Enhance College of Technology

Enhance Professional Training Pty Ltd

ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

BSBMGT616 Assessment 2 - Written Report

Student Name Student ID Number

Unit Start Date Unit End Date

Assessment Due Date Date Submitted

This cover sheet is to be completed by the student and assessor and used as a record to
determine student competency in this assessment task

The assessment process and tasks were fully explained. Yes / No

I am aware of which evidence will be collected and how. Yes / No

I am aware of my right to appeal an assessment decision. Yes / No

I am aware that I can locate the RTO’s Complaints and Appeals Policy and Procedure on Yes / No
their website at (insert website address)

I have discussed any additional educational support or reasonable adjustments I require in

order to undertake this assessment with the Student Support Services Officer and Trainer /
Yes / No
Assessor, (if applicable). e.g. Student Handbook and Access and Equity Policy (insert
website address)

I have access to all required resources? Yes / No

Cheating & Plagiarism Declaration

Student Declaration: In accordance with the RTO’s Plagiarism Policy, I hereby acknowledge by signing this
declaration that I have not cheated or plagiarised any work regarding the assessment tasks undertaken in this
unit of competency except where the work has been correctly acknowledged.

NOTE: Student must sign this prior to submitting their assessments to the assessor

Date
Signature _____ / ______ / 20______
:

Assessment Results
Satisfactory or Not Yet Satisfactory
(Please circle the assessment result for this task)

Feedback to Student - Please provide general feedback on the Student’s performance

Student Declaration: - I verify that the work completed is my own Assessor Declaration: - I verify that I have adequately explained and
and that I was adequately informed of the assessment process prior negotiated the assessment tasks with the student prior to commencing
to commencing this assessment task. assessment.

Student Name: Assessor’s Name:

Student Signature Date Assessor Signature Date

Page 1 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
 Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

Student Guide for Written Assessment

Instructions Instructions to include, but not limited to:

1. Student will be assessed in a classroom environment.
2. Ensure the student is aware of the assessment requirements at the
commencement of the unit
3. The students are required to work alone to answer questions.
4. The questions are aimed at testing the student’s knowledge of analyse the internal
and external environment.
5. This written assessment comprising of 3 questions that need to be answered in
a report format using the provided business scenario.
6. The student is required to complete the written assessment for this unit of
competency. To complete this task, the student will need to answer 3 questions in
this written assessment in your own words in either handwriting or generated Word
document.
7. The student answers should be recorded in the student written assessment
question booklet.
8. After the student has successfully completed the written assessment, they must
present it to the Trainer/Assessor for correction.
9. The student will receive up to two (2) attempts at this assessment task. Should the
1st attempt be Not Yet Satisfactory (NYS), the Trainer/Assessor will provide
feedback and will arrange a date for the student 2 nd attempt. If the student 2nd
attempt is Not Yet Satisfactory (NYS), or the student fail to attend of date scheduled
for the 2nd attempt, the student will receive an overall unsatisfactory result for this
assessment task.
10. In special circumstances this written assessment may be delivered as an oral
assessment in which the assessor shall mark the assessment and identify the
assessment was presented orally

Task/s to be The tasks you will be observed undertaking are:

assessed
● a completed set of analyses (PEST and SWOT)
● a review of existing and potential competitors and allies
● a review of potential allies and a statement of their alignment with organisational
values (as described in Assessment Task 1) and tender requirements
● summary notes from the meeting with your supervisor.

Your assessor will be looking for:

● evidence that you have analysed and identified the needs of the case study, and
reflected these in the reviews and summary notes you have developed.

Oral Questioning During the assessment your assessor will ask you oral questions that will address the
knowledge aspects of the unit of competency. You will respond orally, and your assessor
may record your response or use your response to determine sufficient under pinning
knowledge.
Topics will include:
- describe PEST analysis
- identify strengths and weaknesses of competitors
- explain SWOT analysis
- define internal and external environment

Time allowed On average, the Assessment should take 3-4 hours to complete

Page 2 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
 Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

Location Assessment will be completed in a classroom under the supervision of a trainer/assessor.

Decision making To achieve a satisfactory outcome, you must be able to: -

rules

 outline the legislation, regulations and codes of practice relevant to the

organisation’s strategic plan.

 give examples of risks and risk management strategies relevant to strategic planning

including:

- intellectual property rights and responsibilities

- other risks

 outline strategic planning methodologies including political, economic, social and

technological (PEST) analysis and strengths, weaknesses, opportunities and threats

analysis (SWOT)

 identify internal and external sources of information relevant to the organisation's

market, competitors, customer base, vision, values and capabilities

 outline techniques for developing organisational values.

-Performance The assessment methods must be by direct observation of tasks on required skills and
Observation knowledge to ensure correct interpretation and application. Your Assessor will observe you
Criteria for on the following observations:
Assessment Task

 consult and communicate effectively with relevant stakeholders to:

- confirm or revise the organisation’s mission, vision and values

- validate findings of research and analysis

- get input to and endorsement of strategic plans

- brief relevant parties about the plan

 analyse organisation’s internal and external environment to formulate strategic plans

including:

- background and research relevant to the plan

- legislation, regulations and codes of practice, including for intellectual property

- objectives, strategies and priorities

- roles and responsibilities

- performance indicators

Page 3 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
 Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

- timeframes

- consideration of co-operative ventures

- cost-benefit and risk analysis

 seek advice from appropriate experts wherever necessary

 monitor and evaluate the implementation of the plan and make refinements as

appropriate

 review effectiveness of planning processes and identify opportunities for

improvement.

Assessment Assessors must satisfy NVR/AQTF assessor requirements. 

conditions
Competency is to be assessed in the workplace or a simulated environment that accurately
reflects performance in a real workplace setting. 
Assessment must include direct observation of tasks. 
Where assessment of competency includes third-party evidence, individuals must provide
evidence that links them to the leadership or management of organisational change that the
student has performed.
Assessors must verify performance evidence through questioning on skills and knowledge
to ensure correct interpretation and application. 

Resources required The following equipment will be made available to students:

- Simulated or workplace documentation and resources
- Office equipment, materials and software packages (such as laptops, WiFi,
Microsoft Suite)
- Case studies to examine or real workplace situations to analyze

Results/Re-  Your Assessor will grade as either S – Satisfactory or NYS – Not Yet Satisfactory
assessment for the assessment. In all cases your Assessor will provide you with feedback.
 Only when all assessment tasks have been graded as S – Satisfactory you will be
deemed C – Competent in the final result of the unit of competency; if you do not
satisfactorily complete all the assessment tasks you will be deemed NYC – Not Yet
Competent.
 If the evidence is graded as NYS – Not Yet Satisfactory you will be required to re-
submit the evidence. In this case, you will be provided with clear and constructive
feedback based on the assessment decision so that they can improve your skills /
knowledge prior to reassessment.
 Where a ‘NYS – Not Yet Satisfactory’ judgement is made, you will be given
guidance on steps to take to improve your performance and provided the
opportunity to resubmit evidence to demonstrate competence. The assessor will
determine and discuss the reasons for NYS – Not Yet Satisfactory on any of the
criteria and will assess you through a different method of assessment e.g.
verbal/oral questioning, problem solving exercises.

Reasonable Assessor may adjust assessment conditions (as required) to suit workplace objectives
Adjustment provided that the integrity of the task is maintained.

Page 4 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

Assessment 2 – Written Report

Complete a value chain analysis, PEST and SWOT for your organisation, plus analyses of the
potential competitors and allies supplied in the case study.

You must complete:

● a completed set of analyses (PEST and SWOT)

● a review of existing and potential competitors and allies
● a review of potential allies and a statement of their alignment with organisational values (as
described in Assessment Task 1) and tender requirements
● summary notes from the meeting with your supervisor.

You will be assessed on your abilities to perform the following:

● evidence that you have analysed and identified the needs of the case study, and reflected
these in the reviews and summary notes you have developed.

Page 5 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
 Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

Analyse the internal and external environment

Did the Student Perform the Following: S NYS Comments

Provide a review of existing and potential competitors and

allies?

Provide a review of the potential allies and a statement of

their alignment with organisational values and the tender
requirements?

Provide a summary of notes from their meeting with their

manager?

Submit all materials in the timeframes agreed?

Provide a PEST?

Provide a SWOT analysis?

Discuss existing and potential competitors and allies?

Discuss the tender submissions of potential allies?

Provide notes from meeting which include:

 discussion and confirmation that the analyses
completed are accurate
 discussion and confirmation of summary of potential
cooperative venture allies
 notes on any changes suggested

Assessment 2 – Written Report Task

Page 6 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]

Analyse the internal and external environment

For the provided case study, you are required to complete for your organisation:

1. PEST analysis (including a review of legislation impacting on MacVille)

2. SWOT analysis (including an evaluation of the value-chain).
3. You are also required to review competitors/allies to MacVille, as described in the case study,
and:
● identify and describe existing and potential competitors/allies, then summarise the strengths
and weaknesses of each
● develop a separate summary statement for each potential ally for a cooperative venture that
describes their alignment with MacVille’s vision, mission, values and attributes, as identified on
the tender document.

Once you have developed these materials, you need to meet with your supervisor (role-played by
assessor) to discuss and confirm the analyses you have completed, together with the summary of
potential cooperative venture allies. Take notes in the meeting with your supervisor and make any
changes as suggested by them, before submitting your final version.

Note: You need to retain your analysis of the organisation, competitors and allies for reference and
use in Assessment Task 3.

Case study
Having completed MacVille’s review of the vision, mission and values, you should then consider the
environmental factors that could impact on MacVille’s goals and objectives. To help you with this
assessment, you are provided with an industry consultant’s report that contains a recent and
comprehensive review of the industry and general operating environment.

Industry consultant’s report

You have noted the following points from the report.

● New commercial espresso machines are being developed that use 30% less energy to run, with
an innovative and more efficient heat exchanger.
● Planned changes in trade, where all tariffs on imported goods, including espresso coffee
machines, will be removed in line with the government’s free trade policy.
● The development of the home consumer market for consumer espresso machines is
experiencing high growth.
● There is a lifestyle trend towards eating out more frequently as the population ages and
becomes more affluent.
● A steady population growth rate is predicted for Australia, from 22 million in 2010 to 36 million
in 2050.
● The prediction of a strengthening Australian dollar against all our major trading partners over
the next few years is a concern.
● Higher-than-expected growth in the economy is predicted, as a result of a resources boom.
● A carbon tax has a strong possibility of being introduced on all energy-intensive products used
in a commercial enterprise.
Page 7 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Senior manager’s meeting
At a meeting with the CEO and other senior managers, the following points were noted in regard to
the operations of MacVille. In response to your question about how effectively MacVille adds value to
its products and services, the following responses were agreed
by all.

● Inbound logistics is a problem, due to the lack of experienced personnel in importation and
customs operations. The lack of solutions from Human Resources management has meant that
delivery timelines are sometimes delayed because the proper procedure was not followed.
● The operations of MacVille is an area of strong value-add, with the state-of-the-art Management
Information System (MIS) forming part of MacVille’s infrastructure. The MIS has allowed for
sound corporate/strategic planning, along with strong internal controls in accounting and
finance.
● Outbound logistics is an area that could be improved. Currently, MacVille relies on a three-year
contract with a delivery firm to deliver its goods to customers. Sometimes there is a delay in
getting the appropriate vehicle to deliver the espresso coffee machines, which is causing some
issues with customers. The contract delivery firm seems to be struggling to deliver the promised
quality with their fast expansion.
● All managers agreed that marketing and sales are strong points for MacVille. The marketing
communications and promotions mix seems to be working well, particularly with the social
marketing that MacVille has introduced in the past year. Technology developments are helping
MacVille to reduce costs, yet expand the message via internet marketing activities.
● Service is another strong point for MacVille, which enjoys a good reputation in this field. The
installation, after-sales service, complaints handling and training all get top marks from
customers. Some of MacVille’s procurement policy has helped in this regard, with MacVille
outsourcing work where it cannot meet customer demand. The policy of putting the customer
first and guaranteeing service calls within 24 hours has been a key reason for the increased
sales.

In a brainstorm with the CEO and senior managers, the following points were noted. When asking
about the potential for opportunities, threats and competitors, the consensus was the following.

● Moving into the new Sydney market, where the bulk of espresso machines are sold each year,
and from which a major (but ineffective) competitor has withdrawn.
● Other opportunities could be found in strategic alliances with coffee bean suppliers, where
market penetration could easily be achieved and costs of advertising and service could be
shared.
● There was also concern about the rising Australian dollar having a severe long-term impact on
tourism, which was a major category buyer of espresso machines. Raising interest rates that
are predicted for the coming years could impact negatively on the disposable income of coffee-
drinking patrons.
● The concerns of the group were centred on a global corporation, Nufix Inc., shifting from instant
coffee into the espresso bean and machine market. The resources they would have at their
disposal in marketing, finance and human resources could be a serious threat to MacVille’s
plans. However, they would still struggle to gain a foothold in a market that already has strong
supplier/buyer allegiances, with most stretching over many years. Global players like Nufix Inc.
have difficulty being adaptable to the needs of niche market buyers.
● Another competitor of note was BeanEx, a large coffee bean supplier that had recently started
importing espresso machines for their customers. There was talk of them selling the espresso

Page 8 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
machines as wholesalers. They certainly had easy access to markets with their coffee bean
trade, but they had no established service arm to help wholesale clients maintain the machines
that they purchased.
● MacVille has been keen to pursue strategic alliances as part of its strategy to achieve its
objectives. It called for tenders from interested parties, who were asked to complete a tender
application form that provided information relating to the tender requirements. Some notes have
been included by senior managers who assessed some of the information.

Tender submissions

Three submissions are attached to this case study.

Business name – Home Espresso Traders

Description of business (include vision, etc.) – Selling consumer home espresso machines to the
home market, only in Sydney, and incorporating other digital home entertainment products.

Description of joint venture – Shared space in four trade shows per year.

Venture: Strengths and weaknesses – Strength: covers the consumer market for espresso
machines (which complements the commercial market for espresso machines) to make a full range
offer to clients. Weakness: working with a strategic partner who is not solely focused on the hospitality
industry.

Venture: Risks –

1. Partner not fulfilling their financial commitment.

2. Association with a non-industry partner may have a negative effect on MacVille customer base.
3. Partner access to MacVille’s trade secrets.

Venture: Cost-benefit analysis – Costs of the shows are $2,500 each. Four shows costing $10,000,
selling 10 machines per show at $500. Each would see a profit of $10,000 for the year and a break-
even after two shows.

Page 9 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Venture: Financials –

Home Espresso Traders

Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 10,000
Accounts Receivable 15,000
Stock 8,000
Prepaid expenses 2,500
Total Current Assets 35,500
Non Current Assets
Buildings 0
Less Accumulated depreciation 0
Equipment 356,000
Less Accumulated depreciation (24,998)
Goodwill 10,000
Total Non Current Assets 341,002
Total Assets 376,502
Represented by
LIABILITIES
Accounts Payable 25,000
Long term loan 251,500
Total Liabilities 276,500
OWNERS EQUITY
Initial Capital 2
Current earnings 100,000
Total Owners Equity 100,002

Page 10 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Venture: Trend analysis – Sales

2007 – $1.0m

2008 – $1.3m

2009 – $1.5m

2010 – $1.6m

2011 – $1.6m

Able to provide access to due diligence materials?

● Copies of other strategic alliance agreements? YES  NO 
● Statement of Financial Position from last tax return? YES  NO 
● Full personal contact details of all directors? YES  NO 
● Supporting data for trends, and cost-benefit analysis? YES  NO 

Business name – Ambrosia Coffee Roast

Description of business (include vision, etc.) – Sell all grades of coffee bean to supermarkets and
hospitality outlets around Australia.

Description of joint venture – Share in the cost of outdoor advertising for cafes and restaurants,
with shared branding of umbrellas and barriers.

Venture: Strengths and weaknesses – Strength: Supplier is committed to the coffee bean industry,
with some sharing of the client base. Weaknesses: Has concerns with sharing information, citing
intellectual property. Product image is not quality but more commodity-based.

Venture: Risks –

1. Risks with poor brand association.

2. Long-term commitment in signage.

Page 11 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Venture: Cost-benefit analysis – 50 cafes per year, at $200 per cafe cost for each partner. 50
machines sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes.

Venture: Financials – Not available.

Venture: Trend analysis –

2007 – $3.2m

2008 – $3.0m

2009 – $2.9m

2010 – $3.0m

2011 – $3.3m

Able to provide access to due diligence materials?

● Copies of other strategic alliance agreements? YES  NO 
● Statement of Financial Position from last tax return? YES  NO 
● Full personal contact details of all directors? YES  NO 
● Supporting data for trends, and cost-benefit analysis? YES  NO 

Business name – Java Estate

Description of business (include vision, etc.) – To sell quality Arabica roasted coffee beans to all
states of Australia.

Description of joint venture – Java Estate provides MacVille espresso machines to client at no
charge. Java Estate pays MacVille cost price for the delivery and installation of the machine, then
pays the remainder of the purchase price on a 12-month repayment program.

Venture: Strengths and weaknesses – Strength: Australia-wide partner – 100% committed to

hospitality and coffee bean market. Weakness: Other coffee bean suppliers may not recommend
MacVille machines with this strong strategic alliance.

Venture: Risks – Concern over the amount of money outstanding.

Page 12 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Venture: Cost-benefit analysis – Potentially 200 machines installed in the first year. Interest costs
$40,000 p.a., profit $100,000. Break-even after 80 machines sold.

Venture: Financials –

Java Estate
Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 78,000
Accounts Receivable 123,000
Stock 100,000
Prepaid expenses 12,000
Total Current Assets 313,000
Non Current Assets
Buildings 240,000
Less Accumulated depreciation (123,000)
Equipment 230,000
Less Accumulated depreciation (78,000)
Goodwill 39,500
Total Non Current Assets 308,500
Total Assets 621,500
Represented by
LIABILITIES
Accounts Payable 25,500
Long term loan 151,000
Total Liabilities 176,500
OWNERS EQUITY
Initial Capital 100,000
Current earnings 345,000
Total Owners Equity 445,000

Page 13 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8
Enhance College of Technology
Enhance Professional Training Pty Ltd
ABN: 821 6587 1572 RTO: 41531 CRICOS: 03587K
2/35 Manilla Street, East Brisbane, Queensland 4169 Australia
Phone: 07 3895 8393 email: [email protected]
Venture: Trend analysis –

2007 – $8.2m

2008 – $9.1m

2009 – $12.2m

2010 – $14.6m

2011 – $16.3m

Able to provide access to due diligence materials?

● Copies of other strategic alliance agreements? YES  NO 
● Statement of Financial Position from last tax return? YES  NO 
● Full personal contact details of all directors? YES  NO 
● Supporting data for trends, and cost-benefit analysis? YES  NO 

Page 14 of 14
BSB61015 Advanced Diploma of Leadership and Management
Unit: BSBMGT616 – Develop and Implement strategic plans
Document Version: 1 Updated: 6Nov19 Source: S.L.S.8.8