University Strategic Plan Implementation and KPI Performance Review

This report analyzes the implementation of a strategic plan, evaluating key performance indicators (KPIs), milestones, and overall organizational effectiveness. The report examines the progress of a company in installing machines, opening warehouses, and assigning agents and contractors. It compares planned KPIs with actual achievements, highlighting successes like container load orders and website clicks, while also pointing out areas needing improvement, such as the delayed opening of a Melbourne warehouse and challenges in hiring agents in certain territories. The report assesses milestone progress, brand recognition, and energy reduction efforts. Overall, the organization shows positive profit margin growth and successful marketing strategies, but faces implementation challenges in specific regions. Recommendations include increasing pay rates to attract experienced agents and expediting the opening of the Melbourne warehouse to improve profit margins. The report references several academic papers on strategic planning and sustainable development in higher education institutions.

DEVELOPMENT AND
IMPLEMENTATION OF STRATEGIC
PLANS
NAME OF THE STUDENT:
NAME OF THE UNIVERSITY:

KEY PERFORMANCE INDICATORS PLAN
 To install 200 machines per annum
 To open Melbourne warehouse
 To assign agent and outsource maintenance contractor for
Northern territory, South Australia, ACT, Western Australia,
Tasmania.

KEY PERFORMANCE INDICATORS PLAN
 100% order by container load
 Wages to turn over ratio12.5%
 1000 clicks per day on website
 100%caféusing Macville machine to use our cups
 25 suggestions and 6 new innovations to be introduced.
 To reduce energy waste10kw per person

KEY PERFORMANCE INDICATORS ACTUAL
 Only 198 machines are installed
 Melbourne warehouse is still not open.
 Still no service contractors for Northern
 Territory and agents assigned for other states like Western Australia
are very expensive.

KEY PERFORMANCE INDICATORS ACTUAL
 All order was by 100% container load.
 13.8% wages to turn over ratio achieved
 12000 clicks per day. SEO was very experienced.
 Survey shows only 50% uptake design and colour not attractive.
 30 innovations and 8 new innovations introduced.
 12 kw energy consumption per person dropped

MILESTONE PROGRESS
Objective 1
 Macville machines are installed in all states except in northern territory because taking time
to hire agents and maintenance contractors
Objective 2
 Profit margins have only increased to 2% in two years. Some agents and contractors are
very costly
Objective 3
 50% of target market recognize brand and 855 had a positive reaction
Objective 4
 Reduction in energy wastage is 2% against 2010 set benchmark

OVERALL PROGRESS
 Organization is performing well profit margins have already increased by 2% in
last two years as bulk buying’s were instigated at earlier stage due to initial
increase in demand.
 Marketing objectives set are already achieved using, social internet and
networking marketing strategies.
 However, strategies are not implemented properly in Northern Territory
organization is facing difficulty in hiring agents and maintenance contractors.
 Energy reduction strategy working well however it was implemented too late
which resulted reduction in energy to only 12 kw per person.

IMPROVEMENTS
 Increase pay rate in Northern territory to attract experienced agents and machine
maintenance contractor.
 To increase profit margin warehouse should be open at Melbourne at earliest
because it is running at expensive agency model.

REFERENCES
 Karepova, S.G., Karabulatova, I.S., Novikov, V.S., Klemovitsky, S.V., Stratan,
D.I. and Perova, A.E., 2015. New approaches to the development of methodology
of strategic community planning. Mediterranean Journal of Social Sciences, 6(3
S6), p.357.
 Ramos, T.B., Caeiro, S., Van Hoof, B., Lozano, R., Huisingh, D. and Ceulemans,
K., 2015. Experiences from the implementation of sustainable development in
higher education institutions: Environmental Management for Sustainable
Universities. Journal of Cleaner Production, 106, pp.3-10.