Assessment Task 1

1. Summarise CBSA’s current operational state including:

 The organisational structure including its departments

To help meet the strategic direction of the organisation as opposed to the operational activities, three senior
staff form the CBSA Board as follows:
● Managing Director – Gavin Stead
● Chief Financial Officer – Wi Zhang
● Governance Manager – Henry Thomas

The CBSA board objectives are to:

● Set the strategic direction of the organisation
● Uphold the organisations values
● Ensure attainment of the organisations business objectives
● Ensure the financial stability and viability of the organisation
● Ensure compliance with legal and ethical obligations

 The main services it offers

Due to the wide range of services offered, and the needs of these services for each client, prices are
determined for each client after the initial consultation meeting. A profit ratio of 15-20% is the minimum amount
necessary for each of the client services offered after expenses have been covered.

Service Description Price (per hour

approx.)
Financial services Budgeting $100
Payroll $85-$125
Accountancy $140-$180
Bookkeeping $85-$125

Financial planning $100

Information Technology Systems analyst and integration $200
services Website/software development $120-$150
Networking and security $120-$150
IT Support $65-$85
Business services Human resources (staff management, recruitment, $85-$125
contracts, position descriptions, etc.)

Auditing $150-$200

Branding and styling $85-$125

Legal advice $250-$500

Business compliance and administration $85-$125

Training services Range of training programs tailored to the client’s $85 - $150

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 Assessment Task 1

needs.

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 Assessment Task 1

 Its current marketing strategies and objectives

o Acquiring five new clients per month

o Maintain 90% retention rate of our existing customers
o Grow our business financially by 25%
o Implement three new services for our clients
o Grow our workforce to support new services and expected growth

2. What do each of the following marketing opportunities for an organisation mean:

 Strategic alliances and cooperative business models?
A strategic alliance is an arrangement between two companies to undertake a mutually
beneficial project while each retains its independence. The agreement is less complex
and less binding than a joint venture, in which two businesses pool resources to create a
separate business entity.

 New products or services to target specific markets?

A target market refers to a group of potential customers to whom a company wants to sell
its products and services. This group also includes specific customers to whom a
company directs its marketing efforts. A target market is one part of the total market for a
good or service.
Consumers who make up a target market share similar characteristics including buying
geography, buying power, demographics, and incomes.
Identifying the target market is an essential step for any company in the development of a
marketing plan. Not knowing who the target market is could cost a lot of money and time
for a company.

 Greater market penetration with existing products or services?

Market penetration is one of the four alternative growth strategies in the Ansoff Matrix. A
market penetration strategy involves focusing on selling your existing products or services
into your existing markets to gain a higher market share. This is the first strategy most
organizations will consider because it carries the lowest amount of risk.
 Take-overs?
A takeover occurs when one company makes a bid to assume control of or acquire
another, often by purchasing a majority stake in the target firm. In the takeover process,
the company making the bid is the acquirer while the company it wishes to take control of
is called the target.
 New businesses and franchising?
Franchising is a business model that allows one business to operate under the
established brand of another business and to sell its products and/or services for a
specified time period. Franchising can be an excellent way to operate a business and is
an alternative to setting up your own business.

3. Explain at least one marketing opportunity discussed in the previous question that might
be relevant to CBSA.
1. Consumer segmentation

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To understand your demand, you must identify consumer segments that share common
characteristics. These characteristics can be “hard” variables such as age, gender, place
of residence, educational level, occupation and level of income or “soft” variables such as
lifestyle, attitude, values and purchasing motivations.
4. Provide an overview of five marketing strategies and/or marketing approaches that CBSA
could take.
Branding
Branding is one of the most important marketing strategies a small business can
implement. The brand message is the promise made by the company to the consumer.
Decide what makes your products or services better than the competition. Your
advantage might be price, quality, location and convenience--anything that would make
the consumer gravitate to your products over the competitors. Then use proprietary
colors, typeface, layouts, logos and taglines to identify your business in the mind of the
consumer. Consistency is the key when developing a company brand.

Print Advertising and Marketing Materials

Print advertising and collateral marketing materials go hand in hand with branding.
Consumers see your logo and other identifying graphics and instantly recognize that the
advertisement comes from your company before they read a word. Advertisements may
appear in newspapers, magazines, flyers and online sources. Additional print collateral
material like brochures, catalogs, booklets and newsletters are also effective for
marketing. Commercial printers that handle this type of printing can provide
customization, quality and consistency.

Direct Mail
These days direct mail can also include direct email. The key to a successful direct mail
strategy for any business, small or large, is targeting the audience. It is counter productive
to mail a postcard offering cigars to young women with babies. You can do your own
research, or purchase mailing lists to compile a targeted list of potential consumers. The
list might be broken down by geographic area, interests or demographics like age, gender
or income.

Social Networking
Besides putting up a website, small businesses can put popular social networking sites to
work as a marketing strategy. Websites like Twitter and Facebook can be invaluable for
describing existing products, introducing new products, offering promotions and
announcing sales. YouTube, the video website, can be effective for companies with a
product that requires a demonstration or for a manufacturing plant tour.

Electronic Barcode Technology

Electronic barcode technology like Microsoft Tag is becoming more and more popular as
a marketing strategy for small business. A logo type graphic of approximately 1-inch
square is placed on a business card, poster or any other printed piece. The consumer can
then use a phone application to "read" the Tag. Your website or other online information
then opens up for the consumer.

5. Explain a process to ensure marketing strategies and approaches are legal, ethical,
achievable and align to organisational objectives.

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 Assessment Task 1

Marketing activities will continue to set the foundations for achieving the company vision
of building the CBSA brand and, within five years, expanding to a number of key locations
in the Melbourne CBD.
To this end the, marketing budget has increased 67% to $60,000. This money will be
spent in targeted campaigns to achieve business and marketing objectives.
What legislation and regulatory requirements are relevant to developing and implementing a
marketing plan for CBSA?

The implementation phase of strategic marketing translates into policies and procedures for
areas of the organization such as marketing, procurement, human resources, research and
development, information systems and production. In most cases, a successful
implementation has at its helm a very visible leader (i.e. CEO) to communicate effectively the
necessary steps of the implementation. Everyone in the organization has some type of role,
whether it is large or small. Follow-up endeavors are determined with the use of
performance measuring tools. A strategic map is also helpful, as it identifies the key
ingredients that direct the organization’s performance. These may include finances,
operations, partners and work environment.

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