SOAL UJIAN AKHIR SEMESTER (UAS) SEMESTER GANJIL T.

A 2022/2023
Program Studi Teknik Informatika Hari/Tanggal Kamis, 22 December 2022
Mata Kuliah Information Strategic Planning Waktu 18.30 – 23.59
Dosen Daril Willianson, S.Kom,. M.Kom Sifat
Open Book / Notes / Laptop
Kelas 07MAS-EB

Instructions

 Use black ink or ball-point pen or you can write in Microsoft Words or PDF.
 Answer all Questions.
 Answer the Questions in the spaces provided (there may be more space than
you need).
 Diagrams are NOT accurately drawn, unless otherwise indicated.
 You must show all your working out.
 Submit to [email protected]

Information

 The marks for each Question are shown in brackets

- Use this as a guide to how much time to spend on each Question.

Advice

 Read each Question carefully before you start to answer it.

 Keep an eye on the time.
 Try to answer every Question.
 Check your answers if you have time at the end.
 2

Garbanzo Reatauranta [GR)

Leff Alfa left school with no formal qualifications. However, ha had a passion for food and started
working for a fast food bu sinass in country F. Leff worked hard and within five yaars was
promoted to restaurant manager. By 2010, he had become dissati6fiad with not being able to
make strategic decisions. He decided to start up his own business. Leff is now tha Managing
Director of GR, a medium-sized private limited company in country F. GR has a chain of 15
restaurants which 6aII high quality, healthy food using locally sourced prod uce (ingredients). GR
has expanded slowly. However, Leff is now considering ambition s growth strategies requiring
significant capital invastrnant.

Leff makas the deciaiona

GR has an organisational structure with a tall hierarchy. Leff retains control of all key decisions 10
aided by the Finance, Human Resouroe and Marketing Directors. These directors report directly
to Leff and halp him plan and decide on strategies, tactics and policies for GR and its
restaurants. GR employs a manager for aach restaurant with responsibility for implementing
Leff's policies, recruiting employees and sourcing local produoe. Leff makes decisions about
pricing and menus.
He sets and monitors budgets for each restaurant. Restaurant managers hava a small marketing 15
budget. GR has a much larger oentral marketing budget to develop tha GR brand.

Rastau rant 16

Laff has decided to open a naw restaurant. Ha has idantifiad two possible locations. Location
X is an existing fast food outlat in a shopping mall naar a crty. Thara ara three othar
restaurants in tha shopping mall. Location Y is in a tourist rasort and would require mora
work to convert tha building to a suitable restaurant layout. Laff has gathered information
about tha two locations. This is shown in Tabla 1.
 Table 1: Information on the two locations

Location X Location Y
Estimated time until opening of restaurant 2 months 6 months 25

Target market Local community Tourists

Capital cost of building work and equipment $30000 $100 000
Monthly fixed costs (including leasing cost) $12000 $24 000
Estimated average variable cost per customer $2 $2
Estimated average revenue per customer $8 $10 30
Expected average monthly number of customers 3000 5000
Numbar of customers par month needad 2000 Saa Question
to braak avan 2[a)[i)
Expected monthly profit $6000 Saa Question
2[a)[iii)
Length of contract for leasing the bu ilding 1 yaar 3 yaars

Human resource problems

Suma, tha Human Resouroe Director, is worried about tha high level of labour turnover and
ab6anteeism at many restaurants, particularly among kitchen employees. These problems add
to GR's recruitment and training costs. All new employees reoeive tha minimum legally required 40
training in food hygiana and haalth and safety. Most restaurant managers are recruited externally
and Leff prefers individuals with strong personalities who ’get things done'.

Tha restaurant markat is highly compatitiva. Consequently, Laff aims to keep labour costs low
and maintain as much labour flaxibil rty as possible. Many kitchen employees and waiters ara
paid
tha legal minimum waga. Howavar, waiters can supplamant thair income through tha tips that 4S
customers giva for good sarvica and food. Soma amployaas hava part-tirna contracts and sama
amployaas hava full-tirna contracts. A small numbar of employees ara on zaro hour contracts
avan though tha govarnmant is planning to maka thasa illegal.

Restaurant managers imposa tha rigid work practices davaloped by Laff and decida tha waakly
allocation of tasks. Thara is littla consultation with amployaas about any changes introduoed to
tha 50
restaurants. S uma has conducted a survey of amployaas and laavars to provide faed back about
GR. Tablas 2 and 3 provide salacted amployaa data and information from tha survay.

{Tu rn over
 Table 2: Employee data

2018 2010
Number of restaurant employees 200 200 SS
Labour turnover 20°A 22°A
Days lost through absenteeism 1400 1450

Table 3: Extract from aurveya of employees and leavers

Positive factors of working for • High leval of tips (stated by 6orna waiters)
GR • Good working conditions 60

Negative factors of working for • Lack of ampowarmant

GR • Limited consultation
Main reasons for leaving GR • Dissatisfaction with allocation of work tasks
• Low pay
• No opportunities for promotion 6S
• Variable working hours

Increasing revenues

GR's objective for 2021 is to incraa6a revenue by 10°A and profit by 15°A at its existing restaurants.
Leff and Alec, tha Marketing Director, are working on tha marketing plan for 2021. Using past
revenue data, market reports and primary research, Alec has considered how changes to price 70
and promotion might affect demand. Tha price of a typical falafel rnaal at GR is $6 and in tha last
twelve months, 360 000 of these maals were 6oId. He estimates that competitors in GR's market
6agment will, on average, increase prioes by 5°A in 2021. If GR prices and othar factors remain
unchanged, Alec estimates additional sales of 14400 falafel rnaal s.

Alac has also estimated that promotional alasticrty of damand is 0.2. GR's currant annual spand
7S
on abova tha lina promotion is $150 000. GR's ravanua was $5.76m during tha last 12 months.
Budgeting for aucoeaa

Laff sats quarterly budgets for all restaurants. Ha usas an incrarnantal budgeting approach.
Evary quarter ha meets with individual restaurant managers to monitor parformanoe and giva
tham naw budgets. Laff is unhappy with tha performance of Restaurant 13, which has failad
to meet budgat targets for tha last 18 months. Saa Tabla 4.

At tha most recent meeting, the manager of Restaurant 13 blamed tha adverse variances on:

• incraasad racruitrnant and training costs dua to highar labour turnover

• a naw competitor opening a naarby restaurant 12 months ago
• a reduction in tourist numbers caused by appreciation of country F's currency axchanga
85
rata
• an incraasa in costs of locally sourced food dua to poor waathar.

Tha manager told Laff that: ’Unrealistic budgets damotivata rna and othar amployaas and do not
halp with tha allocation of rasouroes.' Tabla 4 shows recant budgat data for Restaurant 13.

Table 4: Restaurant 13 - Budget data for the 3 montha to 30 September 2020 90

Stratag ie options for growth Budget ($) Actual ($)

Revenue 120 000 115000
Laff has dacidad to axpand GR. Ha has conducted a thorough strategic analysis of his
business and
Cost of as a rasult is considering two strategic options.
6ales 27 000 28000
Restaurant overhead costs 60 000 65000
Sfrefegy 1: Menufecture cb//led mee/s.
Allocated Head Olive overheads 15 000 15000
GR restaurants already sall a ranga of chilled rnaal s, produced and packaged in aach 100
Profs for customers to purchase and rahaat latar.
restaurant, 18 000
A national suparmarkat7000
is intarasted
in selling thasa GR maals throughout country F. GR would need to establish a manufacturing
sita to meet tha potential damand for thasa maals. Laff astimatas a capital cost of $3m.

Sfrefegy 2: Fekeover of Abile.

Abila is a group of 10 restaurants in country F. Tha ownars want to sall tha business for 105
$1.5m. If GR purchased Abila it would hava to rabrand tha group and updata tha restaurants.
This would cost a further $0.5m. Laff beliavas that ha can improve profitabil rty of thasa
restaurants through rationalisation. Thara would be many redundancies.

Appendix 1 and Appendix 2, on tha naxt paga, giva further information about Laff's strategic
analysis.
110

{Tu rn
Questions :

1. Analyse how any two changes in the legal environment might affect GR. (10
marks)
2. Discuss strategies for reducing human resource problems in GR’s
restaurants
without increasing unit costs. (10 marks)
3. Evaluate the benefits to GR of using budgets. (10 marks)
4. Evaluate the effectiveness of using SWOT analysis to ensure that GR’s
growth
strategies are appropriate. (20 marks)
5. Analyse and Compare between SWOT analysis, SMART method and Porter’s
Five
Forces. (50 marks)