MacVille Strategic Plan Implementation

The assignment provides a comprehensive strategic plan for MacVille, including four key objectives: selling MacVille products in every Australian state, increasing marginal profit by 5%, making MacVille a recognized brand, and reducing energy use and waste by 10%. The plan is divided into four strategies, each with a specific time frame, responsible parties, performance indicators, and progress reports. The assignment also includes a communication plan, bibliography, and a summary of the overall progress and improvements.

Running head: LEADERSHIP AND MANAGEMENT
LEADERSHIP AND MANAGEMENT
Name of Student
Name of the University
Author Note

1LEADERSHIP AND MANAGEMENT
Task 1
Case Study
The vision of the organization, MacVille, is to become accepted as a national brand
and as a fundamental component in the hospitality industry in five years.
The established mission of MacVille is to supply espresso coffee machines that can
keep up with the reliability, efficiency and sustainability of the clients in the hospitality
industry.
The present values of the organization are at par with the moral and professional
standards directed at the development of leadership, and maintenance of high safety levels
along with providing environmental and customer value.
Report
Mission/Vision Review
1. Existing vision and mission
Vision: to become a national brand in the hospitality industry in 5 years.
Mission: to supply espresso coffee machines that can keep up with the reliability,
efficiency and sustainability of the clients in the hospitality industry.
2. Current approaches
MacVille has developed their previous strategic plans that are constantly checked to
be in compliance with MacVille’s vision and mission.
3. Revised vision and mission
Vision: to become an innovative national brand aiming for attainment of higher
standards in five years.

2LEADERSHIP AND MANAGEMENT
Mission: to supply coffee machines in hospitality sector characterized with innovative
modifications that can retain the reliability of clients.
4. Organizational values
MacVille needs to be more socially responsible contributing to communities and non-
profits.
Discussions with Stakeholder
 Become national establishment that is innovative and unstoppable in 5 years.
 Bring innovative modifications in services.
 Introduce efficient evaluation systems.
 Become more socially responsible.

3LEADERSHIP AND MANAGEMENT
Task 2
PESTEL Analysis for MacVille
Political factors: carbon tax on energy-intensive goods.
Economic factors: Resource boom, higher economic growth, strengthening of
Australian dollar, growth in the development of home consumer market.
Socio-cultural factors: lifestyle trend of eating out, steady growth in Australian
population.
Technological factors: efficient Management Information System (MIS), innovative
heat exchanger.
Environmental factors: New espresso machines using 30% less energy.
Legal factors: Removal of tariffs on imported merchandise including espresso
machines complying with the free trade policy of the government.
SWOT Analysis for MacVille
Strengths
 Service
 Efficient Management Information
System
 Marketing communications and
promotions mix
Weaknesses
 Inbound logistics, lack of staff in
customs and importation operations.
 Outbound logistics – delay in
delivering products dissatisfying
customers.
Opportunities
 New Sydney market form where a
competitor has withdrawn.
 Strategic alliances with suppliers of
coffee beans.
Threats
 Rise of the Australian dollar and
rising rates of interests.
 Nufix Inc., a global corporation
shifting their focus from the instant
coffee to market of espresso beans

4LEADERSHIP AND MANAGEMENT
and machines.
 BeanEx, a supplier of coffee beans
that began import of espresso
machines to clients.
Value-Chain Analysis
Inbound Logistics: not efficient due to lack of experienced staff in importation and
operations of customs.
Operations: strong with sound planning of strategies, finance and accounting.
Outbound logistics: problematic as there is often significant delay in deliveries to
customers.
Marketing: strong area for MacVille as markeing communications and promotion
mix are well suited.
Service: strong area for the company with good feedbacks from customers.
Firm Infrastructure: Efficient Management Information System provides good
corporate planning and effective internal controls.
Human Resource Management: HRM is not strong demonstrating lack of solutions
for proper procedures.
Procurement strong meeting demands of customers.
Technology: Technological developments, reduction of marketing and
communication costs.

5LEADERSHIP AND MANAGEMENT
Competitors
1. Nufix Inc., a global corporation that shifted attention to the market of espresso coffee
beans and machines.
Strengths: Human resource, marketing and financial resources.
Weakness: Inadaptability to the demands of functional market buyers
2. BeanEx, a supplier of coffee beans that began import of espresso machines.
Strengths: easy accessibility to markets.
Weaknesses: No service policy for the wholesale clients.
Potential allies
1. Home Espresso Traders, supplying espresso machines and other digital entertainment
products in Sydney’s home market.
Strengths: coverage of the espresso machines consumer market.
Weaknesses: not completely focused on the industry of hospitality.
Summary statement for joint venture: shared position in 4 trade shows each year
helping the establishment of the company in the hospitality sector.
2. Ambrosia Coffee Roast, selling coffee beans to Australia’s hospitality industry and
supermarket.
Strengths: commitment to the industry of coffee beans.
Weaknesses: commodity-based product image.
Summary statement for joint venture: shared space in advertising for eateries
gaining MacVille popularity and reliability among consumers.
3. Java Estate, selling Arabica roasted beans of coffee in Australian states.
Strengths: commitment to coffee beans and hospitality market.
Weaknesses: may not form alliance with MacVille.

6LEADERSHIP AND MANAGEMENT
Summary statement for joint venture: delivering machines to clients at a cost-
effective manner.

7LEADERSHIP AND MANAGEMENT
Task 3
Strategic Plan
Objectives:
1. To sell and provide service of espresso machines of MacVille in all of the Australian
states.
2. To improve marginal profit by 5% in 5 years.
3. To establish MacVille as a recognized brand in 5 years.
4. To decrease the usage of energy and waste by 10% in 5 years.
Strategies for Each Objective
1. Objective 1: forming an alliance with Java Estates and with other networks of agents
2. Objective 2: more efficient supplier negotiations
3. Objective 3: the assistance of innovative technologies
4. Objective 4: initiations of educational programs and motivational rewards for introduction
of innovations.
Strategies Time-Frame Responsible Parties Performance
Indicator
Strategy 1 5-6 months Sales department State-wise sales
Strategy 2 5-6 months Logistics department Reductions in cost
and increased
operational
efficiency
Strategy 3 1 year Technical and IT
department
Global sales
Strategy 4 5-6 months Environmental Rate of waste

8LEADERSHIP AND MANAGEMENT
department reduction and energy
conservation
Discussions with CEO
 Increase state-wise sales of MacVille products
 Increase global sales
 Increase technological efficiency
 Develop cost-effective methods of supply
 Be socially responsible citizen achieving higher environmental standards.
Brief for Responsible Parties
Sales Department
 Develop alliance with Java Estates
 Look for warehouse opportunities in states other than Sydney
 Form an agent’s network
Logistics Department
 Negotiate better with suppliers
Technical and IT Department
 Develop new and innovative technologies
Environmental Department
 Develop educational programs and motivational rewards
 Develop ways to reduce waste as well as energy use

9LEADERSHIP AND MANAGEMENT
Cover Statement
Key objectives include selling MacVille products in every Australian state, increase
marginal profit by 5%, make MacVille a recognized brand, reduce energy use and waste by
10%.
Research has been done on successful companies in the hospitality industry in their
strategies and among customers for the development of the plan.

10LEADERSHIP AND MANAGEMENT
Task 4
Progress Report
KPI Progress
 Strategy 1 implemented within timeframe but only achieved 90% of the desired
outcome.
 Strategy 2 implemented in time with 40% success rate.
 Strategy 3 implemented in half-time with 87% positive response.
 Strategy 4 implemented in half with 80% success.
Milestone Progress
 90% of objective 1 achieved.
 40% of objective 2 achieved.
 50% of objective 3 achieved.
 80% of objective 4 achieved.
Overall Progress
The overall progress is impressive with all the strategies working within the time and
bring high rates of success fulfilling the objectives
Improvements
 Enhancing technological advancements
 Improving the sales strategies
 Enhancement of supplier negations and development of cost-effective plans
Communication Plan
Audience
 Stakeholders

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 Customers
 CEO
 Managers
Resources
 Audio and visual devices
 Microphones
 Projector
 Pen
 Paper
Delivery timeframes
 Task 1: 15 minutes
 Task 2: 20 Minutes
 Task 3: 20 minutes
 Task 4: 20 minutes
Presentation Content
 Vision, mission, values and approaches along with revised versions of MacVille.
 SWOT, PEST, value-chain analysis, competitors and allies of MacVille.
 Strategic objectives and plan.
 Strategic Implementation and Progress Report.