BSBMGT617 Develop and Implement A Business Plan - Task 1

BSBMGT617 - Develop and implement a business plan
Assessment Task 1: Report

Develop business plan
Student Name:
Student Id:
Trainer Assessor Name:
Date:
Performance objective
You will demonstrate the skills and knowledge required to research, analyse and
develop a business plan.
Assessment description
There are two parts to this assessment.
Part A
Use the information provided in the case study ‘Fast Track Couriers’ (see Appendix
1) to develop a business plan to support the company’s strategic and operational
goals. Develop a plan for communicating the business plan to relevant parties.
Part B
Review the completed business plan (see Appendix 2). Analyse the strengths and
weaknesses of the plan, and prepare a written report of your findings.
Document Name: BSBMGT617 Develop and implement a business plan Created Date: July 2015
Assessment Task 1
Document No: Version No. V3 Last Modified Date: Dec 2020
AUSTRALIAN NATIONAL COLLEGE PTY LTD (ANC) CRICOS No. 03009M TOID No.22134 Page Sequence: Page 1 of 22
Procedure
Part A
1. Review the information in the case study ‘Fast Track Couriers’ (see Appendix 1)
2. Analyse and interpret the current business environment, goals and objectives
embedded in the case study.
3. Consult with your assessor (assume the assessor is a key stakeholder) and
discuss and agree upon performance objectives and measures.
4. Document a business plan to assist the organisation to achieve its goals.
5. Document a plan for communicating the business plan to all relevant parties.
6. Present the business plan to your assessor (assume the assessor is a key
stakeholder).
Part B
Business Plan 1:
1. Read the business plan ‘Quality Training’ (see Appendix 2)
2. Compare and contrast the business plan against the criteria for effective
business plans, as described in your workbook or other reference materials.
3. Compare the strengths and weaknesses of the business plan.
4. Complete a written report, detailing a critical analysis of the strengths and
weaknesses of the business plan.
Specifications
You must:
● for Part A:
○ submit a completed business plan

○ consult with key stakeholder (assessor) and document the outcomes of
the consultation
○ submit a communication plan
● for Part B:
○ Submit a report, analysing the strengths and weaknesses of the business

plan.
Assessment Task 1
Your assessor will be looking for:
● in Part A:
○ the business plan includes:

– Table of contents
– Executive summary
– Introduction
– Description of the business (background)
– Business products and services
– Marketing activity – the market
– Business operations – productivity and performance targets for key
result areas (in consultation with key stakeholders); include financial
and non-financial performance measures; and detail resource
requirements, including human resources, capital equipment and
other resources required to achieve business goals
– Management and organisational structure
– Proposal
– Financial background - trading to date; and forecasts
– Risks (risk analysis) - include a section on how you will ensure
skilled labour is available to implement the plan, such as a
recruitment or training strategy; Licensing; and include any permits
or licences required
– Conclusion
Assessment Task 1
○ Communication strategy: Produce a report or document which covers the
following areas:
– The process you used to develop the business plan
– Who are the key stakeholders?
– What information will each person (position) require?
– What are the relevant timeframes?
– How will you communicate this information?
– Identify in their communication strategy appropriate communicate
strategies?
– Format the report correctly?
– Present information in their report in a logical and organised and
structured manner?
– How will you ensure their understanding of their role in
implementing the business plan?
● In Part B:
Your assessor will be looking for:
A report, analysing the strengths and weaknesses of the business plan in the
following format:
● A title page which includes the main purpose of the report.
● The main discussion of the report broken down into actual and specific
sections varying on the scope of the undertaking, which includes:
○ The heading of the particular discussion.
○ A sub-heading for a more defined topic presentation.
○ The body of the discussion.
● The conclusions based on the gathered information and results
showcased in the report.
● The recommendations.
Identify relevant strengths and weaknesses of the plan, including discussion
on the following areas:
– Compare and contrast with text book structure and layout.
– Comment on quality and relevance of information.
– Comment on quality of information, i.e. did the business plan
demonstrate adequate research on competition market conditions?
Assessment Task 1
○ general information provided
○ financial data was lacking
– Comment on quantity of information – was there sufficient
information to determine the likely success of the business in
accordance with its performance measures?
○ more financial data required
○ information was sufficient for the purpose of the document
– Were the performance measures specific and realistic?
– Was the document well set out, easily understood and pitched at an
appropriate level for the reader?
– Language was clear and concise?
Appendix 1: Fast Track Couriers
General Information
History
Fast Track Couriers is a courier company operating in New South Wales for the last
15 years. Their primary business function is delivering medium to large size
packages across metropolitan Sydney. The business has a good reputation in the
marketplace for reliability and value for money.
After a slow start entering the competitive delivery market, Fast Track Couriers has
built a solid reputation over the past 12 years, and this has been reflected in their
growth and profit margins.
Fast Track Couriers primarily targets small to medium-sized business which make up
80% of their customer base. They are limited by their geographic location, as they
currently do not deliver outside of the Sydney metropolitan area.
The company has been marketed through direct sales, telephone, internet listings
and mail-outs. Through a program of telephone follow-up to ensure customers’
ongoing satisfaction with the business, Fast Track Couriers has an admirable 87%
retention rate for existing customers.
Although sales and profits have increased each year by an average of 5%, the
owners are looking to move forward by delivering to regional areas in NSW.
Assessment Task 1
Organisational structure
The organisation is family owned, with three family members acting as a
Management Board and responsible for approving all business decisions.
● Managing Director – responsible for daily operational management decisions.
● Logistics Manager – responsible for the scheduling of the trucks and drivers.
● 20 truck drivers.
● 5 office support employees – responsible for administration, accounts, human

resources and sales.
Management
Team (owners)
Managing
Director
Human
Logistics Administration Finance
Resources Sales Manager
Manager Officer Manager
Officer
Truck Drivers
Accounts Clerk
x 20
Strategic plan goals

The organisation’s strategic goal is to grow the business and increase business
profits over the next three years by expanding delivery routes to include regional
NSW.
Operational plan goals

Fast Track Couriers will:
● commence deliveries to regional NSW within 12 months
● increase sales by 40% in the next three years.
Assessment Task 1
Background
The owners of the business are not risk takers. They are aware that their ongoing
success is the result of a small, experienced team, close personal ties with clients
and a reputation for reliable, low cost service. Moving forward, their vision for the
company is to retain those strengths and core values through any expansion process.
The strategic and operational plans were developed as a result of external market
research, indicating a shortage of delivery organisations providing services to
regional NSW towns. Fast Track Couriers were looking for their next growth
opportunity and saw that this was an ideal opportunity to be seized upon.
It was also felt that the company was now sufficiently stable and experienced, and in
a financial position to expand the business without risk to their current financial
stability or reputation.
Reports from the Sales Manager indicated that contracts have been lost because
some clients want to engage a courier who can deliver to their regional offices, in
particular Newcastle, Wollongong and the Central West. Fast Track is currently
unable to meet this demand and therefore some potential clients have been lost. This
became a motive to expand operations for both financial and customer service
reasons.
Proposed strategy
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are
able to load and unload heavy packages. The strategy going forward is to remove the
need for two drivers per truck by installing an automatic lift gate on the back of each
truck, at a cost of $10,000 per truck. This will mean that only one driver is needed per
truck, as no heavy lifting will be required.
This will allow Fast Track to purchase 10 new trucks and use the existing drivers for
regional routes.
Each new truck will cost $60,000 (including installation of an automatic lift gate). The
money to purchase the trucks will be borrowed from the bank on a business loan.
Assessment Task 1
Financial information
Annual sales
Current sales Estimated sales (Yr 1)
$17 million $22 million
Annual net profit
Current net profit Estimated net profit
$1.9 million $3.2 million
Increased costs
Loan repayments Operating costs (fuel,

servicing, etc.)
+$200,000 per annum +$2.2 million
Administrative costs Labour costs
+$100,000 Nil
General information
The company communicates with employees via email for head office employees,
and a printed monthly newsletter for drivers. The company provides information
regarding policies and procedures through employee manuals that are kept in each
truck. Office-based staff can access copies of these manuals in the office.
All trucks are fitted with a GPS system to assist drivers in navigating to each pick-up
and drop-off location. Trucks are also assigned a PDA that provides drivers with the
details of each delivery, and records when a job starts and finishes. The data from
this device is sent back to head office to complete productivity reporting. When this
device was introduced, drivers were not happy as they felt it meant that the
organisation did not trust them to manually record the time spent on each job. Many
drivers also resented having to learn how to use the device and thought it was a
waste of time.
Head office employees work very closely together as a coherent and motivated team.
They are generally positive about the organisational direction and respond well to
change.
Assessment Task 1
Drivers are currently happy with the work environment, as they enjoy working as part
of a two-man team. The Logistics Manager typically leaves the drivers alone to do
their job as this is what seems to make them happy. In the past, supervisors and HR
have tried to encourage drivers to participate in organisational activities, but this was
not received well –the drivers complained and asked not to be involved. The drivers’
view is that their team is the two-man driver team, and they seem to like the comforts
of that working environment.
Drivers are typically negative about change. They have, in the past, done their best to
block any changes from being implemented, even going to the lengths of threatening
strike action and getting the Union involved to assist in resolving the issue.
Summary of current employee populations

Head office employees
● covered under individual contracts
● salary range $32,000 – $75,000 annum
● small team of mainly male employees, with a wide range of ages
● many opportunities to participate in learning and development programs due to

management support, however, have shown little interest
● high employee engagement scores, citing team work and opportunities have
contributed to the company’s success as real motivators.
Drivers
● covered by an award
● salary $45,000 per annum
● heavily unionised
● employee demographics are all male employees, aged 25–65.
● few opportunities to participate in learning and development programs due to

being on the road, however, have shown very little to no interest
● large number of workplace injuries due to heavy lifting
● low employee engagement scores, citing pay as an issue
● currently experiencing low turnover
● history of industrial disputes regarding pay and other change initiatives.
Assessment Task 1
Appendix 2: Business Plan – Quality Training
Business Plan
QUALITY TRAINING
Assessment Task 1
Table of Contents
1.0 Executive summary....................................................................................... 12
1.1 Objectives ............................................................................................... 12
1.2 Mission .................................................................................................... 13
1.3 Keys to success ...................................................................................... 13
2.0 Company structure........................................................................................ 14
2.1 Company ownership ............................................................................... 14
2.3 Company locations and facilities ............................................................. 14
3.0 Services ........................................................................................................ 15
3.1 National recognised qualifications ........................................................... 15
3.2 Stand-alone (Fee for Service training) ..................................................... 15
4.0 Competitive comparison ............................................................................... 16
4.1 Analysis of competitors ........................................................................... 16
4.2 Risks and opportunities ........................................................................... 16
4.3 Strategies to overcome perceived threats and weaknesses .................... 18
5.0 Market Analysis Summary ............................................................................ 19
5.1 Market trends .......................................................................................... 19
5.2 Marketing strategy................................................................................... 20
5.3 Marketing materials ................................................................................. 20
6.0 Pricing strategy ............................................................................................. 21
7.0 Review of business plan ............................................................................... 22
Assessment Task 1
1.0 Executive summary
Quality Training has been operating as a Registered Training Organisation for 12
months.
Following is a summary of the main points of this plan.
● The objectives of Quality Training are to generate a profit, grow at a challenging
and manageable rate and to be a good corporate citizen.
● The mission of Quality Training is to exceed our customers’ expectations by
providing them with effective training and development services, relevant to
their needs and in line with national quality standards.
● The keys to success for Quality Training are marketing and networking,
responsiveness and quality, and generating repeat customers and word -of-
mouth business.
● The initial primary service offered will be nationally recognised qualifications
Certificate IV in Business (Frontline Management) and Certificate IV in
Workplace Assessment and Training. We will also offer Fee for Service
training, tailored to individual client needs.
● Quality Training will explore opportunities to extend its scope to maximize
business opportunities and meet customer needs.
● The local market for this business is growing and is open to new service
providers who can offer superior individualised services.
● An initial financial analysis of the viability of this venture shows that Quality
Training is well positioned to maximise on profit opportunities, has few ongoing
capital expenses and has sufficient funds to negate the need to go into debt.
Operating costs are minimal due to the owner/operator style of operation.
● During 2006–2007, the intention will be to use opportunities gained through
existing client networks and scope extension to grow the business and increase
trainee numbers.
● In 2005 (for 2006), Quality Training will apply for New Employee government
funding to remain competitive with other RTO’s.
In conclusion, as shown in the highlights chart below, this plan projects rapid growth
and moderate net profits over the next three years. Implementing this plan will ensure
that Quality Training quickly becomes a profitable venture for the owners.
1.1 Objectives
The objectives of this business plan are:
● To provide a written guide for the ongoing management of this training and
development business; a strategic framework for developing a comprehensive
tactical marketing plan.
Assessment Task 1
● The intended audience includes the owners of this business and
representatives from the State Training Authority.
● The scope of this plan is to provide detailed projections for the current plan
year, and for the following two years.
The objectives of Quality Training are:

● Profit – To achieve a net profit of $100,000 in the next financial year and a 25%
increase in profit each succeeding year.
● Growth – To grow the business at a rate that is both challenging and
manageable, leading the market with innovation and adaptability. Growth from
16 trainees in year ending 2005 to 300 trainees in year ending 2007.
● Citizenship – To be an intellectual and social asset to the community by
networking with community organisations such as the Chamber of Commerce,
and offering services to charitable organisations when required.
1.2 Mission
● Purpose – Quality Training exists to provide high quality, relevant training and
development solutions which make a discernable difference to the client’s
business productivity and performance. It also provides students with nationally
recognised qualifications (where applicable).
● Vision – By providing quality training and excellent customer service, Quality
Training will satisfy and expand its customer base, allowing the business to
maintain profitability.
● Mission – The short-term objective is to start this company quickly and
inexpensively, with a minimum of debt. The long-term objective is to grow the
company into a stable and profitable entity that the owners can easily and
comfortably manage.
● Marketing slogan – ‘Quality Training – Training that makes a difference!’.
1.3 Keys to success

The keys to success for Quality Training are:
● Marketing and networking – identifying and following up potential clients.
● Quality – ensuring client satisfaction through superior training materials, training

delivery and follow-up.
● Consultation – effective training needs analysis and client consultation, to
ensure the right training is delivered to the right people to meet the client’s
needs.
● Relationships – developing loyal repeat customers.
● Follow-up – monitoring student performance on the job, during and after

training, to ensure effective transfer of skills and knowledge.
Assessment Task 1
● Growth – assessing client needs and obtaining appropriate training solutions by
extending the scope of registration, or by developing suitable stand-alone/Fee
for Service training packages.
2.0 Company structure

Quality Training will be a start-up venture with the following characteristics:
● Quality Training is a Pty Ltd Company with the two directors who manage and
own the company.
● Quality Training will initially operate from a home office to keep overhead costs
low.
● Quality Training has no current debt.
2.1 Company ownership

● Quality Training is owned jointly by Michael Chapman and Elliot Berkley.
● Financial status
● Profit and Loss Statement for end of financial year 2005 is attached.
2.3 Company locations and facilities

This is a home office venture, located in the study area of the owners’ existing home.
● Computer facilities – stand-alone desktop computer installed.
● Telephone – one line currently serves the location.
● Mobile phones for each Director.
● Data projector.
● Laptop with internet access.
● Broadband installed for internet and email functions.
● Utilities provided for are to be charged to the business as a percentage of

home usage.
Assessment Task 1
3.0 Services
Quality Training will offer the following qualifications/training courses to its
business clients:
3.1 National recognised qualifications

● Certificate IV in Business (Frontline Management)
● Certificate II In Retail Operations
● Certificate III in Retail Supervision
● Certificate III in Business Administration
● Certificate III in Transport and Distribution (pending registration at 15/1/06)
● WorkCover OHS Committee Training (pending registration at 15/1/06).
3.2 Stand-alone (Fee for Service training)

● Manual Handling
● Time Management
● Presentation Skills
● Recruitment and Selection
● Customer Service
● Selling Skills
● Personal Effectiveness Program.
3.3 Training needs analysis

● Quality Training will conduct training needs analysis and develop specific
training materials and packages at the request of clients.
Assessment Task 1
4.0 Competitive comparison
Quality Training have identified three classes of competition in the training and
development services area:
● In-house training departments/personnel – usually employed by larger
companies that can afford the fixed costs of employees.
● Public training providers (TAFE) – well established and respected, offering
public courses and qualifications in a broad range of subject areas.
● Private registered training organisations – offering similar training and
qualifications to Quality Training, and targeting the same client base.
4.1 Analysis of competitors

● Quality Training does not intend to target large organisations, which tend to
have their own in-house training departments.
● While TAFE offers the same qualifications and is a highly recognised training
provider, it does not offer flexible work-based training and delivery, which will be
the focus of Quality Training’s approach.
● Private RTO’s will provide the greatest threat to Quality Training. They are often
national providers and, as such, can provide services to businesses with
franchises or branches in other states.
● The local phone book lists seven training companies in the Penrith area. These
are not large providers, with the exception of two community colleges. There is
a large TAFE. Many of the training organisations in the area are quite
specialised, e.g. Retail Skills Training and Computer Training. These are not
perceived as a threat to the success of Quality Training entering the local
market.
4.2 Risks and opportunities
Risks (Threats) Advantages (Opportunities)
New business New business

● unknown in the market place ● provide an alternative to clients
unhappy with their current provider
● no references from former clients.
● clean record – no history.
Assessment Task 1
Risks (Threats) Advantages (Opportunities)
Small business Small business

● owner-operated ● flexible and adaptable to clients
needs
● limited resources
(staff/equipment) ● low start-up costs
● only operating in NSW ● personalised service – training is

conducted by the people who own
● lack of funding for large marketing
the company and who meet with
campaign
the clients. This is a level of
● targeting local area initially – commitment other training
limited client base. organisations may not have.
Target local area

● able to visit trainees and clients
more regularly
● reduces costs to the business
● knowledge of the local area and

ability to market our business as
‘local’
● understanding of the cultural
influences
● knowledge of local political
situation and potential areas of
growth.
Competitive market place Competitive market place

● many RTO’s and training ● as above.
organisations competing for
business.
Funding Funding
● reliance on government funding ● market training as a business
(which is attractive to clients). benefit not an opportunity to attract
incentives
● offer a range of training services
outside of traineeships.
Assessment Task 1
4.3 Strategies to overcome perceived threats and weaknesses
● Network with friends and acquaintances to source business opportunities.
● Develop strong marketing materials, including a website so that we can ‘hit the
ground running’ on receipt of registration.
● Look for opportunities to deliver non-accredited training prior to becoming
established as an RTO. This will bring in some additional income to offset
costs, and will assist in developing our client relationships.
● Timeframe expenses – purchase materials and equipment when we need them
rather than upfront.
● Be flexible in our working policies and procedures. Think about contracting staff
as required (rather than employing them to save costs) to eliminate the need for
larger office space.
● Stay up-to-date with relevant legislation and industry requirements. Review
websites regularly. Subscribe to industry publications and attend meetings or
workshops when possible. Anticipate changes and act quickly to avoid issues
with compliance to AQTF standards.
● Look for opportunities to develop mutually-beneficial partnerships with other
RTO’s or businesses. By keeping the business diversified and offering a variety
of training and development solutions, the risk of losing Government funding for
traineeships will be minimised.
Assessment Task 1
5.0 Market Analysis Summary
Quality Training has identified potential clients from a number of industries. Because
the training offered is focused on management, people or supervisory skills, the
nature of the client’s industry is not particularly relevant.
We have identified the following businesses/industries as our key focus in terms
of marketing:
● A logical segmentation breaks the market down into the following:
○ Industrial
○ Manufacturing
○ Retail
○ Service providers.
● Because the larger retailers (i.e. Coles and Woolworths) have internal training
departments, our focus will be on the independents, such as IGA supermarkets,
who have the autonomy to select their own training providers.
● In the industrial and manufacturing industries, we will focus on medium-sized
businesses employing between 20 and 200 employees. Within Penrith there
are a number of ‘industrial parks’, and so targeting business in these areas will
become a key focus.
● While there are a number of competitors in the local area, they seem to be
widely specialised and sized, leaving ample opportunity for Quality Training to
create and expand a niche in the chosen market segment.
5.1 Market trends

Worth noting is the growth trend for this market. With continuing low unemployment
rates and competition for staff growing amongst businesses, many employers view
training and development, and the offering of qualifications to their employees, as a
way of attracting and keeping staff. This trend is likely to continue, as:
● population growth is decreasing
● people are looking to retire earlier than in previous decades
● the number of people joining the workforce each year is declining.
Schools are emphasising the importance of gaining recognised qualifications to their

students. Many schools are now offering vocational subjects which will provide
students with a nationally recognised qualification upon leaving (VET in schools).
Employers are finding that, in order to attract high quality applicants, they need to
offer them opportunities to continue with their education. Traineeships are an
effective and inexpensive way to do this.
Another trend which Quality Training intends to take advantage of is the requirement
for businesses to comply with State and Federal legislation in the areas of
occupational health and safety, harassment, discrimination and unfair dismissal.
Many small to medium businesses do not have in-house human resources facilities
Assessment Task 1
and, as such, need to train line management in understanding and complying with
this legislation. Quality Training will offer this training in addition to other nationally
recognised traineeships.
5.2 Marketing strategy

Quality Training will utilise a number of strategies in its marketing plan.
● Personal contacts – Quality Training will network with friends to identify
potential business opportunities. This will be done informally through the
mailing of brochures and information, with a follow-up by phone. This method
has already proven successful, with a number of potential clients identified and
interested in utilising the services of Quality Training once we are properly
accredited.
● Cold calling – Quality Training will identify potential clients through the phone
book, and by driving through the industrial estates to obtain business names
and addresses. Quality Training will then call and forward information to these
businesses in the hope of arranging a personal meeting.
● Internet – Quality Training will develop a website advertising its services to the
general public.
● Yellow Pages – Quality Training will advertise in the Yellow Pages.
● Networking – Quality Training will join the local Chamber of Commerce, to

promote its services and develop relationships with local businesses.
5.3 Marketing materials

● Quality Training will have a brochure professionally produced, outlining our
mission, values and the training services we provide.
● Business cards will also be produced and handed to friends and business
acquaintances.
● Quality Training will also maintain a professional website which will be updated
regularly.
Assessment Task 1
6.0 Pricing strategy
Quality Training holds a competitive advantage over a number of its larger rivals.
Owner operated and with low overheads, we are able to charge less for our services,
whilst maintaining the same quality of training and generating a profit.
Individual fee structures will be negotiated with each client, based on a number of
factors including:
● requirement to conduct needs analysis and/or develop materials
● length of course and number of participants
● one-off course vs. ongoing contract
● Government funding available
● ability to train at the client’s site vs. the need to hire training facilities
● cost of printing training materials
● market rates.
Assessment Task 1
7.0 Review of business plan
This business plan is formulated on assumptions, particularly with regard to financial
forecasting.
Consequently, it is the intention of Quality Training to review this business plan on an
annual basis.
The review will focus on:
● Effectiveness of marketing strategy:
○ number of trainees registered
○ number of courses scheduled
○ number of client enquiries
○ feedback on marketing materials/brochures.
● Financial management:
○ expenses actual to projection
○ income actual to projection
○ adjustments to budget required.
● Strategy review:
○ Are we targeting the correct market segment?
○ Are we capitalising on networking opportunities?
○ Are we under/over-resourced (staff, equipment, etc.)?
○ Is the business financially viable?
○ Do we need to make any changes to our scope of registration in order to
meet customer needs?
○ Are we meeting our goals/mission (client and student feedback on
training effectiveness)?
○ What adjustments need to be made to the business to ensure success?
Assessment Task 1

BSBMGT617 Develop and Implement A Business Plan - Task 1

Uploaded by

Copyright:

Available Formats

BSBMGT617 Develop and Implement A Business Plan - Task 1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BSBMGT617 Develop and Implement A Business Plan - Task 1

Uploaded by

Copyright:

Available Formats

What is the business plan about?

What is the business plan about?

What marketing strategies will be used?

What marketing strategies will be used?

BSBMGT617 - Develop and implement a business plan

Assessment Task 1: Report

Trainer Assessor Name:

○ submit a completed business plan

○ Submit a report, analysing the strengths and weaknesses of the business

○ the business plan includes:

Your assessor will be looking for:

Appendix 1: Fast Track Couriers

● 5 office support employees – responsible for administration, accounts, human

Strategic plan goals

Operational plan goals

● increase sales by 40% in the next three years.

Current sales Estimated sales (Yr 1)

$17 million $22 million

Annual net profit

Current net profit Estimated net profit

$1.9 million $3.2 million

Loan repayments Operating costs (fuel,

+$200,000 per annum +$2.2 million

Administrative costs Labour costs

Summary of current employee populations

● salary range $32,000 – $75,000 annum

● small team of mainly male employees, with a wide range of ages

● many opportunities to participate in learning and development programs due to

● salary $45,000 per annum

● employee demographics are all male employees, aged 25–65.

● few opportunities to participate in learning and development programs due to

● low employee engagement scores, citing pay as an issue

● currently experiencing low turnover

● history of industrial disputes regarding pay and other change initiatives.

The objectives of Quality Training are:

1.3 Keys to success

● Quality – ensuring client satisfaction through superior training materials, training

● Follow-up – monitoring student performance on the job, during and after

2.0 Company structure

2.1 Company ownership

2.3 Company locations and facilities

● Telephone – one line currently serves the location.

● Mobile phones for each Director.

● Laptop with internet access.

● Broadband installed for internet and email functions.

● Utilities provided for are to be charged to the business as a percentage of

3.1 National recognised qualifications

● Certificate II In Retail Operations

● Certificate III in Retail Supervision

● Certificate III in Business Administration

● Certificate III in Transport and Distribution (pending registration at 15/1/06)

● WorkCover OHS Committee Training (pending registration at 15/1/06).

3.2 Stand-alone (Fee for Service training)

● Recruitment and Selection

● Personal Effectiveness Program.

3.3 Training needs analysis

4.1 Analysis of competitors

4.2 Risks and opportunities

Risks (Threats) Advantages (Opportunities)