Assessment

Task 2
Develop and implement
business plans
BSBOPS601

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Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have
not cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against
me according to the process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment

Unit Title
Unit Code

Student name

Student ID
number
Student Date
signature

Task Number

------OFFICE USE ONLY-----

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For Trainer and Assessor to complete:

◻ Student requested reasonable adjustment for the assessment

Marking Sheet Comments

Completed successfully

DNS
N
Y
Did the student satisfactorily:
The student has satisfactorily completed and ☐ ☐ ☐
submitted the following:

 Planning notes in Task 2.1

 Business plan in Task 2.2
 Feedback Form x 2 in Task 2.3A
 Business Plan's strengths and weaknesses
analysis in Task 2.3B
 Email in Task 2.3C
The student attended the briefing session in ☐ ☐ ☐
week 2:

Participated actively
 Asked questions to clarify the strategic
direction and objectives of the company
 Engaged in conversation to review the
mission and vision, values, objectives,
financial and operational information
 Used questioning to clarify information
 Consulted with the CEO (the trainer and
assessor in the simulated work
environment) to gather a better
understanding of the company and the
requirements of the business plan
 Demonstrated that he/she read the Case
Study before the briefing session and
conducted brief research on the market and
industry where the company operates
 Discussed the strategic priorities that the
business plan would support
 Discussed and identified key performance
objectives for the business plan
 Discussed legislative and organisational
requirements to develop the business case
 Took notes during the session
 Listened actively

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Marking Sheet Comments

Completed successfully

DNS
N
Y
Did the student satisfactorily:

Approval to proceed with the business planning

process:
Y☐ N☐
Demonstrated ability to: ☐ ☐ ☐
 Identify organisational and legislative
frameworks relevant to the development of
a business plan
 Review market requirements for the
organisation's products and service
 Identify and assess business requirements,
objectives, competitors and established
plans
 Develop performance objectives and
measures for business plan in consultation
with relevant stakeholders

This is evidenced by:

 Planning notes in Task 2.1
 Active participation in the briefing session
with the CEO (refer to Marking Sheet)
Demonstrated ability to: ☐ ☐ ☐
 Identify organisational and legislative
frameworks relevant to the development of
a business plan
 Review market requirements for the
organisation's products and service
 Identify and assess business requirements,
objectives, competitors and established
plans
 Develop performance objectives and
measures for business plan in consultation
with relevant stakeholders
 Identify financial, human and physical
resource requirements for the business
 Develop business plan

This is evidenced by:

 Business plan in Task 2.2
The student conducted ongoing consultation ☐ ☐ ☐
when preparing the business plan.

They consulted with the CEO (played by the

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Marking Sheet Comments

Completed successfully

DNS
N
Y
Did the student satisfactorily:
trainer and assessor in the simulated work
environment) and other classmates (playing
pertinent stakeholders in the organisation in
simulated work conditions).
Demonstrated ability to: ☐ ☐ ☐
 Communicate the business plan to all
relevant stakeholders

This is evidenced by:

 Feedback Form x 2 in Task 2.3A
 Email in Task 2.3C
Demonstrated ability to: ☐ ☐ ☐
 Test performance measurement systems
and refine, where required
 Provide an analysis of the strengths and
weaknesses of the business plan

This is evidenced by:

 Feedback Form x 2 in Task 2.3A
 Business Plan's strengths and weaknesses
analysis in Task 2.3B
The student organised and conducted a ☐ ☐ ☐
feedback session with pertinent stakeholders in
week 4:

 Illustrated/presented the business plan

 Answered questions from stakeholders in
the simulated work environment, providing
relevant information
 Took notes about changes/refinements
required
 Collaborated effectively with the
stakeholders
 Demonstrated knowledge of business
planning techniques

Feedback in comments.
When collaborating with the group, the student ☐ ☐ ☐
has actively participated in group work with a
substantial contribution that can be assessed
individually for all the requirements of this task.

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Marking Sheet Comments

Completed successfully

DNS
N
Y
Did the student satisfactorily:
Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐

Student Name:

Assessor Name:

Assessor Signature:

Date:

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 Table of Content

Student Declaration........................................................................................................................2
Task 2 – Develop a business plan....................................................................................8
Task 2.1 Prepare to write the business plan...............................................................................11
Task 2.2 Business Plan..................................................................................................................13
Task 2.3 Communicate the business plan....................................................................................20
Appendix 1 – Scenario....................................................................................................25
ABC Organisational Chart.............................................................................................................26
Vision, Mission, Values..................................................................................................................29
About the industry.........................................................................................................................30
Positioning.....................................................................................................................................32
Financial.........................................................................................................................................33
Risks summary..............................................................................................................................38
Marketing Overview......................................................................................................................38
Business plan summary................................................................................................................39
Sales and Profit information.........................................................................................................40
Strategic and operational goals...................................................................................................41
Feedback Overview.......................................................................................................................41
ABC Service Offering.....................................................................................................................42
ABC Client Base – B2B...................................................................................................................45

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Task 2 – Develop a business plan

Task summary and instructions

What is this You are a Business Development Manager, recently employed by

assessment task ABC Contact Services Pty Ltd (Refer to Appendix 1).
about?
The Managing CEO of the company asked you to:
 Review the current business operations
 Conduct an internal and external business analysis
 Develop a draft business plan and consult with stakeholders
before you finalise it
 Review the implementation of the business plan

This task will focus on reviewing the business environment and

writing the business plan.

Please refer to Appendix 1 – Scenario and Appendix at the end of

this assessment document to complete this task.

This task comprises of the following assessment methods:

o Product-based ☒
o Direct observation of Role-Play ☒
o Case Study ☐
o Other (specify) ☐

It has been designed to evaluate your ability to/competency in:

 Identify organisational and legislative frameworks relevant to the

development of a business plan
 Review market requirements for the organisation's products and
service
 Identify and assess business requirements, objectives,
competitors and established plans
 Develop performance objectives and measures for a business
plan in consultation with relevant stakeholders
 Identify financial, human and physical resource requirements for
the business
 Develop business plan
 Communicate the business plan to all relevant stakeholders
 Test performance measurement systems and refine, where

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 Task summary and instructions

required
 Provide an analysis of the strengths and weaknesses of the
business plan

Your assessor will be looking for demonstrated evidence of your

competency in the above.

You are required to address the following:

 Task 2.1 Prepare to write the business plan
o The Case Study and consult with stakeholders to understand
the business environment and requirements of the business
plan
 Task 2.2 Business Plan
o Write the business plan
 Task 2.3 Communicate the business plan
o Communicate the business plan and gather feedback
o Determine strengths and weaknesses of the business plan

Although the assessment requires group collaboration to simulate a

work environment, the assessment submission is individual and will
be marked as such.
What do I need to do  submit the completed assessment tasks, according to
to complete this task instructions,
satisfactorily?  complete the tasks with sufficient detail and present them in a
professional manner,
 use your own words and reference sources appropriately,
 meet the word count where required,
 use the scenario provided,
 use the templates provided where required,
 for your performance to be deemed satisfactory in this
assessment task you must satisfactorily address all of the
assessment criteria,
 if part of this task is not satisfactorily completed you will be
asked to complete further assessment to demonstrate
satisfactory performance.

Specifications You must deliver/participate in:

 Briefing session in week 2

 Consult with the trainer and assessor and other classmates when
preparing the business plan. They will play the role of
stakeholders in the simulated work environment

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 Task summary and instructions

 Feedback session in week 4

You must submit to GOALS

 Planning notes
 Business plan
 Feedback Form x 2
 Business Plan's strengths and weaknesses analysis
 Email
Resources and • Computer with Internet access
equipment • Access to Microsoft Office suites or similar software
• Learning material
• Scenario for assessment as provided
• Appendices as provided
• Relevant policies and procedures as provided
• Templates as provided
Re-submission You will be provided feedback on your performance by the Assessor.
opportunities The feedback will indicate if you have satisfactorily addressed the
requirements of each part of this task. If any parts of the task are
not satisfactorily completed, the assessor will explain why, and
provide you written feedback along with guidance on what you must
undertake to demonstrate satisfactory performance. Re-assessment
attempt(s) will be arranged at a later time and date. You have the
right to appeal the outcome of assessment decisions if you feel that
you have been dealt with unfairly or have other appropriate grounds
for an appeal. You are encouraged to consult with the assessor prior
to attempting this task if you do not understand any part of this task
or if you have any learning issues or needs that may hinder you
when attempting any part of the assessment.

Complete the following activities:

You are a Business Development Manager, recently employed by ABC Contact Services Pty Ltd
(Refer to Appendix 1).

ABC does not have a current formalised business plan. The company has grown substantially in
the past years, and management had little time to dedicate to a formal planning process.

The CEO hired you to apply appropriate techniques and proper documentation to formulate and
document the business plan.

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The CEO asked you to develop a business plan to support three or more of the
following strategic priorities:

 Improvement of customer service operations to enhance the reputation of the business as a

quality service provider (differentiation strategy)

 To establish a culture of innovation to support continuous improvement

 Competitive pricing through the progressive decrease of operational costs

 To increase market share for services to SMEs by 7% by the end of the next financial year

 To expand the business footprint interstate by open a second headquarter in Sydney by the
end of 2022

 To use digital marketing strategies to drive an overall increase in sales (min. 30% across all
products) in 2022

 To increase sales of the live virtual reception services: 20% in two years

 To establish the brand as one of the top three in the Australian market in the next three
years

When developing the business plan, use the information gathered from your research and your
planning skills to determine the best objectives, timelines and resources for your plan.

Task 2.1 Prepare to write the business plan

Prepare to attend a briefing session with the trainer and assessor in week 2 of class. The trainer
and assessor will play the role of the CEO in the organisation in simulated work conditions.

The briefing session will be an opportunity to:

 Clarify the Case Study (Appendix 1)

 Review the pre-existing strategic, business and operational directions of the organisation.
 Analyse and interpret the business vision, mission, values and objectives in consultation
with the CEO.
 Understand the market requirements for the product or service and discuss possible
customer needs.
 Discuss what strategic priorities the business plan will support and confirm them.
 Discuss the organisational and legislative framework relevant to the development of the
business plan.
 Identify the key performance objectives and measures for the business plan.
 Obtain approval from the CEO to proceed with the business planning process.

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To prepare for the briefing session:

 Read Appendix 1
 Briefly research the industry and market in which the organisation operates
 Determine the focus of the business plan

Attend the briefing session.

Duration: 60 minutes

The trainer and assessor will validate your participation in the briefing session and provide
feedback in the marking sheet.

In their role as CEO, the trainer and assessor will provide approval to proceed with the business
planning process and document the approval in the marking sheet.

If you are absent from class, it is your responsibility to make alternative arrangements with the
trainer and assessor to attend a briefing session in the simulated work environment.

Summarise the content and outcome of the session in the planning notes below.

Planning Notes
About the company
See Page 27/28 of Scenarion 1 below
Industry and background.
(30-50 words)
Organisational and Research:
legislative framework
relevant to the What are Organisational and legislative framework relevant
development of the to the development of the business plan
business plan.
Look at your online Resources
Mission, vision,
values and
objectives.

Summarise them and interpret Summarise from Pages 29/30 of Scenarion 1 below
them. What do they mean for the
company?
For example: if quality is a value,
everything the company does
should be guided by quality (for
instance, superior customer
service).

(40-80 words)
Market and customer
Look at Page 42/43/44 Below - ABC Service Offering
Outline of the market and
customers.

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 Planning Notes
Identify key competitors.
(40-80 words)
Strategic priorities.
Select from Page 29/30 Under Vision, Mission, Values -
Strategic priorities the business
plan will support (30-50 words)
Key performance Select from Page 29/30 Under Vision, Mission, Values -
objectives and Key – business objectives
measures for the  To take on the opportunity to serve microbusinesses
business plan.  To increase brand awareness
 To promote brand position through satisfaction rates
List 3-4.
over competitors
 To increase market share for services to SMEs by 7% by
mid-2021
 To open a second headquarter in Sydney by the end of
2020 (maintaining the executive branch in Melbourne
but mirroring the operational systems and structure in
Sydney)

Other

Optional

Task 2.2 Business Plan

Develop the business plan.

 When developing the business plan, it is advisable to brainstorm ideas and conduct research
work in a group setting to simulate a real work environment where you would work with
different stakeholders, use a diverse range of expertise and seek inputs from others.
 Consult with the trainer and assessor (the CEO in the simulated work environment) and
other classmates (who will play the role of different stakeholders in the organisation in
simulated work conditions). The trainer and assessor will validate that consultation occurred
on the marking sheet.
 Provide an appropriate reference when sourcing information.
 Use Template 1 and follow the instructions.

Template 1 -Business Plan

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Executive Summary
This part is developed last in your business plan and should provide a summary of what the business plan covers, and it should
focus on:

 The description of the business concept and the business

 A summary of the business opportunity that the organisation is exploiting
 The products or service offered
 The target market/s
 The key competitive advantage of the business
 The management/entrepreneurial team that is implementing the business plan

(100-150 words)

Decide from Pages 30, 31, 32 Below -

About the industry

The Business
This section provides an overview of the business.

 What is the nature of the business? In what industry does it operate? What product and services does the business offer?
What is the key market?
 Company structure and ownership

(80-150 words)

Decide from Pages 30, 31, 32 Below -

About the industry

The Industry
Present the status and prospects of the industry, trends, entry barriers, opportunities and threats. What is affecting market growth?

(Min. 100-150 words)

Decide from Pages 30, 31, 32 Below -

About the industry

Legal Considerations
Identify legal and regulatory requirements. Include any insurance, license, trademarks and permit that is needed to operate the
business.

(40-80 words)

Try – Click to research below

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Consumer rights & guarantees | ACCC

Customer service guide | NSW Fair Trading

Concepts, Products and Services

A description of:

 The concept of the business, what type of business the organisation is in or intends to enter. Business model/s: B2C, B2B.
C2C, C2B or B2G.
 The products and/or services that are offered by the business.
 For each product and/or service summarise critical information such as key features, application, delivery system, any
strengths and weaknesses, key differentiators from competitors (to support a unique selling proposition). The use of a table is
recommended.
 IP (if applicable)

(80-150 words)

Look at Page 42/43/44 Below - ABC Service Offering

Vision
Outline the company vision.

Summarise from Pages 29/30 of Scenarion 1 below

Mission and Values

Provide the company mission and values.

Summarise from Pages 29/30 of Scenarion 1 below

Strategic Objectives
Define the strategic objectives of the business for the short and long term (include target dates). For each objective, have
performance objectives and relevant KPIs.

 Note: long term objectives 2-5 years; short-term objectives 1-2 years.
 Note: short term objectives are often milestones to achieve longer-term objectives.

Determine and define 2 long-term and 3 short-term objectives. For each objective, outline the performance objective and determine
one KPI.

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Strategic Target date or Performance KPI
Objectives timeframe Objective
Example: 2 years from the date of Review product X to add key new Augmented product X to be
Increase market share by implementation of the features that make it more user ready within 6 months from
20% for X product in the business plan friendly for clients, with no R&D start date
next 2 years variation in production cost. R&D Pricing strategy to be met:
project to be completed within 6 zero increase in production
months, with the launch of the cost; no variation in sale
augmented product to be price.
delivered in the first year. 20% increase in sales by
Increase in sales by 20% within 20%
the end of the second year.
Long Term
Within the · become the leader
Example next ten year in contact service
services for Medium
Size Enterprise in
Australia

Short Term
2 years from the increase brand
Example implementation of awareness
the business plan
Etc...... Etc……. Etc…….

Support to the company vision, mission and values:

Outline how the strategic objectives support the company vision, mission and values (40-80 words).

Operations
 Identify productivity and performance targets (3) for key result areas such as:

o efficiency measures

o input measures such as staff time or dollars allocated

o outcomes measures

o qualitative indicators such as feedback from customers, the effect in the broader market or competitors, staff reports

o quantitative indicators, such as numbers produced and sold, turnover, customer satisfaction ranking, lower staff turnover

(50-100 words)

Research Page 41 Below

Strategic and operational goals

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Workforce
Provide an overview of the workforce in the company at different levels (for example, management and operational staff),
highlighting critical areas of strengths and weakness.

Identify the human resource requirements to implement the business plan (for example, hiring new staff, outsourcing some
services, or training).

(50-100 words)

ABC Departments – Research Page 26 to 28 Below

Potential Risks
Outline key risks (5) in implementing the business plan and a high-level strategy to manage them (30-50 words/risk).

Risk Risk Management Strategy (min. 30 words/risk)

Example:
Liquidity – the current cash flow of the In order to mitigate the risk of low cash flow, the business should change the
business is low as clients can pay in 60- 90 terms of payment policy from 60-90 days to 30 days. Only loyal customers with
days. The business has cash locked in a good credit records, should be allowed to pay in 60-90 days. Cash discounts could
long-term deposit. be given for payments within 30 days. Additionally, it is recommended that the
company switches from long term to short term deposits.

Research Page 38 - Risks summary

The current market

Provide an overview of the current market. Address:

 Market opportunity and potential (such as growth and trends)

 A summary of a PESTLE analysis (Political, Economic, Social, Technological, Legal, Environmental) to provide an overview of
the general business environment
 Target market (2 key customer segments with description and identification of their needs)
 Level of competition (how competitive is the market? Who are the main competitors? What are their strengths?)

(100-150 words)

Marketing Overview – Page 38 or any other PESTLE analysis (See your resources)

Marketing strategy

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Summarise the marketing strategy in the table provided below.

(150-300 words in total)

Marketing Strategy -Summary

Target Customers
Describe the customers you are targeting.
Example: their demographic profile (e.g., age,
Research Page 46/47 – Product Client Base
gender), psychographics profile (e.g., their
interests) and their precise wants and needs as
they relate to the products and/or services you
offer.
Unique Selling Proposition (USP) Example Only:
Having a strong, unique selling proposition Here are a few particularly great examples of Unique
(USP) is critical as it distinguishes your company Selling Propositions.
from competitors. Avis. “We're number two. ...
FedEx Corporation. “When it absolutely, positively
has to be there overnight.” ...
M&Ms. “The milk chocolate melts in your mouth, not
in your hand.” ...
DeBeers. “A diamond is forever.” ...
Domino's Pizza
Unique Selling Proposition Examples | NASP Sales Training
Pricing and positioning strategy Research:
Detail the positioning you desire and how your Pricing and positioning strategy for a contact
pricing will support it.
centre – Also use online resources
Distribution Research:
This is about how customers will buy from you. Distribution strategy for a contact center -
Also use online resources
Your Offers Research:
Offers are special deals you put together to Contact Centre Customer Offfer Examples
secure more new customers and encourage past
customers to return.
Marketing Material Examples:
Your marketing materials are the collateral you Website
use to promote your business to current and
prospective customers. Among other things,
Bill Boards
they include your website, print brochures, Complimentary Cards
business cards, and catalogues. Etc..............
Outline your considerations for marketing
material that will support the marketing
strategy.
Promotional Strategy Examples:
This is about how you will reach new customers Advertising

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 Marketing Strategy -Summary
or create loyal customers. Word of Mouth
This includes your online strategy and referral
Generous Discounts, Etc...........................
strategy.
Retention strategy Research:
How do you get existing customers to buy more Customer Retention Strategies –
often?
8 Highly Effective eCommerce Customer Retention
Strategies (rockcontent.com)

Outline a step by step action plan with critical milestones for the implementation of the marketing strategy. Include roles and
responsibilities.

(6-8 activities)

Activity Responsibility Timeline KPI (Min.1)

Example: Content creation for Marketing Officer Ongoing for 2 years 2 posts/week
LinkedIn posts to promote
the company
Online Marketing Ongoing 3 posts/week
Promotion Officer for 2
creating years
websites
contents to
promote
services
Create digital Marketing Ongoing for 2 2 posts/week
platforms Officer years
Publish Marketing Ongoing 2 posts/week
industry Officer for 2
Magazines and years
Press Coverage

Create digital Marketing Ongoing for 2 2 posts/week

platforms Officer years
Publish Marketing Ongoing 2 posts/week
industry Officer for 2
Magazines and years
Press Coverage
Etc Etc Etc Etc

The Finances

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Develop a high-level financial plan to support the business financial standing and determine financial targets to measure progress
towards the achievement of the business plan objectives.

Finance required – period: < Add period> EXAMPLE

Develop a budget for the business plan (15-20 cost items).

Cost Item Quantity Estimated Cost

Extra Staff 4 $ 24,000
Digital Software 2 $ 12,000
Etc............................ Etc............. Etc..............

You Decide

Total $...........................................
Estimated revenue in the period
(for all the products and service
considered in the business plan):

Break-even analysis
Perform a break-even analysis for one product or service. Include the process you followed and the results of your analysis in this
section.

Specify what product or service you have chosen.

Product or Service: <Add>

Explain the process of Break-Even Analysis, to answer this question

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Appendix
Use this section to list the source of any data/information that was used to develop the business plan.

Company Information/Online Resources/Research ??????????????? You decide

Task 2.3 Communicate the business plan

A. Consultation

Circulate the business plan for feedback:

 Schedule a time with the trainer and assessor in week 4 of class.

 Ask two of your classmates to play pertinent stakeholders in the organisation and review
your business plan in simulated work conditions: a business partner and a financial
controller.
 The review will be in a meeting setting where you will present/illustrate the business plan
developed in Task 2.2.
o Presentation time (when you illustrate the plan and engage with the stakeholders) is 20
minutes.

o Feedback time to complete the feedback form is 10 minutes.

o The feedback will cover:

 The strengths and weaknesses of the business plan, including a recommendation for
improvement.

 A review (test) of the performance management system you included in the business
plan.

 An analysis of the effectiveness of the business plan: is it realistic? Do you have

enough resources to implement it? Does it align with the strategic direction of the
company? Etc…

 Present/Illustrate your plan (sharing your screen in a zoom meeting or showing the plan
from your laptop, for example)

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 Your classmates will play the role of pertinent stakeholders in the organisation (a business
partner and a financial controller). They will listen to your presentation, ask for further
information and provide feedback.
 Provide the stakeholders with the feedback form (Template 2) before the presentation in
soft or hard copy to take notes.

 Ask your classmates to complete the feedback report, sign and date.

 Provide evidence that the feedback reports were completed: a scanned copy of the two
forms attached to your submission.

 Take the feedback received into consideration and finalise the business plan in Task 2.2
before submission.

The trainer and assessor will validate that the feedback session took place on the marking
guide.

If you are absent from class, it is your responsibility to make alternative arrangements with the
trainer and assessor to conduct the feedback session.

ROLE PLAY WITH ANY OF YOUR AVAILABLE PARTNER TO COMPLETE THIS SECTION

Template 2 -Feedback Form

Author of the Student Name:
Strategic Plan Student ID:
Student Providing Student Name:
Feedback Student ID:
Date of the
presentation
Duration of the
presentation
Strategic Plan Feedback Comments
Section Positive feedback and areas to
improve/update/
refine/complete.
Note: must be completed
Executive Summary Strongly agree ☐
Agree ☐
The executive summary Neutral ☐
provides an overview of the Disagree ☐
business plan.
Strongly disagree ☐

The Business

This plan provides

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Author of the Student Name:
Strategic Plan Student ID:
Student Providing Student Name:
Feedback Student ID:
Date of the
presentation
Duration of the
presentation
Strategic Plan Feedback Comments
Section Positive feedback and areas to
improve/update/
refine/complete.
Note: must be completed
comprehensive information Strongly agree ☐
about the business structure, Agree ☐
nature of the business, vision Neutral ☐
and mission, industry, strategic Disagree ☐
objectives, legal
Strongly disagree ☐
considerations, products and
services, operations, workforce
and risks that are relevant to
the development of the
business plan.

By reading this section, the

reader is provided with
relevant information about the
business that informs the rest
of the plan.
Strategic Objectives Strongly agree ☐
Agree ☐
The strategic objectives are Neutral ☐
clearly defined and align with Disagree ☐
the strategic priorities of the
Strongly disagree ☐
organisation.

The performance objectives

are pertinent to the strategic
needs, and the KPIs ensure
targets Vs actuals can be
monitored effectively.
Performance measurement Strongly agree ☐
systems. Agree ☐
Neutral ☐
The performance measurement system for

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Author of the Student Name:
Strategic Plan Student ID:
Student Providing Student Name:
Feedback Student ID:
Date of the
presentation
Duration of the
presentation
Strategic Plan Feedback Comments
Section Positive feedback and areas to
improve/update/
refine/complete.
Note: must be completed
the business plan is adequate, effective Disagree ☐
and will provide reliable data to monitor
progress towards target. Strongly disagree ☐

Marketing

The overview of the current

market is informative and Strongly agree ☐
accurate. Agree ☐
Neutral ☐
The entry/growth strategy is Disagree ☐
well defined and supports the
Strongly disagree ☐
strategic directions of the
company aligning with current
operational capabilities.

The marketing strategies are

well structured and potentially
effective.
Financial

The budget will support the

implementation of the plan.

The budget is realistic and in

line with the financial
capability of the organisation.
Strongly agree ☐
The break-even analysisis Agree ☐
performed providing useful Neutral ☐
insights to support the Disagree ☐
planning and monitoring
Strongly disagree ☐

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Author of the Student Name:
Strategic Plan Student ID:
Student Providing Student Name:
Feedback Student ID:
Date of the
presentation
Duration of the
presentation
Strategic Plan Feedback Comments
Section Positive feedback and areas to
improve/update/
refine/complete.
Note: must be completed
process.

Further comments on presentation style, ability to engage the audience and clarity of
the content of the plan. <This part must be completed>

B. Strengths and Weaknesses Analysis

Analyse the strengths and weaknesses of the business plan based on the feedback received
in Task 2.3A.
Outline two (2) strenghst and two (weaknesses). Explain how you would improve the
business to respond to the identified weaknesses. EXAMPLES ONLY

Strengths Weaknesses
 Large market share  Too many levels of reporting in the
 Positive relationships with customers organizational structure

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 Strengths Weaknesses
 Leadership in product innovation  Lack of involvement from top
 Excellent customer service plan management in developing a new
service
Etc......................................
Etc…………………………………..

Response to weakness We can do better!!

C. Email

Write an email (Template 3) to relevant parties (managers/supervisors of department

impacted and/or involved by the business plan ) and brief them about the plan:

 Outline the content of the plan

 Be clear to ensure understanding of performance requirements and timeframes

 Attach the business plan to the email

The text of the email should be in grammatically correct English, written in an appropriate
(polite, business-like) style.

(100-150 words)

Template 3 -Email
Email to relevant parties
To: managers ???????????
Cc: supervisors ????????????????
Bcc: involved ???????????????????
Subject: ?????????????????????????
Date email is sent:????????????????????
Attachments:????????????

Up to you!!!

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Appendix 1 – Scenario

XYZ Pty Ltd, trading as ABC Contact Centre Services Ltd (ABC), is an Australian owned and
operated contact solutions company, with headquarters in Melbourne, Victoria. Founded by Ms
Jacinta White in 2017, offering a range of contact centre services to small to medium
businesses, ABC employs a team of customer service and support specialists highly experienced
in the industry.

ABC is governed by a Board of Directors, who oversee operational compliance and provide
guidance and support to the CEO and Executive Team. The company has been successfully
operating since January 2017, with a brand that is now synonymous with efficiency, quality,
and exceptional service.

ABC provides reliable reception, contact handling and customer support services at affordable
rates to SMEs requiring efficient and affordable solutions for their contact management needs.

The 3-levels contact centre facilities at Collins Street, Melbourne, includes comfortable office
spaces, two conference rooms, and a state-of-the-art call centre with a capacity for 50 staff.

The call centre operates 24/7, providing inbound and outbound contact management for a
range of industries, business types and service structures, both B2B and B2C. Our team of
highly qualified customer service and support specialists can provide reliable and high-quality
services quickly and cost-effectively.

ABC Organisational Chart

Board of Directors

CEO

Sales & Marketing Contact Centre

HR Manager Finance Manager
Manager Manager

Sales & Marketing

HR Assistant Contact Centre Team Finance Team
Team
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Systems & IT Officer
27
ABC Departments

Board of Directors

 Jacinta White (CEO and Founder) – she has 100% ownership of the company.
She has worked in contact centres for 15 years, covering different roles. She has
extensive knowledge of the industry.
 Samuel White – Chairman
 Jacob Red – Non-executive Director (experienced in contact service centres)
 Ramona Green – Non-executive director (experienced in small business management)

Finance Department

 Finance Manager (Full time Ongoing) – has worked as Finance Executive in small
businesses for the past ten years.
o Financial Officer x 1 (0.8 FTE, ongoing)

Duties include strategic financial management, risk management, accounts receivable, accounts
payable, invoicing, payroll, financial record keeping and reporting, preparation and payment of
taxes/fees, cash flow management, external contract management and all elements of financial
and legal compliance.

Human Resources Department

 HR Manager (Full Time Ongoing) – the first job at the executive/managerial level.
Good experience in HR developed in the past seven years of work.
o HR Assistant (Part-Time, Ongoing)

Duties include strategic HR planning, recruitment and selection, compensation and benefits,
employee relations and support, training and development, internal communications
management, performance management support, termination of employment, record keeping
and reporting, safety including OH&S and fair work law compliance, facilities and maintenance
management, procurement, legal compliance, industrial relations, policies and procedures
management.

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IT services

 Systems & IT Officer

IT services include server hosting, network installation and management, provision,

maintenance and update of all software and licenses, database administration (including client
and staff files), data management, data protection compliance and systems security and
technical support and maintenance/repair of software and hardware.
Note: The IT Services Officer reports to the Contact Centre Manager.

Sales and Marketing Department

 Sales and Marketing Manager (Full Time, Ongoing) – highly experienced in marketing
(including digital marketing but new to the contact centre industry)
o Marketing and Sales Officer x 2 (Part-time, Ongoing)
o Marketing and Sales Officer (Full time, Ongoing)
o Graphic Designer and web developer (Contractor)

Duties include strategic marketing management, external communications management,

graphic design, social media management and content creation, market research and public
relations.

The Marketing Manager is responsible for client account management (business relationships)

Contact Centre

 Contact Centre Operational Manager (Full Time Ongoing) – highly qualified contact
centre manager with over ten years of industry experienced.
o Contact Centre Floor Supervisors x 4 (Full time, Ongoing)
o Contact Centre Agents (number vary from 25 to 50 depending on workload.
ABC tries to employ all agents through employment contract (temp and
ongoing); however, contractors (under temp contracts) may be employed to
respond to periods of a high level of work.
o Front Desk Officers x 2
o Quality Assurance Officer (Ongoing, Part-Time)

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Duties include: managing calls (inbound and outbound), maintaining communication equipment,
reporting problems, accomplishing results as agreed in the contract with the client. Reception
duties. Review of quality standards and process effectiveness.

Contact Centre - definition

A call centre or contact centre is a centralised office used for receiving or transmitting a large
volume of requests by telephone and computer. A company operates an inbound call centre to
administer incoming product support or information enquiries from consumers. Outbound call
centres are operated for telemarketing, solicitation of charitable or political donations, debt
collection and market research.

A call centre has an open workspace for call centre agents. Work stations include a computer
for each agent, a telephone set/headset connected to a telecom switch, and one or more
supervisor stations. It can be independently operated or networked with additional centres,
often linked to a corporate computer network, including mainframes, microcomputers and
LANs.
The contact centre is a central point from which all customer contacts are managed. Through
contact centres, valuable information about the company are routed to appropriate people,
contacts to be tracked, and data to be gathered. It is generally a part of a company's customer
relationship management. Most large companies use contact centres as a means of managing
their customer interaction. These centres can be operated by either an in-house department
responsible or outsourcing customer interaction to a third-party agency (Outsourcing Contact
Centres).

(Source:
https://en.wikipedia.org/wiki/Call_centre )

Vision, Mission, Values

Vision Statement

ABC Contact Services' vision is to be the industry leader in providing efficient, reliable and
affordable contact management solutions to our clients.

Mission Statement

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Our aim is to establish ABC Contact Services as the company that always exceeds expectations
through:
o Consistently delivering quality services

o Optimising quality to ensure efficiency and reliability

o Providing a range of affordable services to our clients

Values
At ABC Contact Services we value:

o Quality

o Integrity

o Accountability

o Respect for diversity

o Innovation

o Continuous Improvement

Key - Organisational strategic objectives

 To lead the market for excellence in customer service

 To become the leader in contact service services for Medium Size Enterprise in Australia
within the next ten years

 To establish a culture of innovation, that values diversity

 To enhance sustainable work practices in financial, social and environmental matters

Key – business objectives

 To take on the opportunity to serve microbusinesses

 To increase brand awareness

 To promote brand position through satisfaction rates over competitors

 To increase market share for services to SMEs by 7% by mid-2021

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 To open a second headquarter in Sydney by the end of 2020 (maintaining the executive
branch in Melbourne but mirroring the operational systems and structure in Sydney)

About the industry

(Source: https://www.fifthquadrant.com.au/cx-spotlight-news/australian-contact-centre-
benchmark-report-industry-striving-to-improve-cx )

Fifth Quadrant has just released its 2018 Australian Contact Centre Benchmark Report, which
reveals that almost three-quarters of the industry (73%) strives to improve customer
experience (CX) through technology that optimises agent performance and delivers a more
customer-centric channel offering.

Despite these efforts, contact centres are still facing challenges, with nearly a third of
respondents (31%) claiming they lacked sufficient resources to meet business needs and
almost half (45%) struggling to improve efficiency.
"We're seeing contact centres invest more in CX," said Stephanie Bauer, Head of CX Consulting
at Fifth Quadrant. "An overwhelming majority (86%) of contact centres expect to either
maintain or increase their operating budgets next year."

While the awareness of the importance of CX and the amount spent on it are both up, there are
areas for improvement. "When it comes to meeting CX demands, we note that almost half
(43%) of contact centres are not using a workforce management tool which is critical for
optimising resources and service outcomes in the complex, multi-channel environment," Bauer
said.
The 2019 Australian Contact Centre Benchmark Report surveyed 143 Contact Centre Managers
and Executives across a wide range of industry segments, including Government, Health and
Education, Financial Services, Services including Utilities and Telcos, and Consumer Products.
Key findings from the survey include:

 Overall growth in 2020 is expected to be 5%

 Outsourcing continues to grow, and the majority of organisations now prefer on-shore
locations for outsourcing (78%)

 Phone interactions have decreased slightly as the increase of multi-channel interaction

continues, although Australians still prefer voice by a wide margin (71% of interactions were
over the phone)

 Organisations are focusing on retaining staff through flexible work arrangements such as
working from home

 The technology that will see the most investment this year is webchat (31%)

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Although most Australian organisations surveyed operate one contact centre, this is trending
slightly downwards as the use of multiple contact centres rises. The Financial Services industry,
in particular, is seeing a marked increase in the use of multiple centres. The number of contact
centre seats is also rising, with the biggest growth seen in centres operating 20-99 sets.
Services organisations, including Utilities and Telcos continue to operate the most significant
number of seats.
Cost of Operations & Revenue Generation

The study reveals that Australian contact centres are willing to spend more to improve their
operations. Organisations are spending the most on Human Resources with over a third of
respondents planning to increase their overall budgets this year. The need to increase budgets
can be correlated with the widening awareness of the importance of CX. The majority of
revenue is generated via inbound contacts, but outbound revenue generation is on the rise.
Outsourcing

Almost a quarter of organisations are outsourcing some contact centre functionality to third-
party providers with after-hours contact as the most commonly outsourced function.
Government, Health and Education is the most likely sector to outsource after hours, and
Financial Services is the least. Over three-quarters of organisations utilise on-shore outsourcing,
with the majority of outsourcing used for after-hours contact. Due to differing time zones,
offshore locations are preferable for after-hours contact. The most used countries for
outsourcing for Australian organisations are The Philippines and India, although the Philippines
has seen a drop-in use in the past four years.

The Rise of the Multichannel

In 2018, the rise of the multi-channel will continue as organisations plan to expand the number
of customer interaction channels available. While almost all organisations will continue
investment in phone and email as primary channels, there will be marked increases in the use
of social media, self-service, web chat, SMS, smartphone apps and chatbots. This reflects a
trend seen in the US, where digital channels are slowly superseding the phone in the contact
centre. It is thought that Millennials' preference for digital channels is driving this change.
Technology

Organisations are continuing to use technology as a means to improve CX. The most commonly
used technologies are interactive voice response, followed by call recording, automatic call
distributor, an E-learning system and Customer Relationship Management (CRM) tools. Around
two-thirds are using a knowledge/content management system or customer survey tools and
approximately half are using workforce management tools. The least used technologies are
biometric identification, video, and speech recognition/ analytics.

"The rise in digital channels can be seen in the tech that organisations are purchasing," said
Bauer. "Almost a third of contact centres are investing in web chat technology, and we predict

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that by 2020 81% of Australian contact centres will be using this technology. Overall, it is good
to see Australian contact centres both acknowledging the importance of CX and investing in
tech-driven ways to improve it."

(Source: IBIS world: https://www.ibisworld.com.au/industry-trends/market-research-reports/

administrative-support-services/call-centre-operation.html )

The Call Centre Operation industry has performed well over the past five years, despite
intensifying competition from offshore operators. Many client businesses have been outsourcing
their marketing, information and customer interaction services to offshore call centres,
particularly in India and the Philippines. Offshore firms in these countries generally operate with
far lower labour and overhead costs, and these cost savings can be passed on to Australian
client businesses in the form of lower prices. However, a large number of local businesses and
government agencies continue to use domestic call centre services. An emphasis on high-
quality and value-added services has benefited industry participants over the past five years.

Industry Statistics & Market Size

 Revenue $1bn

 Annual Growth 13-18 3.4%

 Employment 11,070

 Businesses 559

Industry Threats & Opportunities

 Industry firms have benefited from greater demand for quality local call centre services

 Revenue is influenced by demand, business confidence and consumer sentiment

 Total business profit and business process outsourcing are forecast to increase steadily

Positioning

ABC Contact Services provides reliable, dependable, 24/7 reception, contact handling and
customer support services at an affordable rate. The client's contact needs are genuinely taken
care of, increasing time resources to attend to other crucial business areas.

ABC's current market share of B2B contact services contracting in Australia is 3%. The company
has been successfully operating since 2017 and has grown its customer base by an average of
25% in each year in operation.
A situation analysis report revealed that ABC is very well placed to increase market share to 7%
by mid-2021, focusing on contact services provided to micro-businesses. While there are many
competitors in the market, the points of difference for ABC are the consistent and reliable

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quality of service, with price as a secondary selling point. Most competitors fail to meet
customer service level expectations (90% and above), while ABC maintained good results.
Client satisfaction measures from market analysis (separate from customer satisfaction data
from the optional end of call interviews) indicate that ABC consistently meets or exceeds
expectations. However, brand awareness itself is not high among non-clients; other brands
perform similar services and have higher recognition levels.
ABC's brand and positioning have developed slowly until now. Still, the growth of the market
and the improved service levels of the contact centre present a prime opportunity to increase
market share by increasing brand awareness for reliability and quality among micro-businesses
in Australia.
Uniqueness drivers

 Reliability of service

 High levels of customer satisfaction

 24/7 operation

 Increase focus on B2B contracts with Micro-businesses

 Australian owned and operated

 Range of services that can support a variety of clients' needs

Financial
Having just passed 4 years since beginning operations, ABC's financial health is steadily
improving from the start-up phase in the first year in operation.

The Profit and Loss for the past two financial years are reported below:

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 ABC Contact Service
Income statement
for 12 months ending

2018/19 2019/20
Revenue
Sales 9,980,100 11,613,600
Less Cost of goods Sold 3,106,680 3,650,000

Gross Profit 6,873,420 7,963,600

Expense
Wages 4,550,000 5,550,000
Superannuation 432,250 527,250
Payroll Tax 190,363 238,863
Rent 450,000 450,000
Advertising 120,000 150,000
Repairs 12,600 12,900
Cleaning 53,000 54,000
Utilities 26,890 35,050
Accounting Fees 58,000 51,000

Insurance 67,530 65,730

Interest 10,987 12,378
Depreciation 124,578 294,485

Total Expenses 6,096,198 7,441,656

Net Profit Before Tax 777,222 521,944

Company Tax 233,167 156,583

Net Profit After Tax 544,055 365,361

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Balance Sheet
2017/18
ABC Contact Service
2019/20 Statement of financial position
as at 30 June

2018/19 2019/20
Assets
Current Assets
Bank 323,721 400,000
Investment Account 1,000,500 1,200,000
Debtors 965,840 1,120,762
Prepayments 33,765 32,865
Total Current Assets 2,323,826 2,753,627

Non Current Assets

IT Equipment 600,000 600,000
Accumulated Depn - IT Equipment (10,000) (250,895)
Motor Vehicle 123,000 123,000
Accumulated Depn - Motor Vehicle (9,500) (19,000)
Furniture & Fittings 86,979 86,979
Accumulated Depn - Furniture & Fittings (6,500) (13,000)
Office Equipment 500,000 520,000
Accumulated Depn - Office Equipment (63,000) (100,590)
Total Non Current Assets 1,220,979 946,494

TOTAL ASSETS 3,544,805 3,700,121

Liabilities
Current Liabilities
Creditors 180,123 105,000
GST Collected 249,503 290,340
GST Paid (18,012) (10,500)
Superannuation payable 108,063 131,813
Payroll Tax payable 47,591 59,716
Company Tax payable 58,292 39,146
Total Current Liabilities 625,560 615,515

Non Current Liabilities

Bank Loan 300,000 100,000
Total Non Current Liabilities 300,000 100,000

TOTAL LIABILITIES 925,560 715,515

RTO Provider 91153 - Cricos Code: 02672K greenwichcollege.edu.au
Equity
Owner Equity / Shareholders Equity 37 120,000 120,000
Retained Earning 1,955,190 2,499,245
Current Year Earnings 544,055 365,361
Total Equity 2,619,245 2,984,606
 Account receivable aging report

31-60 days
Customer Total A/R Current 0-30 Overdue overdue 61+ overdue
1 $ 95,000.00 $ 85,000.00 $ 10,000.00
2 $ 55,000.00 $ 55,000.00
3 $ 35,000.00 $ 35,000.00
4 $ 37,300.00 $ 37,300.00
5 $ 65,000.00 $ 65,000.00
6 $ 70,000.00 $ 70,000.00
7 $ 15,000.00 $ 15,000.00
8 $ 30,000.00 $ 30,000.00
9 $ 51,000.00 $ 50,000.00 $ 1,000.00
10 $ 22,000.00 $ 22,000.00
11 $ 14,685.00 $ 8,370.00 $ 6,315.00
12 $ 70,000.00 $ 20,000.00 $ 50,000.00
Other $ 560,777.00 $ 560,777.00

Total $ 1,120,762.00 $ 1,018,447.00 $ 17,315.00 $ - $ 85,000.00

Cash Flow Statement Data

Current Reporting Period
© www.excel-skills.com.au
Income Statement 2019 2018

Turnover 11,613,600 9,980,100

Cost of sales (3,650,000) (3,106,680)

Gross profit 7,963,600.00 6,873,420.00

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Depreciation (294,485.00) (124,578.00)

(7,134,793.00 (5,960,633.00
Administrative and selling expenses ) )

Interest expense (12,378.00) (10,987.00)

Investment income - -

Profit before taxation 521,944.00 777,222.00

Taxes on income (156,583.00) (233,167.00)

Profit 365,361.00 544,055.00

Dividends paid - -

Retained Earnings 365,361.00 544,055.00

Balance Sheet 2019 2018

Assets

Cash and cash equivalents 400,000.00 323,721.00

Accounts receivable 1,120,762.00 965,840.00

Prepayments 32,865.00 33,765.00

Inventory - -

Portfolio investments 1,200,000.00 1,000,500.00

Property, plant and equipment at
cost 1,329,979.00 1,309,979.00

Accumulated depreciation (383,485.00) (89,000.00)

Property, plant and equipment net 946,494.00 1,220,979.00

Total assets

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 3,700,121.0 3,544,805.0
0 0

Notes:

Cash flow, tax, and other financial health checks on the year's financial data found no
inconsistencies and the organisation to be in good overall financial health.

 During the period, surplus cash flow has been used to retire long term debt
 Depreciation increase is due to the accelerated depreciation, or write down in value, of the
existing assets.

 Overall sales budget are set by the business plan.

 Financial lodgement and payment dates will be met according to ATO:

https://www.ato.gov.au/Business/Reports-and-returns/Due-dates-for-lodging-and-paying/
Due-dates-by-topic/

Risks summary
 Financial risk, if unsuccessful in implementing the strategic and business plan (over-
exposure in a time of growth)

 Abuse of system – ensure clear terms and conditions, fully costed for all possible outcomes.
An internal audit has revealed that policy and procedures need a full review, and legal
advice is required to improve the terms of the contract with customers

 Scope creep in time and staff resources allocated to implementation negatively affecting the
profitability. There is a lack of knowledge of project management practices.

Marketing Overview
Current marketing strategies have included:

 Online promotions – website, blog, social media sites

 Industry press coverage – 2 articles in industry publications since operations began

 Word-of-mouth – encouraging clients to recommend us to their contacts

Overall the online promotions performed the best, as many small companies do their
outsourcing research online and only contact us to discuss purchasing services at the point of
assessing price options. Industry press coverage gained little service uptake, and word-of-
mouth led to only a handful of referrals in 2019-2020.

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On review, the word-of-mouth option was not fully exploited and could work well if expertly
planned for.
Digital marketing has not been fully utilised as an option, and more could be done to develop
and implement an effective public relations campaign.
ABC has not planned and implemented an effective marketing campaign so far. The company
has grown organically since starting up. The Board of Directors strongly believes that the
company can grow successfully, ensuring sustainable business growth for the next 5 years.

Some opportunities that the Board is interested in exploring are:

 New technology

 Strategic alliances

 Differentiation strategy

 Cost-cutting for competitive pricing

 Blue ocean or niche opportunities to differentiate service offering

Business plan summary

This plan contains the outline of the business plan for ABC Contact Services.

The situation analysis revealed that ABC is very well placed to increase market share from 3%
to 7% by the end of 2020/2021 financial year for contact services provided to micro-
businesses. While there are many competitors in the market, the points of difference for ABC
are the consistent and reliable quality of service, with price as a secondary selling point. Most
competitors fail to meet customer service level expectations (90% and above), while ABC has
achieved a 93% average customer satisfaction rate in the last 6 months.

The market opportunity this plan recommends is to develop and run a referral discount scheme
for existing clients, gaining them a discount on their contract renewal price by securing a
contract from a contact. This is to leverage the existing high levels of customer satisfaction into
increased brand awareness, trust and sales.

Marketing strategies to deliver the plan will be through direct marketing to existing clients and a
mix of internet and social media marketing, plus industry-specific promotional activities,
ensuring the most return on the costs of developing and sharing the materials.

Advertising is expected to increase. A financial injection of funds to support strategic and

business planning is recommended.

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1. Budget for an inflation increase of 2% per annum. All cost that is subject to inflation should
reflect this going further.

2. Sales growth is expected to maintain the same growth as the previous year between
2018/19 and 2019/20—Conservative estimate.

3. Expect to hire more customer support agents and call centre team leaders to meet future
growth and demand. Total increase in wages will be $115,000 across 3 new employees by
December 2020.

4. Reduction of loan by $20,000 in the 1st quarter using profits generated by the business.

5. Increase in wages and salary by 1.9% in line with CPI.

6. The expectation is that market share will continue to increase to 7%. This is will be, in part,
achieved by increasing advertising expenditure by 12% (by March 2021).

7. A loan was taken out at the start of 2017 for $300,000. The loan had the following terms:

 For the first year 3.6% would be paid in interest.

 The second year 4.1% would be paid in interest.

 Each year after the second year 5.6% would be paid in interest per annum for the
remainder of the loan period.

Sales and Profit information

Below is information pulled from the previous year's financial reports with detailed expectations
for the following financial year. They include historical expense relationships and any current
statutory compliance requirements.

 Overall sales for the 2020/21 budget are set by the business plan. Sales should be
apportioned across the quarters with the same percentage as achieved in 2019/20. This
was:
2019/2
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4
0

2,305,0 2,987,5 2,791,2 3,529,8 11,613,6

00 00 80 20 00

 Accounting fees have been negotiated to have a 1% increase over last year's amount.
This will be paid in equal parts each quarter.

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 Depreciation is expected to stay the same. This will be accrued in equal parts each quarter.

 Advertising is going to increase as per the business plan. It will be paid in equal parts each
quarter.

 As inflation is increasing the following will also be increasing, as per the business plan. They
will be accumulated in equal amounts each quarter:

o Insurance

o Cleaning and Supplies

o Repairs

o Rent

o Utilities

 Superannuation is 9.5% of wages and salaries for each quarter.

 Company tax is 30% of net profit for each quarter.

 State payroll tax is 4.85%, only when wages exceed $625,000 per annum.

Strategic and operational goals

Organisational and marketing goals/objectives

 Increase brand awareness

 Promote brand position through satisfaction rates over competitors

 Increase market share to 7% by end 2020/2021

 Improve the efficiency of the accounting department by implementing a new

commercially available financial management software.

Feedback Overview

Customer feedback – summary

A series of surveys undertaken with existing customers has outlined the following:

 Courtesy of staff

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  Clients from a different cultural backgrounds did not feel fully understood by operators
(culturally and linguistically), this feedback was reported directly to a business client,
and one major contract was lost.

 Waiting time on the phone could be improved

Staff feedback-summary

 Induction practice is good, but not enough time is dedicated to training new staff

 More breaks are needed during each shift

 Counselling services to support staff are not available

 High turnover of staff prevents the teams from performing at full potential

Review of the current situation and feedback from stakeholder consultation has
identified the following information to be included in the revised plan.

 Amendments to the APP (Australian Privacy Principles) requiring the purchase of more
secure data management software

 A shortfall against the strategic objective: to establish a culture of innovation that values
diversity

 The necessity to change internet service providers to accommodate better coverage

 Revised training and induction programs to support customer service levels

Areas for possible improvement within ABC include:

 Develop management leadership and team-building skills

 Increase staff satisfaction and retention levels

 Explore the use of new technologies

 Opportunities for digital transformation

 Research addition of multi-lingual services

 Address underserved pockets of the market with competitively priced out of hours
services for small volume work
Additionally, data gathered internally and externally has revealed the following:

 Two exit interviews in the previous six months have resulted in feedback that did not
support the organisation's inclusive approach to diversity

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  Continuous improvement logs show instances of innovations suggested not being
followed through or evaluated for use

 Customer Satisfaction ratings remain consistent but could improve

 A new operator has entered the market, with high visibility and promotion

ABC Service Offering

Product and Services

Product/Services Description and Price
Live Virtual Reception This is a permanent reception service offered to B2B customers who
Services cannot afford a 24/7 reception service in their company.
Features include:
 Temporary call diversion and after-hours service.
 It can be used as a permanent or temporary reception service,
and it is delivered from ABC headquarter with the use of expert
agents.
 The service is fully customisable for the business customer (use
of script) and operated 24/7. The customisable option attracts
an additional one-off payment of $500 from customers opting
for this service.
 The use of multi-lingual staff is optional, but it could become a
key differentiator for ABC. Currently, this option is costly as it
requires the employment of specialised staff at a higher rate.
 A key differentiator is the use of message taken and given to
business at a set time. There is no additional cost for this
service. However, the process needs improvement and it is
causing operational delays at ABC.
 The company is exploring the opportunity to offer the service
to micro businesses at a discounted price based on a pro-rata
system (the more the service is used, the more the business
client pays)

Price structure:
The price structure may vary depending on:
 Bundle: how many services the business client has purchased
from ABC (20% discount for 2 services, 30% discount for 3 or
more)
 Duration of the service contract: a locked in contract – for a
minimum of 24 months- attract an additional 5% discount).

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 Product and Services
 Gross Profit Margin: The gross profit margin is on average,
73%.
 ABC can count on such high mark-up thanks to the speed of their
operators
Average price:
 $ 3.00/call received
 $140/months up to 50 calls
 $ 400/month up to 200 calls
Over 200 calls: the client must request a customised quote for the
service.
Market research for Surveys are conducted for business clients who require primary data
business customers for market research.
The surveys are designed by clients and delivered by ABC staff.
The service provides cost savings for the business client who does not
have to assign own resources to the task.
Features include:
 Highly trained staff in market research.
 A full market report is provided to the business client.
 ABC has acquired a high level of expertise in market research.
 The demand for the service is steady and competition is high.
 ABC does not have access to a database of potential respondents
for the market research. The database must be provided by the
client.
Price structure:
The price structure may vary, and clients are invited to ask for a
customised quote.
 The average price for one-week market research, 500 outbound
calls ad reporting is $2,600. The gross profit margin for this
service is 45%.

In sourcing Provide contact centre operators to businesses.

 Operators would work at the premise of the business and be
trained and managed by ABC.
 This service provides a competitive edge for ABC, as they capitalise
on their expertise in call centres.
 The demand for the service is steady but it is found that it could
grow by 10% in the next 3 years.
 There is a threat that competitors may try to occupy that market
space.

Features include:

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 Product and Services
 Staff recruitment and training
 Staff management
 Payroll managed by ABC (the client pays ABC and ABC pays the
operators)

Price structure:
The price is structured by service and by individual operator.

Average price:
 Recruitment $3,000 (flat rate, includes advertisement costs and
recruitment process). This service may run at a loss.
 Training $5,000 (flat rate, includes learning material and operating
manuals
 Operator: $ 35/hour and includes. This cost covers also the staff
management costs
It is estimated that this service provides a gross profit margin of
27.5%.
Inbound customer Managing customer enquiries for business clients.
service
Features include:

The service is customisable:

 Operators trained to o product and process knowledge following
the specification of the business client
 The service includes online chats
 Staff highly trained in handling customers' complaints
 The service can be scheduled (for example: only after hours)

Price structure:
The price is structured by individual operators assigned to the client
company.

Average price:
 $ 25/hour from 9 am to 5 pm- Monday to Friday
 $ 35/hour afterhours
 Additional competency required for the operator (such as multi-
lingual staff) may attract additional costs
 The gross profit margin on this service is, on average,68.5%

Outbound sales This service provides business clients with an opportunity to cold call
services potential new clients or call a list of existing customers, to generate

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 Product and Services
sales and increase the customer base.

This service is provided by many of ABC competitors.

Features include:
 Operators trained to o product and process knowledge following
the specification of the business client
 Operators highly competent in sales techniques
 The service does not include the provision of a contact database

Price structure:
The price structure may vary, and clients are invited to ask for a
customised quote.
The average price for one-week sales campaign, 500 outbound calls
ad reporting is $4,500. The gross profit margin for this service is
38.48%.

ABC Client Base – B2B

You will find a different definition of business sizes; we report the following:

 A Micro Business is a business run by an individual rather than a corporation or larger

company. It can have up to 4 employees before it becomes a small business. Small
business can then be defined as 5 to 19 employees.

 ASIC regulates many businesses that are 'small proprietary companies' (small
businesses), which means a company with two out of these three characteristics:

 an annual revenue of less than $25 million

 fewer than 50 employees at the end of the financial year, and

 consolidated gross assets of less than $12.5 million at the end of the financial year.

 A Medium size business has 200 or fewer employees.

 Large businesses have more than 200 employees.

In Australia Small and Medium Businesses (SME) makeup 97% of all Australian businesses; they
produce 1/3 of the GDP and employ 4.7 million people.

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The B2B market customer base for ABC is provided in the table below:

Product/Services Client base

Live Virtual  Micro-Business 15% (industries include: lawyers, management
Reception Services consultants, designers)
 Small business 65% (industry includes: service industry 55%;
online retailers 40%; education 5%;)
 Medium business 20% (online retailers 60%; service industry
30%; manufacturing 10%)
Market Research for  Micro-Business 20% (industries include: management
Business Customer consultants, designers, online retailers)
 Small business 70% (industry includes: service industry 40%;
online retailers 50%; education 5%; other 5 %;)
 Medium business 10% (online retailers))
Insourcing  Medium business 100% (small manufacturing company with
direct online retailing services)
Inbound customer  Micro-Business 25% (industries include: lawyers, management

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Product/Services Client base
service consultants, designers)
 Small business 75% (industry includes: service industry 45%;
online retailers 55%; education 5%;)
 Medium business 10% (online retailers 60)
Outbound sales  Small business 65% (industry includes: service industry 50%;
services online retailers 50%)
 Medium business 35% (online retailers))

B2B purchasing decisions by the client base are made considering:

 Pricing point (most clients would ask for a quote prior to purchase a service from ABC)

 Most businesses would have a manager in charge of purchasing services

 Most companies would look at the terms of payment (the most popular term of payment
within ABC customers is 30 days from receiving an invoice from ABC; few clients pay
within 60 days, but they may be charged an extra 5% on the invoice for this
arrangements)

 B2B clients are very rational in their decision-making process, and they would consider a
range of factors such as testimonials from other businesses; recommendations; pricing;
quality of service; competency of call centres operators; time ABC has been operating in
the industry; how ABC services meet their business needs; cost savings on own business
operations; quality of business relationships with ABC management)

Sales Data for 2019-2020are reported below (number of services sold/year):

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 Sales Numbers 2019-2020
10
Outbound Services
26

159
Inbound Services
143

1
Insourcing
0

25
Market Research for Business Client
16

200
Live Virtual Reception Services
163

0 50 100 150 200 250

Sales 2019-2020 Sales 2018-2019

Revenue Data for 2019-2020 are reported below (Revenue):

Revenue 2019-2020
$90,000.00
Outbound Services
$237,900.00
$7,503,600.00
Inbound Services
$6,692,400.00
$240,000.00
Insourcing
$-
$130,000.00
Market Research for Business Clients
$83,200.00
$3,650,000.00
Live Virtual Reception
$2,966,600.00

$- .0
0
.0
0
.0
0
.0
0
0 0 0 0
00 00 00 00
0 0, 0 0, 0 0, 0 0,
,0 ,0 ,0 ,0
$2 $4 $6 $8

Revenue 2019-2020 Revenue 2018-2019

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