BBQ Fun: Analysis of Market and Marketing Opportunities Report

This report analyzes the marketing opportunities for BBQ Fun, a company specializing in outdoor lifestyle products. It begins with an overview of the Queensland market, highlighting population growth and the increasing number of new and renovated homes, which present significant sales potential for BBQ Fun's vintage accessories and furniture. The report then delves into the company's geographic and demographic targets, focusing on the Brisbane area and the 20-50 age group with an average household income of over $70,000. A key component is the evaluation of competitors, including The Yard, BBQ’s R Us, and Outdoorz, assessing their strengths and weaknesses, particularly in relation to e-commerce. The report also examines customer requirements, such as selection, accessibility, customer service, competitive pricing, flexible payment options, and quality guarantees. Survey results provide insights into customer preferences regarding new builds, renovations, replacements, customer service, price sensitivity, Australian-made products, online purchases, and loyalty. The report concludes with a review of relevant legal and ethical requirements, including the Privacy Act 1988, Anti-discrimination Act 1991, Competition and Consumer Act 2010, Australian Direct Marketing Association Code of Practice, Free TV Australia, Australian eMarketing Code of Practice, Australian e-commerce model, and Spam Act 2003, ensuring compliance in all marketing activities. Finally, the report analyzes market share factors and market trends to provide a comprehensive overview of BBQ Fun's marketing landscape.

Identify and evaluate marketing
opportunities

(a) To identify opportunities,
analyse information on BBQ
Fun organisation’s market
and business needs, for
example:
1. Comparative market
information
a. comparative market
information
Characteristics Overview
Queensland
overview
High population growth
of 5% per year
New homes and
renovated homes
growing from a base of
50,000 per year
Geographic Our immediate
geographic target is
the area of Brisbane
with a population of
2,000,000
Demographic Male and female
Ages 20–50
An average household

income of over $70,000.
2. Competitors’
performance
b. competitors’
performance
Competitor Overview
The Yard Has a limited selection but
significant depth. All Australian
made. No significant marketing
or promotion. The price point is
high, but the quality of products
is quite good. Not in south east
Queensland. Considering e-
commerce options. Considered
potential treat for entering market
through e-commerce because of
large distribution network
BBQ’s R Us

Outdoorz Large operations of only a few
stores per city. Mass markets
outdoor lifestyles at good value
prices. No imported goods.
Extensive advertising. Low to
medium quality. Strong in the
replacement segment rather than
new and refurbished dwellings.
Gaining strength in Brisbane
market. Considering e-
commerce options.
3. Customer requirements
c. customer requirements
Factors What does it mean for BBQfun
Selection – a wide choice
of options.
TBBQ Fun products are wide in choice
with instant availability.
Accessibility – the
customer needs easy
access to the store with
minimal inconvenience.
Store if BBQ Fun must be located in
central of the city to provide customer
with assess
Customer service – the
customer needs expert
customer service to help
sort through choices.
Customer service is one of the major
tools for any company. No compromise
on customer service standards.
Competitive pricing – the
customer needs all
products/services to be
competitively priced
relative to comparable
high-end outdoor lifestyle
options offered by
competitors.
Pricing can be personalized in
accordance with actual reality of the
vintage products to customer
preferences and desires. Mostly, high
pricing will be real option.
Flexible payment – the
customer needs easily
managed payment plan.
The payment system should be flexible
and try impose all options and credit
service.

Quality guarantees – the
customer requires three
year product guarantees
(as offered by most
competitors).
In general, only minimum of two years
provided. For this, proper planning is
required along with quality
measurements
In the case of BBQfun’s
marketing performance, we
can see from the table below
suggesting its findings of
survey of 500 customers as
follows:
New
builds
Renovator
Have visited
BBQfun in
previous
month
70% 70%
Have bought a
BBQfun
product in
previous
month
70% 65%
Customer
service is
essential
90% 95%
Price is most
important
10% 20%
Australian
made is
important
80% 65%
Will buy online 100% 100%

Will pay for
online delivery
if chosen
100% 100%
Loyalty
customer
30% 20%
4. Legal and ethical
requirements
d. legal and ethical
requirements
Types of
legislatio
n
What it is about:
Privacy
Act 1988
 The Privacy Act
1988 (Privacy Act)
regulates how personal
information is handled.
The Privacy Act defines
personal information as:
 …information or an
opinion, whether true or
not, and whether
recorded in a material
form or not, about an
identified individual, or
an individual who is
reasonably identifiable.


Anti-
discrimin
ation Act
1991
 Explanatory provision
 Discrimination in the pre-
work area
 Discrimination in work
area
 Discrimination by
principals
Competiti
on and
Consume
r Act
2010
The Competition and
Consumer Act 2010
an Act of the Parliament of
Australia. Prior to 1 January
2011, it was known as
the Trade Practices Act
1974 (TPA). The Act is the
legislative vehicle
for competition law
Australia, and seeks to
promote competition, fair
trading as well as providing
protection for consumers. It
is administered by
the Australian Competition
and Consumer
Commission (ACCC) and
also gives some rights for
private action. Schedule 2 of
the CCA sets out the
Australian Consumer Law
(ACL). The
Federal Court
jurisdiction to determine
private and public complaints
made in regard to
contraventions of the Act.
References:
https://en.wikipedia.org/wiki/
Competition_and_Consumer
_Act_2010
Australian
Direct
Marketing
Associati
on -
Greater consumer trust and
confidence in the integrity of
ADMA members is at the
heart of the ADMA Code of
Practice and gives marketers

Direct
Marketing
Code of
Practice
the support they need to
make responsible decisions
about data, technology,
creativity and content.
For every ADMA member,
there is an imperative to act
ethically and make positive
choices for consumers;
compliance with the Code is
mandatory.
Overseen by the Code
Authority – a panel of
consumer and industry
representatives, led by an
independent chair -
consumers have an
expedient and low-cost
avenue for resolution of
issues with ADMA members.
Reference:
https://www.adma.com.au/co
mpliance/code-of-practice
Free TV
Australia
Reference:
https://en.wikipedia.org/wiki/F
reeTV_Australia
Australian
eMarketin
g Code of
Practice
Reference:
https://www.acma.gov.au/.../
australian-emarketing-code-
of-practice-ensuring-you-do...
1.
Australian
e-
commerc
e model
The Model
sets standards for
protection in e-commerce
provides industry groups and
individual businesses with a
voluntary model code of
conduct for dealing

with consumers online
is underpinned in several
areas by legislative
requirements.
Reference:
http://itlaw.wikia.com/wiki/Au
stralian_E-
commerce_Best_Practice_M
odel
Spam Act
2003
References:
https://en.wikipedia.org/wiki/
Spam_Act_2003
BBQfun’s comparative
market information is largely
determined by independent
competition where they
focuses on locally produced
products and they have a
collective market share of
48%. In 2009, the national
outdoor lifestyle market
reached $300 million.
Outdoor lifestyle sales were
estimated to grow by at least
6% for the next few years.
5. Market share
d. market share
Factors What does it mean for BBQfun
the greater
disposable There is more money available to purchase

household income
from two income
families
goods hence ability to sell to them and boost
market share
the greater
availability of
affordable and
interesting quality
imports with the high
value of the
Australian dollar
It will facilitate BBQ Fun in their higher
production along with increased profits. The
currency measure is the major issue here.
the marketing by
popular TV lifestyle
programmes.
That will be not be suitable for BBQ Fun for both
current and longer period of time.
6. Market trends and
developments
e. market trends and
developments
Factors What does it mean for BBQfun
Item quality – the
preference for high
quality items is
increasing as
customers are learning
to appreciate the
quality differences.
Quality is one of the important part of the
household items. So, BBQfun always
assurance the quality of the product also
have trainer customer service person to
describe the difference between the certain
products.
Unique – our patrons
appreciate the
opportunity to include
outdoor lifestyles in
their home that stand
out from the mass-
produced and low-
quality items.
Selection – people are
demanding a larger
selection of choices;
they are no longer
accepting a limited
offer in outdoor
lifestyles.

7. New and emerging
markets
f. new and emerging markets
Factors
A growing market in a high
growth area with a
significant percentage of the
target market still not aware
of BBQfun value proposition.
Increasing sales
opportunities outside of our
store locations – south east
Queensland.
Growing opportunity for
online sales.
8. Profitability
g. profitability
Factors What does it mean for BBQfun
Economy - the real estate
market in south east
Queensland continues to
rise in price, and with it
the disposable income of
the population.
It means for BBQfun there are lot of
opportunity of south east
Queensland due to high demand on
real estate market.
Political - the present
Government focus and
emphasis in future
legislative direction will be
about growth and
productivity
BBQ Fun needs to be controlled and
protected from political scenario of
entire Australia.

9. sales figures
h. sales
figures
(forecast
)
2014 2015
Total sales $11,000,000
Gross profit $5,110,000
Research potential new
markets for the organisation,
for example:
Potential new
markets
Factors Options
 Export
markets
(new geographic
opportunities #1)
(new geographic
opportunities #2)
 Segments
of the
market not
currently
(customers
within the market
not tapped #1)
(customers

penetrated
within the market
not tapped #2)
Strategic
marketing
approaches
Factors Options
 Market
penetration
(present
market,
present
product)
Market share
growth
Customer
loyalty
improvement
Customer
value
improvement
 Product
development
(present
market, new
product)
Design
Technology
Distribution
 Market
development
(new market,
present
product)
Exporting
Licensing/
franchising
Joint venture
Direct
investment
 Diversification
(new market,
new product)
Related
diversification
Unrelated
diversification

Types of marketing
& markets
Types of
marketing
Market to
serve
e-commerce Online
business-to-
business Business or
organization
based on the need B2B can
benefits both partied from
their needs.
products can be sold form
one company to another one
if there is profit potential.
direct
marketing New builds
The BBQ fun imports goods
from others and it is kind or a
retailer selling goods to
public. It sells goods through
its own online application.
ideas
marketing Replaceme
nt
selling ideas means the
services and goods will
provide a better future and
environment to the shoppers.
It can enhance the selling
number if the idea is good
enough to convince
shoppers to purchase even it
is still an idea.
public
sector
marketing
Governmen
t
Targeting the right groups
can increase the selling
number of goods. Using
ethical analysis to collect
data and aim for the right
good can promote the sales.
services
marketing Renovators The Iconic provides services
to the shoppers after the
goods are sold.
Refund policy is provided to
the shoppers in order to

make shoppers satisfy and
willing to shop again and it
gains reputation.
telemarketin
g Online
clients
Use this for customer online
who want to know much
about the products
Gap analysis
(analyse 4
marketing
opportunities and
choose two)
Strategic objective Current
standing
Developed an application
for general public to shop
online by clicking the buy
button instead of physical
going out to the shop.
No online
presence
Franchisee option, so,
reduce the cost of renting
physical branches and the
money could spend on
promotions and the price
of products can be set
lower so shoppers can
enjoy can benefit from the
convenience and saving
time and money.
No
Franchisee
options
Improve on online
payment means
No means of
online
payment
Diversify to south-east South-east is
untapped
Impact
analysis
(based on 2
marketing

opportunities
against
following
factors)
Marketing
opportunity
Factors for
consideratio
n
Developed an
application for
general public
to shop online
by clicking the
buy button
instead of
physical going
out to the
shop.

 Growth
 Market
share
 Profitability
 Potential
competitors
Franchisee
option, so,
reduce the
cost of renting
physical
branches and
the money
could spend
on promotions
and the price
of products
can be set
lower so
shoppers can
enjoy can
benefit from
the
convenience
and saving
time and
money.
 Effect on
sales
volume
 Growth
 Market
share
 Profitability
 Potential
competitors
Assessment of
external factors

Types of
legislation
What it is about:
General Australian
legislation
This comprises many
laws and Acts guiding
the operation of
business and other
entire undertakings in
the country
ATO regulations It is a statutory
agency and the
principal revenue
collection entity for
the government of
Australia
GST implications This legislation
intends to levy a
single indirect tax rate
of eighteen percent
by April 2017.
Australian
standards
Provides the specific
standard that
business must meet
in terms of quality and
even other related
services
e-commerce best
practices
Peak industry
representative,
consumer groups,
government
regulatory agencies,
message service and
corporate business,
established it. It aims
at the promotion of
best practices of
commercial
messages in
compliance with the
Act.
Marketing Code of It has developed a

Practice
 Australian
Direct
Marketing
Association
 Direct
Marketing Code
of Practice
 Free TV
Australia
Commercial
Television
Industry Code
of Practice
new Commercial
Industry Code of
Practice reflecting
modern digital media
landscape and
upholds community
standards as well as
make sure
appropriate viewer
protection. It draws
on expanded
community
consultation.
Communication and
Media Authority of
Australia register
Free TV Australia.
Privacy Act 1988  The
Act 1988
Act) regulates
how personal
information is
handled. The
Privacy Act
defines personal
information as:
 Information or
an opinion,
whether true or
not, and whether
recorded in a
material form or
not, about an
identified
individual, or an
individual who is
reasonably
identifiable.
 Common
examples are an
individual’s name,
signature,
address,
telephone
number, date of

birth, medical
records, bank
account details
and commentary
or opinion about a
person.
Anti-discrimination
Act
The Act protects
against unfair sexual
harassment,
discrimination and
other objectionable
behaviour.
Competition and
Consumer Act
The Act will protect
and enhance welfare
via the promotion of
competition as well as
fair-trading as well as
provision for
consumer protection.

Evaluation of
required
change to
meet current
operation
requirements
Marketing
strategies
Factors for
consideration
e-commerce
improve
 service an
increased or
different
customer
base
 ensure
continued
quality of
service
Franchisee
option
 ensure
standards
remain same
 Monitor and
review the
franchisee
stores
Estimation
of costs of
resource

requiremen
ts to meet
changed
operations
Marketing
strategies
Factors for
considerat
ion
Estimat
costs
e-
commerce
improve
Improving
online
means of
payment
 Additiona
l staff
10,000
 Distributi
on costs
2,000
 Equipme
nt
20,000
 Promotio
nal costs
8,000
 Staff
training
4,000
Franchise
e options
 Additiona
l staff
On
going
 Distributi
on costs
On
going
 Equipme
nt
On
going
 Promotio On
going

nal costs
 Staff
training
On
going

- Could be better
- Need to more details
on marketing
opportunities
- Prepare for question
and answer session
Least squares: BBQ customers, total market with e-
commerce included

Consider historical data plotted in chart:
Year Sales (y) Coded
time (x)
FY2008/9 25,000
FY2009/10 35,000
FY2010/11 40,000
FY2011/12 45,000
Total () 145,000
Mean (),
()
36,250
The estimated number of BBQ customers for 2012/13 is
approximately 85,000.
(So, therefore, at 24% market share, BBQ fun could expect to sell
20400 BBQs)
Total market potential
BBQ,s Outdoor
Furniture
2008/9 24,000
2009/10 32,000
2010/11 42,000
2011/12 46,000
2012/13 55,000
With e-commerce
BBQs
Number of 20400

BBQs
buyers
Quantity
Average price $620
Gross and net profit for each opportunity

Gross profit = Unit contribution margin X number of units
Own brand
Sales volume
(units)
BBQ: 7,200
Furniture:
3,120
Accessories:
40,320
Price BBQ: $600
Furniture:
$850
Accessories:
$50
Unit
contributio
n margin
BBQ: $500
Furniture:
$600
Accessories:
$40
Total revenue $8,988,000
Total gross
profit
2012/13
$7,084,800
Total fixed
costs
$6,884,714
Total net
profit
2012/13
$200,086
Profitability index for each opportunity for 2012/13

Profitability index
(PI) =
Present value (PV) of future cash
Present value (PV) of initial
Own brand
Cash flow
2012/13
$7,084,800
Opportunity cost 8%
Present value of
future cash flows
$6,560,000
Present value of
initial investment
$6,884,714
Profitability
index
0.95
Operational costs
Resources
Additional staff $25,000 year average =
$250,000
Plant and equipment ●
●
Promotional costs $500,000
Website developers Contractors
Staff training Online customer service training $3,000 per
staff member =
Management change
leadership training for
store managers and
team leaders
(From the BBQ fun simulated business,
Chapter 6 – Description of operations)
$3,000 each =
4 Brisbane team leaders, 1 Gold Coast
store manager and 3 Gold Coast team
leaders x $2,000
Warehouse and office
reconfiguration
$50,000
Total
I am the marketing manager
at BBQfun. You and your
team have identified three
marketing opportunities to
evaluate. They are:
1. manufacture and sell

own brand
2. sell products through e-
commerce
3. sell products at bargain
prices
The first opportunity is to
manufacture and retail own-
branded barbecues and
products. Manufacture would
take place at a leased plant
in India as BBQfun has no
manufacturing capability.
Also, manufacture in
Australia would be too
expensive and their ease of
available raw materials is
less and limited.
The second opportunity is to
offer all products in an online
store. Stock could be stored
at no extra cost at existing
stores. Customers would
cover delivery costs.
The third option is to aim to
increase market share by
cutting the cost of products
and aiming at mass appeal.
urther information is provided
in the BBQ fun sales data
worksheet.
Profitability index for each opportunity for 2012/13

Profitability index
(PI) =
Present value (PV) of future cash
Present value (PV) of initial
Own brand
Cash flow
2012/13
$7,084,800
Opportunity cost 8%
Present value of
future cash flows
$6,560,000
Present value of
initial investment
$6,884,714
Profitability
index
0.95
Analyse all above we ranked
the marketing
opportunities as bellow:
○ First, E-
commerce is the
suitable
opportunity
through which
easy access of
BBQ Fun will be
provided on
effective pricing
and less cost
incurring.
○ Second, business
to business
marketing
through BBQ
Fun will push
their product in
market where,
connects are
really high with
the customer.
○ Third, Bargain
market is another
option through

which vintage
products of BBQ
Fun will be
assess to
customer, might
be at price of
their choice.
To analyze all data, it makes
a strong justification.
So, the top ranked: sell
products through e-
commerce
I am the marketing manager
at BBQ fun. You and your
team have identified three
marketing opportunities to
evaluate. They are:
1. E-commerce
2. Business to business
marketing
3. Bargain marketing
The first opportunity is to
manufacture and retail own-
branded barbecues and
products. Manufacture would
take place at a leased plant
in India as BBQ fun has no
manufacturing capability.
Also, manufacture in
Australia would be too
expensive.
The second opportunity is to
offer all products in an online
store. Stock could be stored
at no extra cost at existing
stores. Customers would
cover delivery costs.
The third option is to aim to
increase market share by
cutting the cost of products
and aiming at mass appeal.
further information is

provided in the BBQfun sales
data worksheet.
Each opportunity will be
promoted through a
$500,000 television, internet
and email advertising
campaign (cost accounted
for in approved budget).
You will need to review the
BBQ fun simulated business
information to determine
organisational fit, profitability
and operational implications
for each of the three
opportunities.
On the basis of the
profitability index (opportunity
cost estimated to be 8%) and
a full appreciation of other,
non-financial factors, you will
need to rank these
opportunities and choose
one top-rated opportunity for
further evaluation.
After ranking the three
opportunities, you will
complete your evaluation in
terms of impact on
operations. Information is
provided in the BBQ fun
sales data worksheet.
Situational Analysis
BBQ fun sees its moderate
pricing, extensive and high-
quality product range, great
customer service, and
product guarantees as key
offerings to gain traction with
a market dominated by low-
quality providers.
The basic market need is for
quality, fashionable and

unique outdoor lifestyle items
that fulfil the house-proud
needs of our target market.
Marketing objectives
● Increase our loyalty
customers list from
10,000 to 16,000.
● Establish brand
recognition in south
east Queensland so
that at least two in three
people recognise our
brand in a random
survey taken in 18
months’ time.
Marketing Strategies
BBQ fun’s advertising budget
is set at $500,000 for each
opportunity. The advertising
program will target local letter
box drops, radio and
magazines. BBQfun will use
direct mail and local
advertising, with coupon
inserts in the popular
magazine is likely to be the
most successful of the
campaigns.
BBQfun will try to get articles
about BBQ fun into the
popular magazine. Previous
features in the popular
magazine has seen a
dramatic increase of sales
immediately after the article
was published.
Marketing Mix
BBQfun’s marketing mix is
comprised of these following
approaches to pricing,

distribution, advertising and
promotion, and customer
service:
● Pricing – while BBQfun
will price at comparable
prices for comparable
quality, it will not be
cheap. We emphasise
value over price and
back this up with a
three year guarantee.
● Distribution –
● Advertising and
promotion – the most
successful advertising
will be ads and inserts
in the Brizzy as well as
a PR campaign of
informational articles
and reviews also within
the Brizzy. Promotions
will take the form of in-
store entertainment and
competitions with prizes
to exotic overseas
destinations. Social
media is considered not
viable or practical
considering low
participation among
targeted segments.
● Customer Service –
Not applicable.
Evaluation should include
investigation of sales volume
for each opportunity in FY
2012/13
Own brand
Sales volume
(units)
BBQ: 7,200
Furniture:
3,120

Own brand
Accessories:
40,320
Price BBQ: $600
Furniture:
$850
Accessories:
$50
Unit
contributio
n margin
BBQ: $500
Furniture:
$600
Accessories:
$40
Total revenue $8,988,000
Total gross
profit
2012/13
$7,084,800
Total fixed
costs
$6,884,714
Total net
profit
2012/13
$200,086
Evaluation should include
investigation of gross and
net profit for each
opportunity FY 2012/13
Profitability index for each opportunity for 2012/13

Profitability index
(PI) =
Present value (PV) of future cash
Present value (PV) of initial
Own brand
Cash flow
2012/13
$7,084,800
Opportunity cost 8%
Present value of
future cash flows
$6,560,000
Present value of
initial investment
$6,884,714
Profitability
index
0.95
Evaluation should include
investigation of use
numerical analysis or
statistical methods to
forecast, for example, the
size of potential markets in
FY2012/13.
Operational costs
Resources
Additional staff $25,000 year average =
$250,000
Plant and equipment ●
●
Promotional costs $500,000
Website developers Contractors
Staff training Online customer service training $3,000 per
staff member =
Management change
leadership training for
store managers and
team leaders
(From the BBQfun simulated business,
Chapter 6 – Description of operations)
$3,000 each =
4 Brisbane team leaders, 1 Gold Coast
store manager and 3 Gold Coast team
leaders x $2,000
Warehouse and office
reconfiguration
$50,000

Operational costs
Resources
Total
Consideration Opportunity
impact on growth plans 1# Medium impact on growth
2# High impact on growth
3# Medium impact on growth
market share 1# Steady increase market
share
2# Increasing due to online sale
3# Steady increase market
share
knockout factors to rule out
opportunities
1# High
2# Low
3# High
 Indian law, ATO
Regulations and GST
implications of
importation relevant to
own brand opportunity
 manufacturing,
Australian standards
consideration relevant
to own brand
opportunity
 E-commerce Best
Practice Model relevant
to e-commerce
opportunity
 Marketing codes of
practice and conduct,
such as the Australian
Direct Marketing
Association (ADMA)
Direct Marketing Code
of Practice, The Free
TV Australia
Commercial Television
Industry Code of
Practice, and the
Australian

 Privacy Act
 Anti-discrimination
legislation
 Competition and
Consumer Act.
Refer to the appendices.
BBQfun
Risk
register
FY
2012/2013
Identified risk Pro
bab
ility
Failure to identify
changes in
market/external
environment and develop
appropriate strategies.
Med
ium
Failure to adequately
train employees in line
with marketing
strategies.
Med
ium
Failure to revise
operations and
resourcing in accordance
with marketing
strategies.
Med
ium
Failure to ensure
product/customer service
quality in event of
revised operations
through training,
Med
ium

BBQfun
Risk
register
FY
2012/2013
Identified risk Pro
bab
ility
retraining, etc.
Failure to recruit qualified
sales/customer service
staff due to increased
competition in south east
Queensland.
Med
ium
Failure to realise
revenue gains due to
poor consumer
confidence.
Hig
h
Failure to meet creditor
obligations from poor
cash flow (due to
popularity of financing).
Med
ium

Profitability index for each opportunity for 2012/13
Profitability index
(PI) =
Present value (PV) of future cash
Present value (PV) of initial
Own brand
Cash flow
2012/13
$7,084,800
Opportunity cost 8%
Present value of
future cash flows
$6,560,000
Present value of
initial investment
$6,884,714
Profitability
index
0.95

Analyse all above we ranked
the marketing
opportunities as bellow:
○ First, E-
commerce will be
comes first
enhancing market
opportunities
○ Second, Own
brand will be
ranked second in
market
opportunities
○ Third, bargain
market will be
comes in third
rank
To analyse all data, it makes
a strong justification.
So, the top ranked: sell
products through e-
commerce
Changes Opportunity (Top ranked)
Service an increased or
different customer base
Here, the opportunity is for
increased customer base,
that will be accomplish
through effective and
attractive marketing.
Ensure continued quality of
service.
It will be possible through
continuous evaluation
along with both technical
and human upgradations.
We have to prepare a new
online policy and procedure
related with sales, refund,
quality issues. Then, we
have to justify the changes –
online sales maintain a high

quality for meet customer
expectation.
Resources and
Cost
Additional staff $50,000
Distribution costs $10,000
Equipment $50,000
Promotional costs $500,000
Staff training $50,000
In conclusion, we can able to
figure out that we can
introduce online sale and
also excellent customer
service employees who are
highly skilled and
knowledgeable about
outdoor lifestyles. Retail
space that is bright,
functional and engaging to
customers. High customer
loyalty among repeat
customers. Assortment of
products that exceed
competitor offerings in
quality, range and
accessibility.
Identify and evaluate
marketing opportunities -
BSBMKG501, 2015, 1st
Edition, Version 1, Innovation
and Business Industry Skills
Council Ltd Australia, East
Melbourne, VIC, Australia

Chapter 9 – Sales and
marketing policy
BBQfun sales and
marketing policy
Purpose The purpose of this policy is to ensure BBQ fun
sales, marketing and advertising is accurate and
ethical. It also aims to ensure that activities adhere
to legislation, standards and codes of conduct.
This policy and procedure on the use of marketing
materials is required to enable BBQ fun to adhere
to all legislation relevant to marketing practices and
meet standards and codes such as
Standards Bureau (ASB) codes of conduct
Scope The scope of this policy covers all employees and
contractors of BBQfun.
Resources Specific guidelines/procedures for the
implementation of this policy are available below
and on the company intranet.
Responsibi
lity
Responsibility for the implementation of this policy
rests with all employees, contractors and
management of BBQfun.
Relevant
legi
slat
ion,
etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
● Competition and Consumer Act 2010
● Spam Act 2003 (Cwlth)
● Australian Direct Marketing Association
(ADMA) Direct Marketing Code of Practice
● Free TV Australia Commercial Television
Industry Code of Practice
● Australian eMarketing Code of practice
● Australian e-commerce best practice model.
Updated/
aut
hor
ise
d
6/2012 – Riz Mehra, CFO
General

guidelines/procedur
es for sales and
marketing activities
● Follow all BBQfun
procedures. Detailed
written procedures are
available to all sales
and customer service
employees at BBQfun
premises and are
included in employee
induction packs.
● Employees should,
where required in
procedures, use
templates provided for
documenting
marketing activities.
● Employees should,
where required in
procedures or
templates, seek
approval from
designated authorities
for marketing
activities.
● All marketing material
and sales activity
must:
○ adhere to the
Privacy Act: must not
use personal images,
information for
marketing purposes
without express
written consent
○ adhere to Do Not
Call Register
legislation: potential
customers on the Do
Not Call Register must
not be called for
marketing purposes

○ adhere to anti-
discrimination policy:
images or written
material must not
portray any group or
individual in a
negative, offensive or
stereotypical way on
the basis of sex,
gender, marital status,
etc.
● Be conducted in a
safe and responsible
manner to minimise
risk to health and
safety of BBQfun
employees and the
general public.
● Not include spam
campaigns.
● Adhere to the
Competition and
Consumer Act 2010
(formerly the Trade
Practices Act).
Employees must not:
○ attempt to induce
individuals to place
their personal
interests above those
of BBQfun
○ attempt to restrict
competition by:
– inducing a
competitor or
customer to breach a
contract with a third
party
– obtaining
unauthorised access

proprietary information
or documents
– securing an
unfair competitive
advantage.
○ violate any law or
regulation
○ engage in any
activity that could
damage the reputation
of BBQfun
○ give false or
misleading information
or advice in relation to:
– claims of
products or services:
price, benefits, etc.
– the
environment and
sustainability of
BBQfun
– the ethical
conduct of BBQfun
– any other
claims.
● Where relevant,
adhere to standards
and codes of practice
regarding specific
types of media such
as radio, television or
the internet.
Chapter 10 – BBQfun
Privacy Policy
BBQfun Privacy policy
Purpose BBQ fun is committed to protecting your privacy. It is bound
by the national privacy principles contained in the
Act 1988 and all other applicable legislation governing
privacy.
Where appropriate, BBQ fun will handle personal

information in accordance with relevant legislation. Our
respect for our customers’ privacy is paramount. We have
policies and procedures to ensure that all personal
information is handled in accordance with national privacy
principles.
This privacy policy sets out our policies on the management
of personal information – that is, how we collect personal
information, the purposes for which we use this information,
and to whom this information is disclosed.
Scope The scope of this policy covers all employees and
contractors of BBQfun.
Resources Specific guidance for the implementation of this policy is
available below in the form of FAQs.
Responsibilit
y
Responsibility for the implementation of this policy rests with
all employees, contractors and management of BBQfun.
Relevant
legisl
ation,
etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Queensland)
● Competition and Consumer Act 2010
● Spam Act 2003 (Cwlth)
● Australian Direct Marketing Association (ADMA) Direct
Marketing Code of Practice
● Free TV Australia Commercial Television Industry Code
of Practice
● Australian eMarketing Code of practice
● Australian e-commerce best practice model.
Updated/
auth
orise
d
6/2012 – Riz Mehra, CFO