Strategic Business Operations Report, NZDB 603, Level 6, Semester 1

This report analyzes strategic business operations within the context of a New Zealand Diploma in Business (NZDB 603) course. The report begins by examining the origin and nature of bi-cultural partnerships in New Zealand, discussing the significance of the Treaty of Waitangi and the evolution of relationships between Maori and Non-Maori communities. It then delves into an analytical paper exploring the bi-cultural relationship, the Kaupapa Maori framework, and the integration of business practices, using the New Zealand Federation of Multicultural Council as a case study. The report identifies the organization's business objectives and evaluates various approaches to align strategic operations. The second task involves a strategic business operations report, focusing on ANZ Bank. It addresses the organization's requirements, capacity planning, and supply strategy principles. The report also includes a SWOT analysis, identifies key decision areas, and develops an operational strategy. Furthermore, it examines quality management principles, stakeholder relationships, and professional and ethical behaviors. The final task assesses the performance of strategic operations projects, applying analytical problem-solving skills, and presenting a project report with a summary, appraisal, and problem resolution section.

Running head: MANAGEMENT
Management
Name of Student
Name of University
Author Note

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Table of Contents
Assessment Task One................................................................................................................2
Task One.................................................................................................................................2
Origin and Nature of Bi-cultural Partnership.........................................................................2
Introduction.........................................................................................................................2
Discussion...........................................................................................................................2
Conclusion..........................................................................................................................3
Task Two................................................................................................................................3
Analytical paper......................................................................................................................3
Introduction.........................................................................................................................3
Literature review.................................................................................................................3
Description of business objectives......................................................................................4
Evaluation of three approaches...........................................................................................4
Conclusion..........................................................................................................................6
Assessment Task Two................................................................................................................6
Section A................................................................................................................................6
Strategic Business Operations Report....................................................................................6
a) Requirements of the organisation...................................................................................6
b) Issues in capacity planning and suppliers.......................................................................8
c) Evaluating the principles of capacity planning...............................................................8
d) Evaluating the principles of supply strategy..................................................................8

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e) Link of capacity planning to capacity decision..............................................................9
Section B................................................................................................................................9
Business Operation plan.........................................................................................................9
a) Identifying strategic objectives of the business..............................................................9
b) SWOT analysis of the organisation................................................................................9
c) Key decision areas to be addressed..............................................................................10
d) Developing an Operational Strategy against strategic objectives................................10
e) Description of operational planning.............................................................................10
f) Justification...................................................................................................................12
Section C..............................................................................................................................12
a) Evidence of quality management principles.................................................................12
b) Description.......................................................................................................................13
c) Evidence of developing strategic business relationships with internal stakeholders....13
d) Evidence of maintaining strategic business relationships internal stakeholders..........13
e) Evidence of developing strategic business relationships with external stakeholders...14
f) Evidence of maintaining strategic business relationships with external stakeholders. .14
g) Description of development and maintenance of strategic business relationships with
stakeholders......................................................................................................................14
h) Evidences of modelling professional attitudes, qualities and behaviours....................15
i) Evidence of ethical behaviour.......................................................................................15
j) Evidence of socially appropriate behaviour..................................................................16
k) Evidence of culturally appropriate behaviour..............................................................17

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l) Modelling of professional and cultural behaviour........................................................17
Assessment Task Three............................................................................................................17
Task One...............................................................................................................................17
a) Analysing and assessing the performance of strategic operations project....................17
b) Identifying complex challenges or situations...............................................................18
c) Applying analytical problem solving skills and range of tools and techniques...........18
d) Evidences......................................................................................................................18
e) Project report................................................................................................................19
Project summary...............................................................................................................19
Project appraisal................................................................................................................19
Project problem identification..........................................................................................19
Problem resolution............................................................................................................19
Bibilography.............................................................................................................................21

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Assessment Task One
Task One
Origin and Nature of Bi-cultural Partnership
Introduction
In the New Zealand culture, the term bi-cultural refers to the Maori and Non-Maori
ethnic groups that resides in the country. The Maoris are considered as the local inhabitants
of the country and are provided with equal rights, protection and status as the Non-Maori
people. On the other hand, the Non-Maori people are the British people that had colonised the
country in the early years of its development. According to Bleidorn et al. (2016), the origin
of the bi-cultural partnership can be traced back to 1840 during which the Treaty of Waitangi
was signed by 500 local people and the representative of the British Crown.
Discussion
The movement towards the bi-cultural relationship can be commenced with the
acceptance of the Treaty of Waitangi in the laws of the country. As stated by Gurung and
Prater (2017) Te Reo Maori is the official language of New Zealand and it is important for
the New Zealand Government to take into account the culture of the people so that the
continuity of the bi-cultural relationship can be made. During the 1970s, attempts were made
by the New Zealand Government to create a more social and bi-cultural society for the
harmonious relationship between the two community people. At the same time, attempts
towards providing equal opportunity in terms of financial growth, educations attained and
economic status is kept as an attempt by the New Zealand Government so that the people in
the nations can live harmoniously with one another. The amended version of the Treaty of

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Waitangi was established in 1975 so that the British crown can be involved in hearing the
grievance of the Maori people.
Conclusion
Therefore, it can be concluded that with the current effort undertaken by the
Government of New Zealand, the country can be considered as united with people of
different ethnic groups continuing to live in a harmonious manner. The application of the
Treaty of Waitangi can be considered as the important aspect that helps in binding the people
and ensure that equal opportunities are provided. The extent of the Treaty and the effort of
the Government is such that 6th February is celebrated as the Waitangi Day and is declared a
national holiday in the country. Hence, the bi-cultural partnership can be considered as
important for the development of a mutual existence between the people of New Zealand.
Task Two
Analytical paper
Introduction
The paper focuses on the nature of the bi-cultural relationship that exists between the
Maori and the Non-Maori people residing in New Zealand. The aim is to understand the bi-
cultural partnership with Kaupapa Maori base and the approaches made to integrate the
business with activities and relationships that exist in organisations. For this reason, example
of The New Zealand Federation of Multicultural Council is taken into consideration so that
development of the bi-cultural relationship can be taken into account.
Literature review
The Kaupapa Maori can be considered as a theory that evolves a set of concepts that
need to be understood as multiple entities instead of single. According to Gibbons and

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Skevington (2018), the Kaupapa Maori reflects the diverse nature of Mauri concept with
expansion made to operate in a challenging environment that can help in the development of
business organisations. Sheldon et al. (2017) argued with the fact that the concept of bi-
cultural relationship need to change as it is usually understood as the partnership and power
sharing of the Maori and the British natives. Along with this, the need for a service that is
more sensitive in terms of culture can be taken into account for more relevant Maori group.
Description of business objectives
The New Zealand Federation of Multicultural Council is a non-Government
establishment that aides ethic communities of New Zealand. The role of the company is to
promote, support and share valuable information related to whistle blowing laws that speaks
out equal opportunities between the Regional Councils of the country as well as the ethnic
communities of New Zealand (Multiculturalnz.org.nz, 2019). The strategic operation of the
company is to ensure that business organisations across the country do not face challenges to
employ refugees in the business. It helps in providing encouragement to the recent migrants
to participate in events that are taken place within the local community
(Multiculturalnz.org.nz, 2019). The objective of the organisation is to ensure that a clear
pathway is provided to the ethnic communities so that report about any type of violence can
be provided. At the same time, the objective is to maintain the ethical considerations in places
other than the business entities (Multiculturalnz.org.nz, 2019).
Evaluation of three approaches
The New Zealand Federation of Multicultural Council have managed to incorporate
the Kaupapa Maori base in its business activities by providing the people with an opportunity
to counter the positivist of the discourses of the scientists that help in the positioning of the
Maori people. This can be based on the evidence that the company aims to legalise the
whistle blowing act among every community in the country (Multiculturalnz.org.nz, 2019).

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Therefore, a selection of approaches can be made that helps in aligning the strategic
business operations with that of the operations of the company. These include providing
opportunities to the migrants to gain proper recognition, assistance from the Government to
sign a global compact related to migration and enhance the sports integrity within the country
to support its current environment.
In this regard, it can be said that the three approaches can help the New Zealand
people to continue with the development of the country and ensure that the migrants, local
people and the British crown people reside in a harmonious manner. This can help in the
development of the country and provide ample opportunities to the people to seek
employment in reputed organisations in the country (Amer, Ngo & Hasher, 2017). The
integrity of sports can help in bringing about a unity among the communities so that they can
continue to progress in the country.
The reason for selecting these as main criteria is because it can bring about the
collaboration between not only the common people but also the Government. As seen earlier,
the development and amendment of the Waitangi Treaty in 1970 and 1975 respectively have
opened up opportunities for growth, economic and financial stability of the Maori
communities as well (Ray & Poonwassie, 2017). Hence, these criteria can bring about
changes in the domestic wellbeing of the people and provide a sense of belongingness among
the migrants as well.
An example can be provided in the manner in which The New Zealand Federation of
Multicultural Council can foster the strategic business operations of the country. It has been
seen that the multicultural approach of the company have brought about collaboration with
the Government so that a new and inclusive culture can be maintained for the promotion of
New Zealand (Multiculturalnz.org.nz, 2019). The nine years of community was celebrated by

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the company by providing opportunities to the people from all across the country to ensure
that cultural diversity is maintained by taking part in the New Zealand Communities Football
Cup (Multiculturalnz.org.nz, 2019).
Conclusion
Hence, it can be concluded that bi-cultural partnership with Kaupapa Maori can bring
about changes in the cultural diversity in New Zealand. The integration can be done with the
business organisations such as The New Zealand Federation of Multicultural Council to
ensure that people of different communities across the country can live in a harmonious
society. Hence, it can be said that the bi-cultural partnership can be considered as effective
for providing the Government with an opportunity to help the people in the country reside in
a cooperative manner.
Assessment Task Two
Section A
Strategic Business Operations Report
a) Requirements of the organisation
The organisation in focus is the ANZ bank. ANZ is the largest financial bank located
in Australia and New Zealand. The bank was founded in 2012 in New Zealand after it
merged with the ANZ banking group in the country (Anz.co.nz, 2019). Hence, details about
certain requirements of the bank can be taken into account.
Production: The main production of ANZ bank is providing the people that are
registered with the bank with bank loans and any other schemes that can help in maintaining
the satisfaction of the people. As stated by Guiso, Herrera and Morelli (2016) the
improvement of the services offered can be considered as the main requirement of the bank.

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Demand and supply management: The demand and supply management of ANZ
bank can be based on the requirements of the customers. For example, demand of bank loans
and the manner in which it can be supplied to the customers can be considered as essential
requirements for the bank. It is the duty of the bankers to continue with the efficient
management of the supply of the services can be considered as essential duties for ANZ bank.
Purpose and objectives: The purpose of the bank is to create a world in which people
and communities can thrive. The employees associated with the bank help the community
members with things that can help in enhancing the condition (Anz.co.nz, 2019). The
objective of the bank is to provide services to people without compromising any type of
quality of services that can hinder the outcome of the business (Anz.co.nz, 2019).
Future development: With the present success, achieved by the bank, future
development requirement of the bank rests in providing simple services to the people. The
future growth is aimed at running the bank prudently by balancing the growth, return and the
risk of investment that exists in the bank.
External operating environment: The external operating environment of ANZ Bank
provides an analysis of the factors that may affect the business. In this case, the requirement
of the company is that to reduce the paper that is used for printing (Anz.co.nz, 2019). The
sustainability of the environment needs to be taken into account so that a daily analysis of the
environmental factors can take place. Hence, the external operating environment of ANZ
Bank can meet the requirements of reduced use of paper for business (Anz.co.nz, 2019).
Internal process, accountabilities and relationships: The internal process
requirement is to provide an opportunity for the employees to maintain a work life balance.
The process can be implemented by providing the employees with flexible working time that
require the completion of 6 hours at the bank (Anz.co.nz, 2019). The accountabilities can be

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in the form of providing ample services to the customers with relationships between
customers and employees of the bank.
b) Issues in capacity planning and suppliers
One issue that can be seen in the capacity of the planning of an organisation is that it
fails to analyse the production capacity that is needed to be met by ANZ. It fails to anticipate
the requirements of the customers (Anz.co.nz, 2019). On the other hand, the relationship with
the suppliers of the bank, such as the people involved in the development of the machines for
updating the cheque books or the software developers of the bank can be considered as low as
other firms involved in providing these services can be used by the managers of ANZ bank.
c) Evaluating the principles of capacity planning
Some of the principles of capacity planning includes matching the supply and
demands, developing the team as a research unit and maintain balance between the
requirements of the customers and the capability available (Bauer, Matzler & Wolf, 2016). In
the case of ANZ bank recommendation can be made based on maintaining the demand and
supply of the customers so that it can analyse the requirements of the customers and ensure
that the bank manage to continue with the development of its services (Anz.co.nz, 2019).
d) Evaluating the principles of supply strategy
According to Ahn et al. (2016), the principles associated with the supply strategy of
an organisation includes the segmentation of customers, customisation of logistic network,
understanding the marketing signals and strategically managing the sources of supply. In the
case of ANZ bank, recommendations can be made based on the management of the source of
supply. For example, in the case of the Customer Relationship Management of ANZ, the
application of Zoho to manage the information of the customers can be taken into account
(Anz.co.nz, 2019).

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e) Link of capacity planning to capacity decision
Capacity planning can lead to proper capacity decision in a manner that provides
organisations with an opportunity to implement its resources in an effective manner. For
ANZ bank, the suggested recommendation for the bank can help the managers to take into
account the demands of the customers and based on it, the bank can develop its policies that
can benefit the customers by meeting their requirements (Anz.co.nz, 2019).
Section B
Business Operation plan
a) Identifying strategic objectives of the business
The strategic objectives of ANZ bank are to ensure that it grows in a sustainable
manner (Anz.co.nz, 2019). The bank needs to create opportunities for the customers so that
sustainable growth in terms of aligning with the marketing objectives of the bank can be
created.
b) SWOT analysis of the organisation
Strength
 Largest bank in New Zealand
 Diversified services
 Strong financial position
Weakness
 Limited global exposure
 Strong composition of existing
players
 Difficult to increase market share
Opportunities
 First bank to receive licence to
practise in China
 High opportunity to grow overseas
Threat
 Deteriorating economic conditions
 Changes and fluctuations in the
system

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 High opportunity for expansion  Increase in competition from global
banks
Table: SWOT analysis of ANZ bank
(Source: Created by author)
c) Key decision areas to be addressed
According to Lim (2016), it is necessary for organisations to address the areas that are
needed for the future progress of an organisation. In the case of ANZ Bank, the decision areas
that need to be addressed includes forming a structure that provides opportunities for making
responsible decisions that reflects the spirit of the bank.
d) Developing an Operational Strategy against strategic objectives
Based on the strategic objective of the bank, it is necessary to develop a strategic
objective that can help in the development of the bank. The operational strategy that needs to
be undertaken is the customer driven strategy. This is mainly because the sustainable
development of the bank is aimed at improving the relationship between the customers and
the services provided by the bank (Anz.co.nz, 2019).
e) Description of operational planning
Tactical goals and objectives: The tactical goals and objectives that are needed to be
achieved includes understanding the needs and demands of the customers so that the biggest
drawback of ANZ bank, that is the development of a customer centric approach can be
overcome (Anz.co.nz, 2019).
Timeframes and milestones: The time frame required for the development of the
objective need to be six months with milestone of increasing customers by 1% in every 2
months.

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Conditions of success: The conditions required for gaining success includes effective
analysis of the core competency of the bank so that the strength of the employees in terms of
making conversations with the customers can be accessed. As stated by Vaiman and Brewster
(2015) this particular criterion is needed for the development of the strategy in a successful
manner.
Staffing and resource requirements: The staffing needs to be based on the training of
the employees in terms of dealing with customers. The resource requirements include
experienced employees with the ability to maintain a proper customer relationship protocol.
Along with this, materials required for providing quick assistance such as development of
printable machines are required.
Financial requirements: The financial requirement of ANZ bank need not be a
problem as the bank is financially stable and can afford to maintain the resources required for
maintaining the sustainability based strategic objective. Therefore, finances in the form of
recruiting talented candidates and updating the machineries used need to be maintained by
ANZ bank (Anz.co.nz, 2019).
Risk assessment: The risk that may occur during the course of implementing the
strategy is that ANZ bank may fail to identify proper talents required for implementing the
strategy successfully (Anz.co.nz, 2019). Along with this, another risk can be to maintain the
stability of the machines used. Implementation of new technology for creating a sustainable
practise may have a negative impact on the bank.
Monitoring and measurement of progress: The monitoring and measurement of the
progress in implementing the strategic objective can be done by identifying the responses of
the customers after every 2 months. The rate of increase of the customers can be used as a
measurement unit for the bank.

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f) Justification
Alignment with strategic objective: The strategy towards implementing sustainability
in the bank for ensuring an increased relationship with customers can be aligned with the
long term need of the bank in which efficient services towards the customers need to be made
for the development of its services.
Source of competitive advantage: The source of competitive advantage that can be
gained from the development of the strategy includes gaining an increased number of
customers for the development of the bank and its services. As stated by Crane (2017)
support from the customers can provide an organisation with the required strategic options
for development.
Core capabilities: The core capabilities that need to be focused in on the development
of the employees of ANZ bank so that customer relationship management can be maintained
within the organisation. The manner in which the employees interact with the customers can
determine the effectiveness of the success sustained by the bank.
Alignment with organisational requirements: The strategy aligns with the
requirements of the organisation in a way that development of the customers need to be done
so that competitive advantage can be gained by the bank and at the same time, the spirit of
the bank in terms of customer expectation can be gained.
Section C
a) Evidence of quality management principles
The evidences that can be associated with the implementation of quality management
principle includes identifying the sustainability in the business and the manner in which
processes related to providing loans can be implemented by ANZ bank (Anz.co.nz, 2019).

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Improvement of business operations: These two evidences can provide a competitive
advantage for ANZ bank so that quality management and principle techniques can be used for
the development of a strong customer base.
Analytical and problem solving skills: The analytical and problem solving skills can
be implemented by recruiting talented candidates for the bank (Elsmore, 2017).
b) Description
Quality management principles and techniques: The quality management principle
implemented by ANZ Bank is that of the customer focus and engagement with people. This
can help in developing a strong fan base for the bank. The technique implemented to manage
the quality can be the cause and effect diagram so that an experiment can be conducted about
the services provided.
Application of quality management for improving the business: The application of
the principles helped in improving the service quality of ANZ Bank. It has been seen that the
bank had managed to increase its customer base by 5% within five years which signifies high
growth of the bank (Anz.co.nz, 2019).
c) Evidence of developing strategic business relationships with internal stakeholders
The development of the strategic business relationship with the internal stakeholders
can be provided by the fact that ANZ bank need to gain the trust of the employees. Therefore,
development of motivational techniques such as recognition or incentives can be developed
by ANZ bank.
d) Evidence of maintaining strategic business relationships internal stakeholders
ANZ bank maintains the strategic business relationship mainly by recognising the
talents of the employees and retaining the services. As of current count the bank in New

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Zealand provides employment to 9,000 employees. This signifies that the maintenance of the
strategic business relationship is implemented strongly by the bank (Anz.co.nz, 2019).
e) Evidence of developing strategic business relationships with external stakeholders
The evidence for the development of the strategic business relationship with the
external stakeholders includes developing a customer relationship management model. ANZ
bank can develop customer relationship software in the form of mobile applications so that
relationship with the customers can be maintained by providing them with information
related to the services offered by the bank.
f) Evidence of maintaining strategic business relationships with external stakeholders
The evidence of maintaining the strategic business relationship is that the customer
base of ANZ bank in New Zealand has increased by 5% in five years. Therefore, it can be
said that the bank have managed to maintain a stable growth and support from the customers
based on the development and maintenance of the mobile application that helps it to reach
customers (Anz.co.nz, 2019).
g) Description of development and maintenance of strategic business relationships with
stakeholders
The internal and external stakeholders can be influenced with the application of
proper strategic management (Laforet, 2016). In the case of ANZ bank, the development of
motivational techniques as well as the development of the mobile application for the
customer relationship management can help ANZ to maintain the strategic business activities
of the bank.

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h) Evidences of modelling professional attitudes, qualities and behaviours
Professional attitudes: The employees associated with ANZ bank need to ensure that
a professional relationship with the customers is maintained and every employee needs to
remain true to the expectations that are made from them.
Qualities: The quality of services provided by the bank need to be accurate and
assessment of the quality need to be done by the application of cause and effect model.
Behaviours: The behaviours associated involve professional conduct with the
customers and at the same time supportive behaviour with the employees.
i) Evidence of ethical behaviour
Obey the law: It is the duty of the employees working in an organisation to abide by
the law of the country as well as the laws that are developed by the company. As stated by
Ansoff et al. (2019) obeying the law can help in maintaining the legal aspect of the business.
Being honest in dealings: Honest dealings in the form of indulging in effective
financial assistance and discounts during loans need to be implemented by ANZ bank. This
can help in maintaining proper customer relationship management and assist in the
development of trust of the customers towards the bank.
Showing respect for individuals: Every individual that is associated with ANZ bank
need to be respected so that the bank can continue with the development of its internal and
external stakeholders. As stated by Doz (2017) providing respect to the individuals can help
in earning respect from the individuals along with trust.
Showing respect for contracts: In an organisation, the effectiveness of contracts is
important (Hitt & Duane Ireland, 2017). This is mainly because contracts are developed as
per law of the country. Hence, every employee associated with ANZ bank need to abide by

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the contracts that define the employability and the job roles that are expected from the
employees.
Showing respect for societal standards: This can be considered as important mainly
because of the fact that every individual in the society have different status. This particular
ethical consideration can be associated with the respect provided to the individuals. Hence,
the employees of ANZ bank need to show respect to individuals belonging to all aspects of
the society in the pursuit of enhancing the corporate social responsibility (Anz.co.nz, 2019).
Showing respect for institutions: This particular ethical consideration can be
associated with providing respect to the organisation in which people are employed (Wheelen
et al., 2017). In the case of ANZ bank, every employee need to pay respect to the bank in
terms of abiding by the rules associated with the bank, respecting fellow employees and
ensuring that the work culture is maintained. Along with this the objective and aim of the
institution is also maintained significantly.
j) Evidence of socially appropriate behaviour
Environmental expectations: Environmental expectations involve maintaining the
sustainability of the place in which an organisation is associated with (Hill, Schilling &
Jones, 2017). ANZ Bank need to reduce excess electricity consumption and destruction of
trees for extracting papers involved for providing receipts to the customers. ANZ bank can
provide email or message notifications via the mobile apps to the customers.
Community expectations: The community expectations can be associated with the
development of the corporate social responsibility of the bank. For example, ANZ bank need
to develop programs that bring about awareness related to sustainability or the less use of
papers to save trees. This can be considered as an accepted form of behaviour mainly because

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New Zealand takes care of the rich and picturesque environment that is associated with the
country.
Sustainability expectations: The sustainability expectations can be in the form of
protecting the environment (Lasserre, 2017). However, in the case of ANZ bank, it is seen
that the sustainable development of the community is seen as a strategic business relationship
of the bank so that it can develop a rich customer base for the development of its operations.
k) Evidence of culturally appropriate behaviour
ANZ bank ensures that every ethnic group of people are provided with an opportunity
to seek employment with the bank. The Maori as well as the non-Maori people co-exist in the
bank and the tolerance of unethical behaviour such as racial comments on race or society is
nil in the bank. Therefore, this can help in providing evidence of diversity in the development
of the bank outside the country.
l) Modelling of professional and cultural behaviour
The professional and cultural behaviour in the bank is modelled by maintaining strict
laws related to unethical conducts. ANZ bank maintains a strict no tolerance policy to any
form of discrimination that may include racial or social comments on employees and
customers. The bank terminates employees that are proven to conduct such unethical
activities within the bank premises.
Assessment Task Three
Task One
a) Analysing and assessing the performance of strategic operations project
The performance of the strategic operations project include identifying the
requirements of the customers and ensuring that resources are maintained and developed that

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can help in the development of the bank. ANZ bank needs to ensure that the strategies
remained aligned with the marketing objective set up by the bank (Anz.co.nz, 2019).
b) Identifying complex challenges or situations
The challenges or situations that can be seen from the projects include finding enough
talented employees to continue with the development of maintaining the sustainable
relationship with the customers. The other challenge that may be faced is the fact that despite
having a good financial capability, chances of losing out on the finances of the bank may be
prevalent.
c) Applying analytical problem solving skills and range of tools and techniques
Problem solving skill in the form of developing proper recruitment process can be
taken into consideration by ANZ bank. At the same time, the bank may use techniques such
as training facilities to develop the communication of the employees. Along with this, tools
such as the customer relationship management app can be implemented for solving the
problem.
d) Evidences
Evidence can be seen from the fact with the implementation of the new customer
relationship mobile app, ANZ bank have managed to gain a significant gain in the customer
profile (Anz.co.nz, 2019). Thereby this can be considered as evidence for the development of
the bank in the New Zealand market.

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e) Project report
Project summary
The strategic operations include developing a mobile app with the objective of the app
being to maintain healthy relationship with the customers. The second strategic operation is
the development of motivational techniques to retain the loyalty of the employees.
Project appraisal
Evaluation of two projects: The evaluation of the two projects against the business
objectives is that support from the customers and employees are important for the
development of an organisation (Meyer, Neck & Meeks, 2017). In the case of ANZ bank, the
internal and external stakeholders of the bank provide it with the competitive advantage
required for development and expansion.
Appraisal techniques: The appraisal techniques can be in the form of conducting a
monitoring scheme at every two months interval to check the progress of the customers and
the employees.
Project problem identification
The complex challenges and situations that are identified with the commencement of
the projects include the finances of the bank as well as gaining the appropriate employees that
can help in maintaining the relationship with the customers. As stated by Crane and Matten
(2016) solving the issues related with the project need to be done for maintaining the stability
of the organisations.
Problem resolution
Strategies and plans: The strategies and plans adopted by ANZ bank for aligning
operational models with business objectives include the identification of the talents required

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by the bank. Bowie (2017) developing a plan that can help in addressing the complex issues
need to be based on the development of proper customer relationship. ANZ bank can develop
the mobile apps necessary for the development of the customer relationship.
Application of analytical and problem solving skills: The managers were involved in
using the tools with an estimated time of 6 months to implement it in a proper manner. ANZ
bank has applied the development of the mobile apps in a steady manner so that rapid
changes in the bank do not take place which may cause loss of employees.
Relation of the content with the challenges: The relation of the project with the
challenges is that without the development of a proper customer or employee base it can be
difficult for organisations to continue with its development (Ferrell & Fraedrich, 2015).
Despite being a reputed and large bank in New Zealand, support from these two stakeholders
is necessary for the development of the bank.
Justification: The resolving of the issue has provided ANZ bank with an increased
customer profile and has provided the bank with a way of maintaining the loyalty of the
employees. The 5% increase of customers and the rate of employees that exist in the bank can
be considered as effective for the development of the bank.

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Bibilography
Ahn, H. S., Usher, E. L., Butz, A., & Bong, M. (2016). Cultural differences in the
understanding of modelling and feedback as sources of self‐efficacy
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