EOI and Cost Template:
Separate template has been provided in the spreadsheet.
Assessment – BSBMKG501