Coles Group Strategic Alliance Program: Assessment & Collaboration

This report provides an assessment of a proposed alliance program for Coles Group, focusing on enhancing the organization's strategic objectives. It begins by outlining the purpose of the alliance program, emphasizing the goal of expanding online food and drink services and optimizing the number of new stores. The report employs environmental scanning techniques, specifically SWOT analysis, to identify collaboration opportunities, highlighting Coles Group's strengths, weaknesses, opportunities, and threats. It evaluates potential collaborative alliances based on criteria such as reducing operational costs, boosting revenue, and increasing profitability. Furthermore, the report identifies and evaluates potential collaborators like TESCO and TESLA, based on financial and operational alignment with Coles Group's objectives. Stakeholder engagement strategies are discussed, including supervisory meetings and establishing clear metrics. The report concludes with a Memorandum of Understanding (MOU) between Coles Group and Viva Energy, detailing the roles and responsibilities of each party in the alliance, focusing on retail fuel advantages, comfort offers, and collaborative project promotion.

Alliances – Assessment 1
Student Name:
Student ID:
Based on the case study provided, you need to complete this Alliance Program template for a
proposed alliance to advance the organisation. You can be creative and look for new alliances
that the company could develop or base it on already existing alliances listed in the case study.
You must use this template as it contains all the questions and assessment criteria, and your
assessment must be based on the case study provided.
Part A
ALLIANCE PROGRAM
1 - Purpose
Provide an overview of why you are proposing to implement an Alliance Program and how this will
advance the case study organisation.
KE - program and organisational objectives
Coles group is an organization that has been associated with many subsidiaries under it and
rounds in most of the countries in the world. The main objective of the company is to grasp the high
businesses the online foods and drinks and also be possible to obtain the optimized number of new
stores through the expansion of its supply chain stores. The company is in supermarkets and
convenience as well. For the convenience facility, it has an alliance with the organization Viva Energy
which is engaged in retail fuel on the commission. Viva Energy expects to reinvest the advantages gained
over the remainder of fiscal 2019 to increase the seriousness of our fuel supply, advance a series of new
promotions, and re-establish deal development through the alliance phase. Coles will continue to devote
resources to developing comfort offers including Food Continues, Snap and Collect.
2 - Environmental Scan
Explain two environment scanning techniques to identify opportunities for collaboration. Demonstrate
environment scan by applying one of these techniques to the case study.
PE - employ environment scanning techniques to identify opportunities for collaboration that are
aligned to desired program outcomes
KE - methods to identify and evaluate potential collaborators
The below are the Environmental scanning techniques that can be employed for identifying the
opportunities for the collaboration of Coles Group and Viva Energy-
SWOT Analysis: An examination is undertaken by an association to understand its internal strengths and
weaknesses, as well as external opportunities and threats.
PEST Analysis: This describes the structure of macro-environmental variables utilized in environmental
scanning of the problems of strategic management. Interruption (political, economic, social, and
technological).
There is a plethora of environmental scanning techniques, each of which is useful for a different
purpose, but Coles Group uses SWOT because it is one of the most comprehensive natural filtering
analytical tools available and works well for finding alliance partners now relationships, as well as being
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more aware of internal flaws and power, as well as external components, such as our valuable
opportunities within commercial areas, and risks, that can be crucial when making decisions. This entails
detecting risks ahead of schedule though it can swiftly discover solutions and avoid new risks in the
future. The Coles Group uses the Coles Supermarkets order the overwhelming majority of the home-
grown food and alcohol market because of their long history in Australia. Coles has exceptionally
appealing evaluating methodologies with regular cost cuts and special proposals now and again. But it
has a very low profit margin which needs to be increased. But the threats for the company can be that
Food prices are dangerously low due to fierce competition for grocery space. Buyers are perplexed by
several conventional brands since each one lacks a clear specific correlation. A specific amount of
customers can choose free thinkers and more modest stores in comparison to Coles due to comfort. The
Australian food and beverage sector is changing, with new competitors entering with game-changing
strategies and ideas.
The methods that can be identified for evaluating the potential collaborators are:
1. Data collection: It can be measured by collected the data sources and information of both the
organisations and match the requirement the primary organisation wants to meet for it business
objectives.
2. Quantifying collaboration: For determining its influence on the performance of the company, the
changes after the collaboration should be measures and based upon that certain measures could
be taken in the favour of the organisation.
3 - VIABLE OPPORTUNITIES FOR COLLABORATIVE ALLIANCE
Identify and evaluate opportunities for collaborative alliances for the proposed Alliance program. You
need to identify three potential opportunities with other companies eg. Reduce Operational Cost, Boost
Revenue, Enter New Markets, etc. You need to determine what criteria you will use based on relevant
organisational policies and procedures and the strategic direction of the company eg. Financial,
Operational, Restructuring, etc.
1.1 Identify and evaluate opportunities for collaborative alliances according to organisational and
program objectives
PE - employ environment scanning techniques to identify opportunities for collaboration that are
aligned to desired program outcomes
KE - features of relevant organisational policies and procedures
CRITERIA Opportunity 1
(Reduce operational
cost)
Opportunity 2
(Boost revenue)
Opportunity 3
(Increase the
profitability)
Finance To deduct the
additional and idle
expenses for the
organisation to
improve it
operational
efficiency.
The accessibility of
the products should
be increased by using
the favourable or
positive cash flow for
the reducing the
business expenses.
Increase the profit
margin, so that the
company be able to
face the competitors.
Cost Benefit Production of more
units will require
Functional and smart
course of action can
It is exceptionally
significant to make
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more costs inflate money saving
advantage for a
superior future
status, then, at that
point, supporting
them is significant.
better security
frameworks, since
this partnership will
bring more openness
to occupations offers,
and that brings
greater instability.
Operational It is essential to
capable an
arrangement with
totally different
framework that can
break down the tasks
since the Alliance,
and to acquire
benefit.
Organization will
develop certainly and
the information will
be more esteemed
after the union with
Viva Energy.
New nations and
urban communities
will be presently
accessible for Coles
Group to acquaint
their bicycles and
bike with the market.
Functional stream will
increment in nations
where work for
For following the policies and procedures of the business entity, certain feature is there
for effective working of the collaborative alliance:
Code of conduct: The rules and regulations that are written in the memorandum of association
of the company needs to be followed. This will increase the effective working of the
organisation.
Specific: The business policies and the rules set should be specific and clear without any
uncertainty. Also, the implementation of these rules should not be difficult.
Comprehensive: For having the wide scope of the organisation, the policies must be inclusive
and comprehensive.
4 - POTENTIAL COLLABORATORS
Identify and evaluate potential collaborators for your proposed Alliance program. Develop your criteria
based on program and organisational objectives on how you will evaluate each potential collaborator in
the first column. Select two potential collaborator companies that could align with the case study
company. Then document your evaluation for two of the shortlisted potential collaborators.
1.2 Identify and evaluate potential collaborators according to organisational policies
KE - methods to identify and evaluate potential collaborators
Criteria POTENTIAL COLLABORATOR 1
Name of Company eg. TESCO
POTENTIAL COLLABORATOR 2
Name of Company Eg. TESLA
Financial Very much like Coles group goals
and mission, they also are focusing
on o extend the online services of
its products which will help in
increasing the profit margins.
Indeed, they're focused on a zero
releases by the taskforces. There is
a responsibility where they
guarantee that completely electric.
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Operational By using the strategic partnership
between the companies it is
essential for them to know about
the improved customer version for
which the collaboration could be
effective.
For providing a healthier
environment to the individuals the
company prospects to open energy
and automobile branches, the
company TESLA can help the Coles
Group to grow.
5 - STAKEHOLDER ENGAGEMENT WITH POTENTIAL COLLABORATORS
Initiate and develop relationships with potential collaborators according to proposed Alliance program.
Describe 2 different ways to initiate relationships with potential collaborators for your proposed Alliance
program. Describe 2 ways to maintain relationships with potential collaborators for your proposed
Alliance program.
1.3 Initiate and develop relationships with potential collaborators according to organisational policies
and procedures
KE - negotiating strategies
The two ways in which the relationship could be initiated with the potential collaborators for the
proposed alliance-
1. Supervisory meetings: Collaborating with the supervisor and the management of the
organisation with help to improve the services of the company and will make an effective
collaboration.
2. Establish metrics: By establishing certain metrics and demands of the organisation, the
expectations should be pit across between both the organisations, in a transparent way, so that
the alliance program could be continues in a fair and effective way.
The strategies that can be negotiated with the potential collaborators:
1. Choose the correct Net Operating Profit (NOP) among the teammates. Considering this could be a
paid collaboration type of partnership, well, picking the right NOP means quite a bit at this point. Putting
more energy among NOP leaders before starting a union is a priority.
2. The form of governance must likewise be zeroed out for awesome behavioral comfort within the
association. Collect data and reality and provide you with solutions and description confirmation to
create value for this complicit programming.
3. Ultimately, but not uncommonly at this point, the key is to develop a discussion plan with nuances to
the items, repetitions, and comment components. Week-by-week recordings of show improvement
could be a good fit for both parties, and likely online.
Part B
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COLLABORATIVE APPROACH AGREEMENT – MEMORANDUM OF UNDERSTANDING
(MOU)
Complete the following Memorandum of Understanding for your proposed Alliance program. You need to
complete each of the 7 sections of the template in full.
2.1 Initiate, negotiate, agree and document a collaborative approach with parties which adhere to
organisational policies and relevant legal requirements
PE - engage in collaborative alliances on at least one occasion
KE - features of methods to maintain and sustain alliances
KE - types of collaboration agreements
MEMORANDUM OF UNDERSTANDING (MOU) between
Coles Group
And
Viva Energy
This is an agreement between “Party A”, hereinafter called Coles Group and “Party B”, hereinafter called
Viva Energy.
The purpose of this MOU is to clearly identify the roles and responsibilities of each party as they relate
to….
This memorandum of understanding will clarify each position within the alliance. Viva Energy seeks to
increase their delivery staff, making it easier and cheaper to get people to work through a partnership
between Coles Group and Viva Energy. Coles Group, on the other hand, will increase online delivery
services of foods items and increase their online stores.
 Coles Express was in charge of working in the store and delivering substantial accommodation
offers, while Viva Energy was in charge of retail fuel calculation and presentation.
 Viva Energy receives the entire retail fuel advantage as well as the Comfort bargain. Coles
Express earns commission per litre of completed fuel transactions by collecting the retail
advantage's odds and ends.
 Viva Energy and Coles Express collaborate on project promotion and commitment. Increase
trade development and collaboration to improve fuel and comfort. Networks that are affiliated
with the Union
 The new programme ensures that Viva Energy will be able to develop, demonstrate, and use
inexhaustible fuel alternatives in the future.
I. BACKGROUND & SCOPE
Viva Energy is one of Australia's energy-driven organisations, supplying about a quarter of the
country's fluid fuel prerequisites. It is Australia's selective supplier of premium Shell power and greases
through an extensive organisation of over 1,200 aid stations across the country.
Viva Energy Australia claims and operates the decisively discovered Geelong Refinery in Victoria and
supports over 20 terminals and 50 terminals and runways across the country for large scale energy,
flight, asphalt, marine , Synthetic Materials and Petroleum Organizations
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 A high number of COVID-19 Omicron cases in January led to a widening of absenteeism, which is
expected to limit a large number of Coles and supplier colleagues. This has resulted in
accessibility difficulties and a short-lived impact on Coles' special program and disruption to
stores and decentralized focus;
 Flooding in South Australia has caused extreme street and rail strategic disruption in Western
Australia and the Northern Territory, particularly the long-term closure of the east-west rail
network and the single train line to the two states.
 Floods in NSW and Queensland briefly closed 130 supermarkets, liquor and express stores. From
the beginning of the last quarter, 12 stores were closed by the end of the second.
 Cost increases impact suppliers due to increased costs of natural substances, products, delivery
and fuel.
II. [PARTY A] RESPONSIBILITIES UNDER THIS MOU
[Party A] shall undertake the following activities:
Coles Express is in charge of hiring employees, developing and delivering
accommodation offers, and managing the customer experience. Viva Energy will be
upgraded in the comfort arrangement and will continue to earn lease and permission
fees from Coles Express for more correct or incorrect information about the destination.
Viva Energy and Coles Express will work together on advertising and reliability
programs to leverage the full capabilities of both associations and guarantee customers
experience predictable and convincing deals when visiting affiliated establishments.
Coles Express will continue to work and fund an effective customer agenda
programmed, while flybuys will continue to be recognized in the federation association.
III. [PARTY B] RESPONSIBILITIES UNDER THIS MOU
[Party B] shall undertake the following activities:
Viva Energy is committed to developing standard service and providing premium service
to all its retail fuel clients. Viva Energy will be in charge of the turn of events and the
promotion of fuel offers, as well as the turn of events and the introduction of a
potentially infinite number of fuels at a later date. Viva Energy receives discounts and
retail benefits on all fuel/energy transactions arranged by the alliance, while Coles
Express receives a commission from each litre of fuel delivered.
Viva Energy and Coles Express will work together on advertising and reliability
programs to leverage the full capabilities of both associations and guarantee customers
experience predictable and convincing deals when visiting affiliated establishments.
Coles Express will continue to work and fund an effective customer agenda
programmed, while flybuys will continue to be recognized in the federation association.
IV. MODIFICATION
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Any amendments will allow the parties to make arrangements without management being able to make
a final decision, which is mutually understood and agreed to by both parties.
V. TERMINATION
This agreement is valid for 10 years from the date of signing this agreement. Thereafter, discussions and
meetings will be held to understand the future of the affiliate program. Closing is held when two parties
disagree or disagree on something. Will terminate if there is no solution.
VI. FUNDING
This MOU does not allow any reimbursement. After the contract is signed, tender documents will be
generated and sent to both parties. Funds should first be transferred as a deposit and then within 30
days of the program start.
VII. EFFECTIVE DATE AND SIGNATURE
This MOU shall be effective upon the signature of Parties A and B authorized officials. It shall be in force
from 16-May-2022 to (date) 16- October- 2022.
Parties A and B indicate agreement with this MOU by their signatures.
Signatures and dates
[insert name of Party A] [insert name of Party B]
Coles Group Viva Energy
_________________________________ _____________________________________
__________ Date _________ Date
Part C
Q1. Monitor and nurture relationships with collaborators. Describe two ways you will monitor the
relationship with the collaborator and describe two ways you can nurture the relationship throughout
the agreement.
3.1 Monitor and nurture relationships with collaborators
There will be a weekly internal executive meeting, within Viva Energy and
representatives of key partners, to review improvements and execute this new collusion.
On the other hand, there will be a consistent meeting every month between the two
organizations to check that normal goals and objectives are being achieved, and whether both
parties are satisfied with the progress, otherwise there should be any changes. For a
commitment between both the firms, a dynamic and steady mechanism i required. Members'
information and opinions will help build trust among members.
In addition, administrations should make presentations intermittently.
If one entity is not satisfied with the progress, both the organizations will face the risk.
Pursuing selected owners and partner organizations retain the option to adjust or change the
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scope if necessary, but it is important to realize that all changes should be approved prior to the
project Partnership Committee.
The best practice is to follow the KPIs and see what should and should not change. By
recognizing that it is very important to take chances and risks at the beginning, gatherings are
very important because they will help us, but other matters such as the NOP of the board, the
nature of the alliance, shared assets, schedule execution, etc.
Q2. Explain three types of collaborative agreements eg. Joint venture, etc.
KE - types of collaboration agreements
Joint Venture: It is a business endeavor undertaken by at least two associations with a common
goal. They did not incorporate their own methods and arrangements. They each have their own
peculiarities, but they work together to complete a mission, advertise a superb course of action,
or gain more clients.
Limited Liability Company: This is a private limited organization that typically combines pass-
through taxes from the association with the limited liability of the association.
Co-operatives: On the other hand, this sound understanding is another way of doing work. The
cooperative model can be used by a variety of associations. For a community that needs to
address its registration issues, it doesn't like traditional action plans.
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