Detailed Operational Plan for Zero Motorcycle in Australian Market

This report analyzes the operational plan for Zero Motorcycle, an electric motorcycle manufacturer operating in Australia. The report focuses on several key areas, including recruitment, induction, and development of personnel, emphasizing the importance of attracting skilled individuals and providing them with appropriate training and development programs. It also examines the allocation of physical resources, such as workforce, technology, raw materials, and infrastructure, alongside their associated costs and potential profit margins. The report further addresses the protection of intellectual property, highlighting the significance of trademarks and confidentiality agreements. Finally, it details methods for monitoring and documenting performance, including quality, quantity, timeline, and cost-effectiveness, and discusses strategies for addressing underperformance. The report provides a practical guide to operational planning and management for Zero Motorcycle, offering insights into key aspects of business development and implementation.

Running head: MANAGE OPERATIONAL PLAN
Manage operational plan
Name of the Student
Name of the University
Author Note

1MANAGE OPERATIONAL PLAN
Table of Content
Introduction......................................................................................................................................3
Recruiting, inducting and developing the personnel.......................................................................3
Deriving physical resource and services and their cost versus potential profit margin...................5
Protecting the intellectual property..................................................................................................7
Monitoring and documenting the performance...............................................................................8
Strategies to deal with the underperformance...............................................................................10
Reference list and Bibliography....................................................................................................11

2MANAGE OPERATIONAL PLAN
Introduction
The following research is based on the implementation of the operation plan developed
for the organization Zero Motorcycle, Australia. The organization manufactures electronic
motorcycle and sells them in Australia market. However, the organization in the recent time
faces some challenges such as the aggressive marketing strategies of the competitors. Therefore,
an operation has been developed to overcome the market barriers and perform effectively in the
previous section of the report and this report provides the discussion about how the strategies
will be implemented to make the plan successful. The report discusses how the personnel will be
hired to get the jobs done within the time given time period.
Recruiting, inducting and developing the personnel
As put forward by Kim et al. (2012), the recruitment is one of the significant critical
human resource function for the organization. It is certain that attracting the right people with the
right mixture of skills as well as experience into the right job and aligning this to company’s
overall project remains crucial to the organization. While recruiting new people, the organization
must ensure that the purpose of the process is to determine the current as well as future
requirement of the company in conjunction with its personal planning as well as the job analysis
activities. As the first stage of recruitment strategy, Zero Motorcycle needs to conduct a short
analysis to make sure that the vacancy is genuine and the position needs to be filled. Hence, the
senior management of the organization needs to take the reasonability of recruiting new people.
In fact, while recruiting new people, the company could take help from both internal and
external sources. In this context, Cherian and Jacob (2012) commented that recruitment from the

3MANAGE OPERATIONAL PLAN
internal sources is highly preferred as the existing employees know the organization and they
could effectively fit to the organizational culture. While focusing on the internal sources,
promotion and transfer from among the present employees can be an effective source of
recruitment. As put forward by Drauz (2014), the promotion indicates that upgrading of an
individual to a higher position carrying a higher status. On the other side, it has also been
identified that the former employees are another source of applicant for the vacancies to be filled
up in the organization. Nonetheless, as the organization Zero Motorcycle should also pay
attention to external source recruitment; this means as the organization is going to implement a
new project, it is necessary for them to hire the experienced candidates who have industrial
experience in the field of motorcycle manufacturing. Hence, the company might not have to
make large investment on grooming and development.
Induction- The induction remains as the critical phase in the continuation of professional
learning based on the clearly defined performance development process. The company could
follow the process of consistency, which would help to reinforce the capability of newly
employed personnel (Burke and Noumair 2015). The newly appointed employees need to be
communicated by conveying the key message as well as providing them with the equal access to
information, resource as well as development opportunities.
Connectedness- The technique of connectedness could help the organization collaborate through
the partnership with internal as well as the external stakeholders to understand the shared goals
(Guest 2011). This technique might help to improve the relationship by monitoring and coaching
to encourage the staff.
Developing the personnel

4MANAGE OPERATIONAL PLAN
After the recruitment and induction, the organization needs to pay attention to workforce
development. This means the organization Zero Motorcycle could focus on developing the
appropriate training development programs. The newly appointed employees should be provided
with training regarding the work process, process of flexibility organizational culture and other
internal aspects. In addition to this, in the development process, the organization also needs to
focus on the performance measurement (Daley 2012). This means during the training, the
management needs to measures the growth of employees. Based on the measurement,
appropriate strategies need to be applied.
Monitoring
As put forward by Wright and McMahan (2011), the monitoring provides the opportunity
to share as well as develop their knowledge and experience, skills in a dynamic. Zero Motorcycle
needs to develop successful coaching programs, which provides mentors as well as the
mentorees the opportunity to derive understanding of multiple backgrounds. In addition, this
coaching program is based on the principles of respect, commitment and inclusiveness. Through
monitoring, the organization could help people to reflect on their practices, skills and knowledge
as well as the management could prepare them for the future opportunities.
Deriving physical resource and services and their cost versus potential profit margin
List of physical resource required for implementing the operational plan
Workforce- At the initial stage, as the organization pays attention to franchise operation,
it needs to hire agents and distributors for selling the products on behalf of the company.
However, hence, the hiring of agents and distributors is also an addition to the current existing
employees or workforce of Zero Motorcycle.

5MANAGE OPERATIONAL PLAN
Technological resource- After hiring the dealers and agent for selling the products in a
new market, the company also needs to invest on the promotional activities. To access the target
market, digital medium is the best option for Zero Motorcycle. Zero Motorcycle could utilize the
social media channels to promote the products and services. Promoting the contents of the
products on YouTube and Facebook is a significant marketing approach. In addition to this, the
company could also use the traditional media such as publishing the content through newspapers,
television, magazines and other channels.
Raw materials- As the organization is supposed to expand the operation in new market
throuhg agents and distributors, it needs to focus on the manufacturing of products. This means if
the demand of products is high in the target market-Australia, the availability of the products
should be there in the process. To facilitate the manufacturing process, the organization needs to
supply the raw materials, which is again an addition to the existing funds.
Economic budget – The organization needs to focus on its existing budget, as the hiring
of new agents and distributors and their commission on each sale requires a huge budget. In
addition to this, the company also needs to make investment for the supply of raw materials.
Overall, the company is required to make a large investment for implementing the operational
plan.
Infrastructure resource- Eventually, the organization needs to develop the outlet or store
in the target market, the company requires an appropriate location for setting up the
infrastructure. For decorating the store, the organization needs store materials such as furniture,
glass, technological devices and a parking place for test drive.
Estimated budget required for utilizing the above-mentioned resource

6MANAGE OPERATIONAL PLAN
Resource required Budget required
Required workforce AUS $10000
Technological resource AUS $ 20,000
Raw Materials AUS $20,000
Infrastructure AUS $ 30,000
Total AUS $80,000
Table 1: Budget required for the resource
(Source: Self-Made)
Protecting the intellectual property
As put forward by Kim et al. (2012), intellectual property has conventionally been categorized
into the industrial property as well as the copyright. Hence, the term industrial property could
require the patents, trademarks, industrial design as well as geographic indication of source. To
avoid failure in this method, the organization could require registration of intellectual property.
The company needs to have a trademark, which is the most effective, and valuable asset can be
owned by an organization (Hall et al. 2014). For example, when an organization or business
gains popularity in the market, the rivals or the competitors could imitate the ideas as well as
market strategy but on a frequent basis, the organizations could imitate the trademark, the
product packaging and distinctive marketing approach.
Understanding the option
As put mentioned by Baumback et al. (2012), understanding the different types of
Intellectual Property and the advantage of each one. Hence, patents protect the invention; deign

7MANAGE OPERATIONAL PLAN
registration keep a protection on their looks. It is observed that a registered trademark protects
brand name, logos, and even the aspects of packaging.
Confidentiality
It is necessary for Zero Motorcycle to keep confidentiality in the services and the
operation until it is protected. Whenever, a third party is involved in the process, it is necessary
to maintain a confidentiality agreement to stop them from disclosing opinions, idea without the
consent. For example, the organization needs to make an agreement with the dealers and
distributors about the confidentiality of the proposed operation.
Cautiousness in the commercialization
The organization needs to develop a model of invention to guide the prospective financial
backers to consider the smart idea as well as their market potential. Nonetheless, it is not
necessary for the organization not to let a third party to get into it without having a
confidentiality agreement in the dealing.
Monitoring and documenting the performance
As mentioned by Witter et al. (2013.), the performance management is a communication
technique based on which the managers and employees work together to plan, evaluate and
monitor employee’s work objectives as well as overall contribution to the organization. In the
recent time, the performance management technique is continuous technique of setting
objectives, evaluating progress as well s providing an ongoing and feedback to make sure the
organizational members to meet their goals and objectives. In order to measure the performance,
the organization Zero Motorcycle could utilize the following standard.

8MANAGE OPERATIONAL PLAN
Quality- This process helps to identify how well a particular activity or job is performed.
Hence, the manager needs to identify how effectively the final product is designed. Hence, the
quality could work as the accuracy, appearance or the effectiveness. Thereby, keeping a close
eye on the quality of performance, the management could further evaluate the performance.
Quantity- This process helps to identify how much work is finished or delivered. Hence,
a measurement of quantity can be expressed as the error rate like the number of percentage
allowed per unit of work as the usual outcome to be achieved (Mone and London 2014).
However, the senior management or the quality department needs to ensure that when the
quantity standard is set, the criteria for “exceed standard” need to be high enough for challenging
but it should not be much high that is remains unattainable.
Timeline- This phase [or the process helps to identify how faster, when or by what, the
work needs to be produced. The timeline needs to be developed realistically.
Cost-effectiveness- This phase certainly helps to identify the money savings to the
organization or working within the budget. It is observed that cost-effectiveness standard could
include the aspects of performance like maintaining or minimizing the unit cost (Elnaga and
Imran 2013). This approach could also help to reduce the cost of a product or service by reducing
the wastage.
The above-mentioned process and the approaches help to monitor the performance of the
employees and the processes make it easy for the organizations to find out the flaws and apply
modified strategies.
Documentation of the performance

9MANAGE OPERATIONAL PLAN
Generating and managing fair, accurate as well as non-biased documentation of
employees’ performance is one of the significant skills that all supervisors should develop (Batt,
and Colvin 2011). The human resource management department need to document employee
performance, both positive contribution and the performance failure. The management need to
document actually the employee did as well as said and what the manager did and said at the
time of meeting or the conversation. For example, the organization sales department of the
organization needs to document the number of sales achieved within the given time period and
the time number of projects was given to be sold out in the market. Hence, they could find out
the gaps or failure in the sales margin.
Strategies to deal with the underperformance
Provide clear feedback- Before the management could reprimand a worker for their
effort, it is necessary to give the individual as much feedback as possible. Hence, the quality of
the work seems to be poor, the manager could speak to the employees to learn about the issue, if
any, he/she faces (Guest 2011). There should be a proper communication between the managers
and the employees about what is required for modification.
Setting performance goals
It could be critical to include the employees in the technique of outlining the individual
performance targets. It is important to take opinions from the employees themselves abbot how
they would like improve their performance and achieve new skills.

10MANAGE OPERATIONAL PLAN
Reference list and Bibliography
Batt, R. and Colvin, A.J., 2011. An employment systems approach to turnover: Human resources
practices, quits, dismissals, and performance. Academy of management Journal, 54(4), pp.695-
717.
Baumback, M.S., Bettis, D.W. and Jenkins, J.A., Amazon Technologies, Inc., 2012. Monitoring
performance and operation of data exchanges. U.S. Patent 8,122,124.
Burke, W.W. and Noumair, D.A., 2015. Organization development: A process of learning and
changing. FT Press.
Cherian, J.P. and Jacob, J., 2012. A study of green HR practices and its effective implementation
in the organization: A review. International Journal of Business and Management, 7(21), p.25.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management,
pp.120-125.
Drauz, R., 2014. Re-insourcing as a manufacturing-strategic option during a crisis—Cases from
the automobile industry. Journal of Business Research, 67(3), pp.346-353.
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European
Journal of Business and Management, 5(4), pp.137-147.
Gallié, E.P. and Legros, D., 2012. French firms’ strategies for protecting their intellectual
property. Research Policy, 41(4), pp.780-794.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), pp.3-13.

11MANAGE OPERATIONAL PLAN
Hall, B., Helmers, C., Rogers, M. and Sena, V., 2014. The choice between formal and informal
intellectual property: a review. Journal of Economic Literature, 52(2), pp.375-423.
Kim, K.H., Jeon, B.J., Jung, H.S., Lu, W. and Jones, J., 2012. Effective employment brand
equity through sustainable competitive advantage, marketing strategy, and corporate
image. Journal of Business Research, 65(11), pp.1612-1617.
Kim, Y.K., Lee, K., Park, W.G. and Choo, K., 2012. Appropriate intellectual property protection
and economic growth in countries at different levels of development. Research policy, 41(2),
pp.358-375.
Mone, E.M. and London, M., 2014. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Witter, S., Toonen, J., Meessen, B., Kagubare, J., Fritsche, G. and Vaughan, K., 2013.
Performance-based financing as a health system reform: mapping the key dimensions for
monitoring and evaluation. BMC health services research, 13(1), p.367.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal, 21(2), pp.93-
104.