DEVELOP AND IMPLEMENT
A BUSINESS PLAN
D1.HCS.CL6.05
D1.HSM.CL5.06
D2.TRM.CL9.02
Slide 1
Subject elements
This unit comprises four Elements:
1. Analyse the internal and external business
environment
2. Formulate business plans and strategies
3. Implement the business plan
4. Monitor the business plan
Slide 2
Assessment
Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor
Slide 3
Element 1:
Analyse the internal and
external business environment
Slide 4
Analyse the internal and external
business environment
Performance Criteria for this Element are:

Determine information requirements and undertake
research to deliver relevant information

Consult with all internal and external stakeholders in
the research process

Use research to assist in the prediction of social,
political, economic and technological trends and
developments

Identify and seek assistance and advice from
appropriate experts when necessary
Slide 5
Analyse the internal and external
business environment
Performance Criteria for this Element are:

Review and analyse the existing internal resources and
capabilities

Document and analyse business opportunities and
obstacles based on valid and reliable comparative
market information

Review and analyse current and emerging competitors
for their potential impact
Slide 6
Business planning
A business plan
A business plan is a written document that presents
detailed information about:

The business

Its projected plans and projections
for the future
Slide 7
Business planning
Importance of a business plan

A business plan is the key formal document that sets
out a total picture of how a business will operate

It helps to establish standards for measuring the
success of all aspects of a business
Slide 8
Business planning
Basis of a business plan
The plan is based on:

An analysis of the business’ current situation

Forecasts of future trends within the relevant industry
and economy

Includes results from research into all aspects of the
business operation

Is a logical and structured document
Slide 9
Business planning
Purpose of a business plan
Preparation of a business plan:

Gives a sense of ownership and involvement in the
future of the business

Ensures that the commercial directions planned have
been tested for their viability in the marketplace
Slide 10
Business planning process
Business planning process
The planning consists of three activities:

Core business concept

Feasibility study

Business plan
Slide 11
Business planning process
Core business concept
Defines the essence of a new business idea:

What are the products and/or services your business
will market?

What markets will you target with your products and/or
services?
Slide 12
Business planning process
Feasibility study
In three steps, the feasibility study determines the initial
viability of the core business concept:

Technical feasibility

Market feasibility

Commercial feasibility
Slide 13
Business planning process
Business plan

If the feasibility study indicates that the business
concept is a viable proposition, a detailed business
plan must be prepared
Slide 14
Research process
The Research Process

You need to undertake initial research to determine
your idea is viable before progressing on to a detailed
business plan
Slide 15
Research process
Five steps in the research process

Define the problem

Analyse the situation

Collect information and data

Interpret the information

Decide on a plan of action
Slide 16
Research process
Types of research
Research may include:

Interviewing colleagues and clients

Focus groups

Data analysis

Product sampling

Documentation reviews
Slide 17
Research process
Types of relevant information
Common types of relevant information may include:

Current performance data

Sales and contracts

Forecasted trends and opportunities

Available resource commitments and capacity
Slide 18
Research process
Sources of research information

Trade associations

Unions

Trade journals

Daily newspapers

Internet

Government departments

Local council

Friends, colleagues, business associates

Other associated businesses in the field
Slide 19
Consult with stakeholders
Importance of consulting with stakeholders

Who are possible stakeholders?

Why is it important to consult with them?

What do you require from them?
Slide 20
Key stakeholders
Types of stakeholders
Stakeholders may include:

Customers

Employees

Government agencies

Owners

Suppliers

Strategic alliance partners
Slide 21
Involving stakeholders
Importance of involving stakeholders
Communication throughout the planning, preparation and
delivery of new concepts is vital to ensure that all
stakeholders:

Are involved

Had the chance to contribute ideas

Provide feedback on initial concepts

Understand how concepts will affect them

How concepts interrelate or impacts other stakeholders
Slide 22
Conducting research
When researching information to help facilitate the business
planning process, it is essential to collecting and analysing
information in a wide variety of 'environmental areas' that may
impact on an organisation in the future.
Information must ensure it not only explores:

External environment - what is provided or needed by
competitors and the industry as a whole

Internal environment - what the organisation provides
Slide 23
Analysing the environment
Importance of analysing the environment

What do you want to analyse?

What information do you seek?

Where do you get this information?
Slide 24
Understand external environment
What is market analysis?

Market analysis provides us with the information necessary
to understand what can cause changes in our operational
environment

A prime intent of this activity is to gain a more insightful and
detailed view of the organisation and where it sits in the
overall business and other settings
Slide 25
Analysis of external environment
Analysis of external environment

Competitors

Economic climate

Customer preferences

E-business

Markets
Slide 26
Analysis of external environment
Analysis of external environment

Environment

Technology

Political issues

Legal issues

Social issues and trends
What other external influences exist?
Slide 27
Evaluating market trends
Types of information sources

Why is it important to understand trends?

Which trends and statistics are important?

How can you collect this information?
Slide 28
Evaluating market trends
Types of information sources

Colleagues, supervisors and managers

Representatives

Developing your own industry network

Conferences and seminars

Product launches

Trade magazines
Slide 29
Evaluating market trends
Types of information sources

Industry Publications

Newsletters

Brochures

Advertisements

Government bodies
Slide 30
Evaluating market trends
Types of industry statistics and trends

Types of tourism and tourism businesses

Types and demographics of customers

Top destinations

Hotel occupancy percentages

Reasons for stays

Current industry information

Destination countries

Departure months
Slide 31
Evaluating market trends
Types of industry statistics and trends

Length of stay

Type of organisation for the trip

Transport mode

Accommodation type

Expenditure

Popular tourist attractions

Tourism patterns

Technology
Slide 32
Customer demands
Impact of customer demands

What are common customer demands?

What influences customer demand?
Slide 33
Seeking advise from experts
Before you start your business it is advisable to consult as
many organisations and persons that you believe can inform
and assist you in your planning.

Why is this important?

What types of assistance and advice can be sought?

What are sources of assistance and advice?
Slide 34
Seeking advise from experts
Types of assistance and advice
Assistance and advice from appropriate experts may be
sought for:

Collection and collation of facts and information

Review or verification of facts

Legal or financial advice

Ensure compliance of regulations and laws

Issuing of permits and licences

Strategic planning

Specialist skill sets
Slide 35
Seeking advise from experts
Sources of assistance and advice

Local government agencies

Tourism associations

Non-government organisations

Media personnel including journalists

Copy writer

Professional research organisations

Solicitors
Slide 36
Seeking advise from experts
Sources of assistance and advice

Family

Existing employees

Your existing bank

Your accountant

Financial adviser

Your planning consultant

Your architect

Your local council
Slide 37
Seeking advise from experts
Sources of assistance and advice

Your potential financier (if not your current bank)

Tourism agencies (local/regional/state)

Tourism operators

Shareholders/business partners

Customers

Suppliers

Neighbours and the local community
Slide 38
Analysis of internal environment

Once management have had a thorough look at the
external environment, the focus must be internally
focused

The internal environment is the environment within the
business
Slide 39
Analysis of internal environment
Review internal resources and capabilities

Location including premises

Market share

Turnover

Profitability

Staff

Resources

Future potential
Slide 40
Analysis of internal environment
Internal considerations

Products and or services

Skill level of staff and management

Commitment to growth

Current market share

Level of debt
Slide 41
Analysis of internal environment
Internal considerations

Profit margins

Capacity to produce goods and/or services

Competition

Skills of the owners

Location of the business

Equipment
Slide 42
Analysis of internal environment
Organisational requirements

Access and equity principles and practices

Maintaining ethical standards

Meeting goals, objectives, plans, systems and
processes

Legislated obligations
Slide 43
Analysis of internal environment
Organisational requirements

Management and accountability channels

Manufacturer’s and operational specifications

OHS policies, procedures and programs

Quality assurance and continuous improvement
processes and standards
Slide 44
Analysis of internal environment
Types of resources
Resources can encompass:

Physical resources

Human resources

Financial resources

Intellectual property
Slide 45
Analysis of internal environment
Common resources

Location/premises

Occupational safety and health (OSH) resources

Plant/machinery

Raw materials – used to produce the products or
service

Refurbishment requirements

Staff amenities
Slide 46
Analysis of internal environment
Common resources

Stock and supplies

Storage space

Technical equipment and software

Staffing

Training

Training materials
Slide 47
Analyse the environments
Analyse business opportunities and obstacles

How can you do this?
Slide 48
Analyse the environments
SWOT Analysis

Strengths – what the business does well

Weaknesses – what the business can improve upon

Opportunities – where the business can improve or take
advantage

Threats – where the business may become disadvantaged,
weakened or susceptible
Slide 49
SWOT Analysis
Strengths and Weaknesses

Finance

Production

Resources

Offerings

Marketing

Product life cycle

Business relationships

Relationships with customers

Personnel
Slide 50
SWOT Analysis
Opportunities and threats

Political considerations

Economic considerations

Social considerations

Technological considerations

Legal considerations

Environmental considerations
Slide 51
SWOT Analysis
Opportunities

New markets

New, up-dated or modified products or services

Occasions where new/higher prices may be charged

Problems being experienced by other providers which result
in an opening for you

Closure of an opposition business

Fresh markets now available
Slide 52
SWOT Analysis
Threats

Introduction of new or more severe legislation

Opening of a new competitor

Worsening economic conditions

Staff shortages

Difficulty in obtaining physical resources

An unsettled domestic situation which scares off tourists

Negative comparative monetary
exchange rates with countries
who are major clients
Slide 53
Review current and emerging
competitors
Importance of understanding competitive advantage

Why is this important?

How can you see what competitors are doing?

How can you create a competitive advantage?
Slide 54
Review current and emerging
competitors
Review and analyse current and emerging competitors
Areas of review may relate to:

Volume

Price

Territory

Customer accounts

Trading terms

Market share

Customer satisfaction
Slide 55
Current market situation
Market situation

Total market characteristics - size, growth, trends

Customer needs, perceptions and buying behaviour

Products - service characteristics

Prices

Customer service and distribution

Channels

Communication
Slide 56
Current market situation
Competitive situation

Industry structure

The geographic market in which they compete

Their current marketing performance

Their competitive position

Strengths and weaknesses, and vulnerabilities
of each significant competitor

Their objectives and competitive strategies

Industry profitability
Slide 57
Current market situation
Product situation

For each product/service that the organisation offers,
sales, profits, contribution margins and growth should
be displayed

Product lifecycle and expected demand over the
product’s life should be considered

Growth of the product/service should be
contrasted to total market growth
Slide 58
Joint ventures and strategic alliances
Explore the potential for joint ventures and strategic
alliances.

It may be that there is an opportunity for your business
to form a joint venture or strategic alliance with another
organisation
Slide 59
Element 2:
Formulate business plans and
strategies
Slide 60
Formulate business plans and
strategies
Performance Criteria for this Element are:

Create or confirm enterprise mission, vision and
purpose as the starting point for the business plan in
consultation with stakeholders

Establish realistic, clearly stated and measurable
objectives for the business

Develop appropriate strategies and tactics to address
objectives across all areas of business operation

Identify and include opportunities for strategic business
alliances
Slide 61
Formulate business plans and
strategies
Performance Criteria for this Element are:

Develop all aspects of the business plan to ensure the
business meets relevant legal, social, environmental
and ethical obligations

Include appropriate action plans and evaluation
processes, including key performance indicators

Consult with appropriate staff, management and other
stakeholders to encourage support for the planning
process so that all perspectives are taken into account
in the development of the plan
Slide 62
Formulate business plan
Focus of business plans
The business plan may be for:

A new or existing small business venture

A division or department of a large organisation

A new product development initiative
Slide 63
Formulate business plan
Contents of a business plan

What needs to be included in a Business Plan?
Slide 64
Executive Summary

Business Profile

Your Products and/or Services

The Market

The Business Potential

Mission, Goals and Objectives

Strategies

Business Structure

Finance

Conclusion
Slide 65
Business Profile

Business Name

Business Location/s

Business Activity/Activities

Business Objectives

Business History/Entry Strategy

Ownership Structure

Legal Requirements
Slide 66
Market Report

Industry Profile

Review of Existing Operation
(if appropriate)

Your Product and/Service

Competition

Environmental Information and Trends
Slide 67
Marketing Plan

Market Segmentation

Your Customers

Target Markets

Strengths, Weaknesses, Opportunities, Threats
Analysis

Key Issues
Slide 68
The Marketing Plan

Sales and Marketing Goals and Objectives

Value Proposition (Competitive Advantages)

Marketing Strategies

Pricing

Promotion

Sales and Distribution
Slide 69
Operational Plan

Premises, Plant and Equipment

Floor plan

Production

Purchasing

List of Suppliers

Stock levels

Purchasing Policies and Controls

Purchasing Controls

Break-even Analysis
Slide 70
Finance Plan

Current Financial Position

Capital Requirements and Funding Proposal

Financial Budgets

Cash-flow Projection

Projected Statement of Financial Performance (Profit
and Loss)
Slide 71
Finance Plan

Projected Statement of Financial Position (Balance
Sheet)

Financial Ratios

Financial Controls

Business Insurances
Slide 72
Risk Plan
Risk Identification and Mitigation

What are different types of risks?

What needs to be considered?

What are the steps to reduce risks?
Slide 73
Structure and Management Plan

Organisational Chart and Structure

Key Personnel

Labour Requirements and Skills

Staffing Strategies

Professional Advisers

Staffing Controls
Slide 74
Strategic alliances
Identifying possible strategic alliances
Your industry association can provide substantial
information, and through trade shows and networking you
will meet other similar or allied businesses that lead to new
and expanded operations.

How are suitable alliances in the tourism industry?

What makes successful alliances?
Slide 75
Meet legal requirements
Requirements and Obligations

Registration of Business Name

Business Licenses

Taxation Registration

Industrial Awards

Medical Insurance

Intellectual Property Registration

Other insurances

Pollution/environmental controls
Slide 76
Action Plans
One of the key requirements of any business plan is to
outline how the goals, objectives and strategies will be
accomplished.

What actions need to be done

To what standard must it be done

What policies or procedures must be adhered
to

Who is responsible for action

What tasks are associated with actions

Timelines for actions

Support mechanisms
Slide 77
Action Plans
Areas requiring action plans
Areas of business operation in the business plan should
have action plans include:

Business establishment

Operations

Marketing

Technology

Human resources/labour requirements

Management and organisational structure

Financial plan and projections

Quality management
Slide 78
Monitoring and evaluation
Monitoring and evaluation mechanisms
Evaluation processes may include:

Key performance indicators

Gap analysis

Customer feedback

Compliance reports

Employee feedback
Slide 79
Monitoring and evaluation
Key Performance Indicators (KPI’s)

Total number of customers

Total number of customers per department or market
segment

Average dollar spent

Total revenue per capita

Sales per product group

Average sales per day’s trading
Slide 80
Monitoring and evaluation
Key Performance Indicators (KPI’s)

Average total revenue per client

Marketing expense per customer

Marketing expense and sales revenue per customer
from a specific campaign

Total revenue / full time employee

Gross profit margin
Slide 81
Appendices

What documents go into the appendices?
Slide 82
Consult with stakeholders
Importance of stakeholders

What are examples of stakeholders?

Why involve them?
Slide 83
Element 3:
Implement the business plan
Slide 84
Implement the business plan
Performance Criteria for this Element are:

Communicate the business objectives and content of
plans in a timely manner to facilitate a clear
understanding of the plan and associated activities and
individual responsibilities

Use appropriate leadership techniques to encourage
team commitment to the business plan

Encourage staff to provide ongoing input into the
business plan

Implement and organise actions detailed in the plan
in a cost-efficient manner and in accordance with
schedule and contingencies
Slide 85
Communicate business plan
Present final business plan to relevant stakeholders
accurately

Once business plans, including objectives have been
finalised, it is now time to present the final version to
relevant stakeholders
Slide 86
Communicate business plan
Stakeholder considerations

Get a clear understanding of the business plan

Ensure that all key concerns have been considered

Understand the benefits of the business plan

Understand how the business plan will benefit them

Understand how the business plan will impact on them
Slide 87
Communicate business plan
Stakeholder considerations

Understand their role in implementing the business
plan

Any potential problems identified

Have their concerns addressed

Be excited and reassured about the business plan
Slide 88
Communicate business plan
Types of stakeholders

Clients

Business partners

Colleagues

Staff

Event organisers

Sponsors from other companies

Superiors

Suppliers / vendors

Team leaders

Team members

Venue operator / leaser
Slide 89
Communicate business plan
Communicate business plan information

Key vision of the plan

Reasoning or purpose behind the business plan

Background information

Business objectives

How the plan will be implemented

Roles and responsibilities of key stakeholders

Timelines

Support mechanisms
Slide 90
Communicate business plan
Communicate information
How can you communicate information to:

Staff

Managers

Clients

Suppliers
Slide 91
Use leadership techniques
Leadership styles
The role of leadership is vital in ensuring that new
business plans and the implementation actions associated
with them are:

Understood by staff

Staff are motivated and committed to its success
What types of leadership styles are there?
Slide 92
Leadership styles
Autocratic and democratic leaders

An autocratic leader is one who centralises authority
and relies only on legitimate reward and coercive
power

A democratic leader delegates authority to others,
encourages participation and relies on expert and
referent power to influence others
Slide 93
Leadership styles
Charismatic leadership theory
The key characteristics of charismatic leaders are:

Self confidence

Vision

Ability to articulate that vision

Strong convictions about the vision

Behaviour that is out of the ordinary

Appearance as a change agent

Environment sensitivity
Slide 94
Leadership styles
Transactional versus transformational leadership

Transactional leaders are leaders who guide or
motivate their followers in the direction of already set
goals by making them clear and explaining task
requirements

Transformational leaders are leaders who inspire
people beyond their own goals through individual
consideration and charisma. They are capable of
having a profound and extraordinary effect on their
followers
Slide 95
Leadership styles
Additional leadership techniques

Have clear goals

Develop mutual trust

Encourage good communication

Provide internal and external support
Slide 96
Encourage staff to input into plans
Encourage staff to provide ongoing input into the
business plan

How can a manager do this?
Slide 97
Encourage staff to input into plans
Methods to encourage staff input

Asking for ideas

Having an ‘open door’ policy regarding
suggestions

Sharing ideas

Being prepared to test new ideas

Seeking information and ideas from
non-traditional places
Slide 98
Encourage staff to input into plans
Methods to encourage staff input

Thanking people for their contributions

Taking the time and effort to explain to someone
who contributed an idea why their idea was not
implemented

Ensuring the person responsible for suggesting
an effective new approach receives the credit
for doing so
Slide 99
Implement action
Implement business plan actions

Now that business plans have been communicated
with stakeholders responsible for its delivery, it is now
time to implement any actions
Slide 100
Implement action
Implementation considerations

Compliance requirements

Occupational safety and health (OSH)

Legal liability exposure

Integration with other aspects of the business

Timing issues
Slide 101
Implement action
Implementation considerations

Resources

Changes to policies and procedures

Documentation and record keeping

Service delivery

Impact on organisational culture
Slide 102
Implement action
Implementation planning inclusions

Details of intended actions to be taken

Allocation of responsibilities for action to nominated
persons

Determination of accountability for actions taken

Timelines for completion of nominated actions

Details of the budget and resources allocated

Description of monitoring progress

Details and timelines for reviewing progress
Slide 103
Implement action
Defining and assigning roles
It is important that everyone knows what is expected of
them.

What do staff need to know?

How can they understand their roles and
responsibilities?
Slide 104
Implement action
Identify predictable consequences of change

Disruptions to routine

Problems with timelines

Issues with reporting structure

Extra support required by employees
Slide 105
Implement action
Provide support and resources to support
implementation actions
The aim is to enable staff to be able to learn and
implement new changes into the workplace.
During this period, you must manage the twin functions of:

Task functions

Maintenance functions
Slide 106
Element 4:
Monitor the business plan
Slide 107
Monitor the business plan
Performance Criteria for this Element are:

Review the business plan regularly and adjust in the
light of changing circumstances

Monitor activities detailed in the plan on an
ongoing basis

Identify and analyse successes and performance
gaps on an ongoing basis

Implement agreed changes to plans promptly

Report performance in a transparent
manner to all stakeholders
Slide 108
Reviewing business plans
Timing of business plan reviews
They may be based on:

Quarterly reviews

Business plan cycle

Performance reports

Major events triggering a review
Slide 109
Monitor activities

In order for an organisation to be successful in being
able to provide the highest quality of service whilst still
making an adequate financial return for investors, it is
vital that every aspect of the operation is operating to
the best of its ability

Therefore management must constantly assess and
evaluate the performance of all areas that contribute to
the functioning of the business
Slide 110
Monitor activities
In order to do this, activities must be assessed and
evaluated to find out:

What is being done correctly

What needs improvement by:
 Identifying problems
 Understanding causes
 Providing and implementing a
suitable remedy
Slide 111
Monitoring and evaluation methods

Reports

Obtaining customer feedback

Using a pretend customer

Walking around and observing

Use of checklists

Brainstorming sessions

Staff input and review
Slide 112
Monitoring and evaluation methods

Observation

Statistical and written reports

Surveys

Checklists

Flowcharts

Benchmarking
Slide 113
Identify performance gaps
Compare what is happening against benchmarks

Comparing actual performance against key
performance indicators and/or service standards set

Comparing actual performance against benchmark
indicators, which can include industry indicators or
performance levels of other branches
Slide 114
Comparison against KPI’s
Organisation’s key performance indicators
Organisation’s key performance indicators are a set of
metrics which organisations can use to measure the
success of business plan actions.

What are examples of KPI’s?
Slide 115
Comparison against KPI’s
Types of key performance indicators

Market share

Sales figures

Customer satisfaction

Growth

Profitability

Turnaround times

Output rates
Slide 116
Comparison against KPI’s
Types of key performance indicators

Quality rates

Customer feedback

Equipment usage rates

Lead times and down times

Compliments-complaints ratio

Customer Satisfaction Index (CSI)
Slide 117
Identify performance gaps
Types of performance gaps

Product or service failures

Long wait times for service

High volume of customer traffic

Inaccurate or conflicting information provided to
customers

Lack of follow-up action by customer care
representatives
Slide 118
Identify performance gaps
Types of performance gaps

Aggressive cross-selling or up-selling by customer
service representatives or sales persons

Lack of resources required to implement service
operations

Conflicts in priorities

Resource constraints

Lack of information

Supplier delays

Differences in opinion
Slide 119
Identify performance gaps
Types of performance gaps

Interpersonal conflict

Hazardous events

Time constraints

Electricity shortages

Bad weather

Shortfalls in expected outcomes

Poor staff performance
Slide 120
Implement agreed changes
Managers need to identify gaps and issues quickly and
take appropriate action swiftly.
Failure to identify these can lead to:

Lack of repeat business

Damage to the reputation of the venue

General decline in sales and profit
Slide 121
Corrective action
Types of corrective actions
Quite simply, types of corrective actions taken to improve
service operations may include:

Improvements in the design of products or services

Reviewing the allocation of resources for service
operations

Tweaking standard operating procedures
to improve efficiency
Slide 122
Initiate corrective action
Take appropriate corrective action

This involves making the necessary adjustments to
improve the level of service, productivity or customer
satisfaction

Depending on what is being monitored, involving staff
in all or some stages of the monitoring process is likely
to achieve better results
Slide 123
Initiate corrective action
Short and long term corrective action
Corrective actions taken within an operation workplace
context can be seen as either:

Short term corrective action

Long term corrective action
Slide 124
Taking corrective action
Short term corrective action
It is sometimes necessary to take short term action to
solve a problem until it can be looked at more closely and
the problem dealt with more thoroughly.
Slide 125
Short term corrective action
Reasons for short-term action

Isn’t time to stop and analyse the problem more
carefully and in more detail

To provide the necessary or expected services to the
customer

To meet OHS requirements

To deal with a complaint

To get staff working together again

To give you time to analyse and work
through the problem at a later date
Slide 126
Short term corrective action
Considerations for short-term action

Make a definite time to look at it more
thoroughly later on

Decide who to involve in further problem
solving

Inform staff and management it is a short
term solution

Cost the implications of tackling the
problem this way
Slide 127
Long term corrective action
Management changes

New management

Change in orientation to service

Setting of some new directions in relation to several
other factors

New management focus
Slide 128
Long term corrective action
Organisational re-structures

Change of personnel structure

Elimination of positions

New job roles

Changes in job roles

New knowledge or skills
Slide 129
Long term corrective action
Introduction of new equipment
New equipment means:


Possible interruptions to operations for installation
Training for staff

Requires that staff can explain the new
equipment to customers

Changes in job roles

Changes in procedures

Changes to workflow
Slide 130
Long term corrective action
Recruitment practices

Need to establish comprehensive job descriptions and
job specifications

Seeking of new knowledge and skills

Change advertising strategy

Revised interviewing and selection process

Revised selection criteria
Slide 131
Report performance
Report performance in a transparent manner

Periodically, there will be a need for you to provide your
team and management with feedback in regard to
achievement or non-achievement of business plan
initiatives
Slide 132
Report performance
Methods to sharing performance related information

Holding team meetings

Providing hard copy information

Sharing information via the intranet

Disseminating information at staff briefings
Slide 133
Report performance
Explaining performance related information

Explaining if your business plan strategy and effort
work

Identifying the reasons why they work or not work.

Significant variations and the factors associated with
the changes.

Unusual results and determine their causes
Slide 134
Report performance
Explaining performance related information

Patterns and trends in consumer behaviours, and the
factors that resulted in those behaviours

Strengths and marketing opportunities

Weaknesses and potential areas of improvement

Impact / implications of the results and conclusions on
performance
Slide 135
Report performance
Present recommendations for variation to business or
operational plans

What are possible reasons for recommendations?

What information needs to be included in a
recommendation

What are types of recommendations?
Slide 136