Recent Question/Assignment
BSBMKG501B Identify and evaluate marketing opportunities
ASSESSOR GUIDE
Unit Code: BSBMKG501B
Unit Title: Identify and evaluate marketing opportunities
Assessment
Method
Assessment
Evidence
Assessment 1 Portfolio of work/
Direct Observation ? Competitor Profiling Activity,
BBQfun Sales Data Worksheet,
Presentation notes and
PowerPoint presentation
Assessment 2 Portfolio of work/
Report ? BBQfun Sales Data Worksheet and
Evaluation Report
How to Conduct the Assessments
It is the responsibility of the assessors to ensure that students are provided with the assessment guide at the beginning of the unit of competency. It is important that prior to conducting these assessments, the assessor undertakes the following:
These assessments must be undertaken in accordance with AVETA’s Assessment Policy
Prior to conducting the assessment
• Ensure the assessment environment is suitable for the parameters of the assessments.
• Ensure the students will have appropriate time and sufficient opportunities to provide evidence of their skills and knowledge
• Make suitable modifications to the assessment environment if required to allow all assessment to be observed
• Ensure the assessment environment is safe for assessment purposes in accordance with the WH&S requirements.
• Advise the student prior to conducting the assessment of:
o what will occur throughout the assessment process
o when the assessment will occur
o the level of competency expected
Conducting the observations
• Establish and oversee the evidence gathering process to ensure it remains valid, reliable, fair and flexible
• Observe the student undertaking the tasks as outlined
• Record and provide feedback during observations in the assessor checklist
• Where a checklist point is not appropriate, write -N/A- in the space provided
Making the decision
• The student must be graded satisfactory in all the assessment tasks in order to be deemed Competent (C) in the unit to competency.
• Use the evidence guides (e.g. model answers, marking criteria, observation checklists etc which is the benchmark) that have been developed and your professional competency to determine the final outcome for the student.
• In the case of marking the student Not Yet Competent (NYC), ensure you outline why you have made this decision, and provide feedback on how the student can improve required skills and knowledge prior to re-assessment.
After the assessment
• Provide feedback to the student on the assessments undertaken. This will require the assessor to provide the student with:
o Clear and constructive feedback based on the assessment decision
o Information on ways of overcoming any identified gaps in competency revealed by the assessment
o the opportunity to discuss the assessment process and outcome information on reassessment and the appeals processes
• Where the students’ performance is deemed satisfactory, provide the student with a copy of the completed checklist.
• Where the students’ performance is deemed not-satisfactory provide a copy of the completed checklist, ensuring the comments section is complete.
• Record and report the assessment outcome as per AVETA’s Assessment Policy
Reasonable adjustments
• Incorporate allowable adjustments to the assessment procedure without compromising the integrity of the assessment
• Contextualise the task (and checklist) to ensure it reflects the students working environment. (Be sure to check with the mapping document to ensure any contextualisation still covers the unit requirements)
• Where a checklist point is not observed due to an inappropriate environment, or for a reason outside the students control, modify the scenario to allow the student an opportunity to perform the associated task
• Incorporate allowable adjustments to the assessment procedure without compromising the integrity of the assessment
ASSESSMENT 1 – DIRECT OBSERVATION / PORTFOLIO OF WORK
ASSESSOR INSTRUCTIONS
1. This assessment requires student to identify and investigate marketing opportunities (for BBQfun Simulated Business – APPENDIX 1).
Student will analyse BBQfun Simulated Business – APPENDIX 1 (to be provided by your) to identify and evaluate marketing opportunities by completing 3 parts of this assessment:
1. PART A: Identify two marketing opportunities, research potential new markets and explore innovative approaches (Student required to complete APPENDIX 2: Competitor Profiling Activity)
2. PART B: Assess opportunities with respect to contribution to the business using APPENDIX 3: BBQfun Sales Data Worksheet for this assessment.
3. PART C: Prepare a brief presentation for marketing peers (classmates and you) to support and explain the two marketing opportunities they have identified.
Student must save their assessment work as they will be using the completed BBQfun Sales Data Worksheet information, completed competitor profiling activity and presentation information in this assessment to complete Assessment 2 of this unit.
Student may base their analysis and presentation on:
• An organisation they are familiar with, such as a current or previous employment, and from which they can obtain enough information to complete the assessment task to specification. Student must seek you approval before doing so, or alternatively work with BBQfun simulated business.
2. Provide student with a copy of the Student Assessment Guide.
3. Make yourself familiar with the assessment task.
4. Provide access to simulated workplace environment, office equipment and resources such as computer with internet facilities
5. Provide access to BBQfun’s strategic and marketing plans
6. Provide assistance to the students to understand the BBQfun’s Sales Data Workshee - Appendix 3 of this assessment in the Student Assessment Guide
7. Advice student about the date and time of their marketing presentation.
8. During presentations ensure students have the opportunity to use appropriate language and level of formality to satisfy needs of the presumed audience (marketing peers):
a. Respond positively to professional but semi-formal language
b. Ask questions on technical vocabulary; potential need to define more obscure marketing terms or statistical methodologies.
c. Ask questions on specific organisational policies and marketing strategies.
9. Advise student of submission date & method (hard copy or soft copy).
SAMPLE ANSWERS for APPENDIX 2: Competitor profiling activity
Rate the competitors by number and estimated market share.
Number Competitor Estimated Market Share
1
2
3
4 Local Independent
The Yard
BBQs R us
Outdoors 30 %
00 %
22 %
24 %
Look a little deeper and make some estimations of the competition:
1 2 3
Estimated sales per year $
Estimated market share % 30 00 22
Description of their sales force large distribution network In Melbourne and Alidade Large operations
Marketing tactics Considering e-commerce options. Lots of cheap imports No imports – all Australian made
Selling terms point is high Data not available Data not available
Advertising and promotion No significant marketing or promotion Considering e-commerce options.
Distribution channels large distribution network- Considering selling on line One store in Brisbane - Considering selling on line few stores per city Considering selling on line
Service and support Data not available Data not available
Pricing high Data not available Data not available
Major strengths All Australian made- significant depth Broad range of outdoor lifestyle products No imported goods
Major weaknesses No significant marketing or promotion One store in Brisbane Low to medium quality
Assess each competitor’s product or service and profitability:
Competitor Costs and Profitability
Product or Service
limited selection but significant depth
Broad range of outdoor lifestyle products including trinkets and furnishings outdoor lifestyles, Strong in the replacement segment
Sales Price
Quite high Data not available Data not available
Sales Level
The largest market share
Not in south east Queensland Concentrating on established markets Gaining strength in Brisbane market.
ANSWERS for APPENDIX 3: Example calculations
Least squares: BBQ customers, total market with e-commerce included
Consider historical data plotted in chart:
Year Sales (y) Coded time (x) XY
FY2008/9 25,000 1 25,000 1
FY2009/10 35,000 2 70,000 4
FY2010/11 40,000 3 120,000 9
FY2011/12 45,000 4 180,000 16
Total ( )
145,000 10 395,000 30
Mean ( ), ( )
36,250 2.5
N= number of years
The estimated number of BBQ customers for 2012/13 is approximately 52,500
(So, therefore, at 24% market share, BBQfun could expect to sell 12, 600 BBQs)
Least squares: Outdoor Furniture customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 13,000 1 13,000 1
FY2009/10 15,000 2 30,000 4
FY2010/11 17,000 3 51,000 9
FY2011/12 19,000 4 76,000 16
Total ( )
64,000 10 170,000 30
Mean ( ), ( )
16,000 2.5
The estimated number of Outdoor Furniture customers for 2012/13 is approximately 21,000
(So, therefore, at 24% market share, BBQfun could expect to sell 5,040 Outdoor Furniture)
Least squares: BBQ Accessories customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 42,000 1 42,000 1
FY2009/10 58,000 2 116,000 4
FY2010/11 68,000 3 204,000 9
FY2011/12 75,000 4 300,000 16
Total ( )
243,000 10 662,000 30
Mean ( ), ( )
60,750 2.5
The estimated number of BBQ Accessories customers for 2012/13 is approximately 88,000
(So, therefore, at 24% market share, BBQfun could expect to sell 21,120 BBQ Accessories)
Total market potential
BBQs Outdoor Furniture BBQ Accessories Total
2008/9 25,000 13,000 42,000 80,000
2009/10 35,000 15,000 58,000 108,000
2010/11 40,000 17,000 68,000 125,000
2011/12 45,000 19,000 75,000 139,000
2012/13 52,500 21,000 88,000 161,500
With e-commerce
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 12,600 5,040 21,120
Quantity 1 1 3
Average price $620 $880 $55
Sales volume (units)
(Number of buyers X Quantity) 12,600 5,040 63,360
Own Branded products
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 7,200 3,120 13,440
Quantity 1 1 3
Average price $600 $850 $50
Sales volume (units)
(Number of buyers X Quantity) 7,200 3,120 40,320
Bargain market
Assume market share of 25% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(25% of total market potential for individual item) 10,000 5,000 17,500
Quantity 1 1 3
Average price $500 $650 $40
Sales volume (units)
(Number of buyers X Quantity) 10,000 5,000 52,500
Gross and net profit for each opportunity
Own brand E-commerce Bargain market
Sales volume (units) BBQ: 7,200 BBQ: 12,600 BBQ: 10,000
Furniture: 3,120 Furniture: 5,040 Furniture: 5,000
Accessories: 40,320 Accessories: 63,360 Accessories: 52,500
Price BBQ: $600 BBQ: $620 BBQ: $500
Furniture:$850 Furniture: $880 Furniture: $650
Accessories:$50 Accessories:$55 Accessories:$40
Revenue per item
(sales volume x price) BBQ:$4,320,000 BBQ:$7,812,000 BBQ:$5,000,000
Furniture:$2,652,000 Furniture:$4,435,200 Furniture:$3,250,000
Accessories:$2,016,000 Accessories:$3,484,800 Accessories:$2,100,000
Total revenue $8,988,000 $15,732,000 $10,350,000
Unit contribution margin
BBQ: $500 BBQ: $300 BBQ: $200
Furniture: $600 Furniture: $420 Furniture: $220
Accessories: $40 Accessories: $20 Accessories: $10
Gross profit per item
(Unit contribution margin X number of units) BBQ:$3,600,000 BBQ:$3,780,000 BBQ:$2,000,000
Furniture:$1,872,000 Furniture:$2,116,800 Furniture:$1,100,000
Accessories:$1,612,800 Accessories:$1,267,200 Accessories:$525,000
Total gross profit 2012/13 $7,084,800 $7,164,000 $3,625, 000
Total fixed cost
Inclusive of given additional fixed costs
(Total expenses $4,884,714 from BBQfun Budget summary) $4,884,714 + $1,000,000 +
$500,000 + $500,000 =
$6,884,714 $4,884,714 + $50,000 +
$100,000 + $150,000 +
$250,000 + $50,000 =
$5,484,714 No additional fixed costs
$4,884,714 + $0
$4,884,714
Total net profit 2012/13
Total gross profit – total fixed cost) $200,086 $1,679,286 ($1,259,714)
Profitability index for each opportunity for 2012/13
Profitability index (PI) = Present value (PV) of future cash flows
Present value (PV) of initial investment
Own brand E-commerce Bargain market
Cash flow 2012/13
(Use total gross profit figures from Gross and net profit for each opportunity table above) $7,084,800 $7,164,000 $3,625,000
Opportunity cost 8% 8% 8%
(Future cash flow / 1 + Opportunity cost)
Present value of future cash flows $7,084,800 / 1.08 = $7,164,000 / 1.08 = $3,625,000 / 1.08 =
$6,560,000 $6,633,333 $3,356,481
Present value of initial investment
(Use total fixed cost figures from Gross and net profit for each opportunity table above) $6,884,714 $5,484,714 $4,884,714
Profitability index 0.95 1.2 0.69
Assessment Criteria - Identify and investigate marketing opportunities
Did the student submit the following documents
Completed Appendix 2: Competitor profiling activity
Completed Appendix 3: BBQfun Sales Data Worksheet
Presentation notes on – two marketing opportunities on potential new markets on market trends, competitor information, exploring innovative approaches and assess opportunities with respect to contribution to the business.
PowerPoint slides
Within the required timeframe
Did the student submit a presentation that includes:
Description of two marketing opportunities and methodology to identify them
Reference to current organisational marketing plan and products/service
Provide comparative market information and competitor performance information; and support it with the information completed in the competitor profiling activity
Support for choice of marketing opportunities with reference to market information such as market trends and sales figures (relevant statistics)
Description of the effect of opportunities on the business, for example:
• Sales volume
• Growth
• Market share
• Profitability.
• Student must support their assertions:
o Show/use results of statistical methods of forecasting demand, etc.
o Refer to quantitative or qualitative data, and results of analysis, for example:
? Show results of break-even or profit analysis
? Show ROI estimation
? Show Gap analysis.
Describe innovative or creative options (one for each opportunity) to apply to the two identified marketing opportunities in the context of the organisation.
Refer to aspects of the marketing mix, i.e., product, price, promotion, place (distribution).
Refer to principles of marketing that apply to your approaches to realising the proposed opportunities.
Did the student
Deliver a 15–20 minute presentation on two marketing opportunities
Analyse information on market and business needs to identify marketing opportunities. For example, in presentation, student refers to:
• Comparative market information
• Competitors’ performance
• Customer requirements
• Legal and ethical requirements
• Market share
• Market trends and developments
• New and emerging markets
• Profitability
• Sales figures
• Total market potential.
Research potential new markets and assess opportunities to enter, shape or influence the market in terms of likely contribution to the business. For example , in presentation, student refers to:
? Domestic markets
? Export markets
? Segments of the market not currently penetrated.
Explore innovative approaches and creative ideas for business applications, and develop them into potential marketing opportunities. In presentation, student describes:
• Two innovative or creative options (one for each opportunity) to apply the marketing opportunities in the context of the organisation
• Principles of marketing that apply to their approaches to realising the proposed opportunities.
• Innovative approaches may include, for example:
o An e-commerce opportunity with description of media, aspects of web-design to appeal to target markets
• Ways to exploit opportunity at lease cost or risk
• Integration or synergy with existing operations, marketing strategy and overall strategic directions.
Describe the effect of opportunities on the business, for example:
• Sales volume
• Growth
• Market share
• Profitability.
• Student must support their assertions:
o Show/use results of statistical methods of forecasting demand, etc.
o Refer to quantitative or qualitative data, and results of analysis, for example:
? Show results of break-even or profit analysis
? Show ROI estimation
? Show Gap analysis.
During presentation, student uses appropriate language and level of formality to satisfy needs of their audience. For example:
• Professional but semi-formal language
• Technical vocabulary; potential need to define more obscure marketing terms or statistical methodologies
• Openness to response and feedback.
Ability to identify and evaluate marketing opportunities to determine whether they will meet organisational objectives
Apply culturally appropriate communication skills employed to relate to people from diverse backgrounds and people with diverse abilities
Demonstrate literacy skills to identify and interpret market information and to write in a range of styles for different audiences
Demonstrate numeracy skills to calculate and evaluate financial information on new marketing options
Demonstrate research and evaluation skills to gather information on and interpret market trends to identify marketing opportunities
Demonstrate understanding of organisational marketing plan, and products and services
Demonstrate understanding of principles of marketing and the marketing mix
Demonstrate understanding of statistical methods and techniques to evaluate marketing opportunities, including forecasting techniques.
Demonstrate understanding of key provisions of relevant legislation from all forms of government, codes of practice and national standards that may affect aspects of business operations.
ASSESSMENT 2 –PORTFOLIO OF WORK/ REPORT
ASSESSOR INSTRUCTIONS
1. This assessment requires student to investigate marketing opportunities and evaluate required changes to current operations (for BBQfun Simulated Business – APPENDIX 1).
Student will review the information completed in Assessment 1 of this unit; and BBQfun scenario given under this assessment task in the Student Assessment Guide and BBQfun Simulated Business – APPENDIX 1 (to be provided by your) to investigate and evaluate the three given marketing opportunities by completing 2 parts of this assessment:
1. PART A: Evaluate three marketing opportunities that have been identified in BBQfun scenario, rank the three marketing opportunities in terms of viability and their likely contribution to the business and assess the impact of the top-ranked opportunity on operations. Student is required to evaluate and complete the available resources and costs information by completing APPENDIX 2: BBQfun sales data worksheet for this assessment.
2. PART B: Prepare an evaluation report for the board of directors documenting identified marketing opportunities and required changes to operations.
Student must use the information they completed in Assessment 1 of this unit i.e. completed BBQfun Sales Data Worksheet information, completed competitor profiling activity and presentation information to complete this Assessment.
2. Provide student with a copy of the Student Assessment Guide.
3. Make yourself familiar with the assessment task.
4. Provide access to simulated workplace environment, office equipment and resources such as computer with internet facilities
5. Provide access to BBQfun’s strategic and marketing plans along with policies and procedures
6. Provide assistance to the students to understand the BBQfun’s Sales Data Worksheet - Appendix 2 of this assessment in the Student Assessment Guide
7. Advice student about the date and time of the report submission to the board of directors (you).
8. Advise student of submission date & method (hard copy or soft copy).
ANSWERS for APPENDIX 2: Example calculations
Least squares: BBQ customers, total market with e-commerce included
Consider historical data plotted in chart:
Year Sales (y) Coded time (x) XY
FY2008/9 25,000 1 25,000 1
FY2009/10 35,000 2 70,000 4
FY2010/11 40,000 3 120,000 9
FY2011/12 45,000 4 180,000 16
Total ( )
145,000 10 395,000 30
Mean ( ), ( )
36,250 2.5
N= number of years
The estimated number of BBQ customers for 2012/13 is approximately 52,500
(So, therefore, at 24% market share, BBQfun could expect to sell 12, 600 BBQs)
Least squares: Outdoor Furniture customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 13,000 1 13,000 1
FY2009/10 15,000 2 30,000 4
FY2010/11 17,000 3 51,000 9
FY2011/12 19,000 4 76,000 16
Total ( )
64,000 10 170,000 30
Mean ( ), ( )
16,000 2.5
The estimated number of Outdoor Furniture customers for 2012/13 is approximately 21,000
(So, therefore, at 24% market share, BBQfun could expect to sell 5,040 Outdoor Furniture)
Least squares: BBQ Accessories customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 42,000 1 42,000 1
FY2009/10 58,000 2 116,000 4
FY2010/11 68,000 3 204,000 9
FY2011/12 75,000 4 300,000 16
Total ( )
243,000 10 662,000 30
Mean ( ), ( )
60,750 2.5
The estimated number of BBQ Accessories customers for 2012/13 is approximately 88,000
(So, therefore, at 24% market share, BBQfun could expect to sell 21,120 BBQ Accessories)
Total market potential
BBQs Outdoor Furniture BBQ Accessories Total
2008/9 25,000 13,000 42,000 80,000
2009/10 35,000 15,000 58,000 108,000
2010/11 40,000 17,000 68,000 125,000
2011/12 45,000 19,000 75,000 139,000
2012/13 52,500 21,000 88,000 161,500
With e-commerce
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 12,600 5,040 21,120
Quantity 1 1 3
Average price $620 $880 $55
Sales volume (units)
(Number of buyers X Quantity) 12,600 5,040 63,360
Own Branded products
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 7,200 3,120 13,440
Quantity 1 1 3
Average price $600 $850 $50
Sales volume (units)
(Number of buyers X Quantity) 7,200 3,120 40,320
Bargain market
Assume market share of 25% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(25% of total market potential for individual item) 10,000 5,000 17,500
Quantity 1 1 3
Average price $500 $650 $40
Sales volume (units)
(Number of buyers X Quantity) 10,000 5,000 52,500
Gross and net profit for each opportunity
Own brand E-commerce Bargain market
Sales volume (units) BBQ: 7,200 BBQ: 12,600 BBQ: 10,000
Furniture: 3,120 Furniture: 5,040 Furniture: 5,000
Accessories: 40,320 Accessories: 63,360 Accessories: 52,500
Price BBQ: $600 BBQ: $620 BBQ: $500
Furniture:$850 Furniture: $880 Furniture: $650
Accessories:$50 Accessories:$55 Accessories:$40
Revenue per item
(sales volume x price) BBQ:$4,320,000 BBQ:$7,812,000 BBQ:$5,000,000
Furniture:$2,652,000 Furniture:$4,435,200 Furniture:$3,250,000
Accessories:$2,016,000 Accessories:$3,484,800 Accessories:$2,100,000
Total revenue $8,988,000 $15,732,000 $10,350,000
Unit contribution margin
BBQ: $500 BBQ: $300 BBQ: $200
Furniture: $600 Furniture: $420 Furniture: $220
Accessories: $40 Accessories: $20 Accessories: $10
Gross profit per item
(Unit contribution margin X number of units) BBQ:$3,600,000 BBQ:$3,780,000 BBQ:$2,000,000
Furniture:$1,872,000 Furniture:$2,116,800 Furniture:$1,100,000
Accessories:$1,612,800 Accessories:$1,267,200 Accessories:$525,000
Total gross profit 2012/13 $7,084,800 $7,164,000 $3,625, 000
Total fixed cost
Inclusive of given additional fixed costs
(Total expenses $4,884,714 from BBQfun Budget summary) $4,884,714 + $1,000,000 +
$500,000 + $500,000 =
$6,884,714 $4,884,714 + $50,000 +
$100,000 + $150,000 +
$250,000 + $50,000 =
$5,484,714 No additional fixed costs
$4,884,714 + $0
$4,884,714
Total net profit 2012/13
Total gross profit – total fixed cost) $200,086 $1,679,286 ($1,259,714)
Profitability index for each opportunity for 2012/13
Profitability index (PI) = Present value (PV) of future cash flows
Present value (PV) of initial investment
Own brand E-commerce Bargain market
Cash flow 2012/13
(Use total gross profit figures from Gross and net profit for each opportunity table above) $7,084,800 $7,164,000 $3,625,000
Opportunity cost 8% 8% 8%
(Future cash flow / 1 + Opportunity cost)
Present value of future cash flows $7,084,800 / 1.08 = $7,164,000 / 1.08 = $3,625,000 / 1.08 =
$6,560,000 $6,633,333 $3,356,481
Present value of initial investment
(Use total fixed cost figures from Gross and net profit for each opportunity table above) $6,884,714 $5,484,714 $4,884,714
Profitability index 0.95 1.2 0.69
Operational costs
Resources Costs
Additional staff $25,000 year average
Given: 4 additional warehouse workers + 6 additional drivers (4+6) x $25,000 =
$250,000
Plant and equipment Delivery trucks ($20,000 )
Given: 6 delivery trucks $20,000 x 6 =
$120,000
Forklifts ($10,000 )
Given: 3 Forklifts $10,000 x 3 =
$30,000
Promotional costs $500,000
Website developers Contractors ($2000/day)
Given: 50days $2000 x 50 =
$100,000
Staff training Online customer service training $3,000 per staff member
Given: 8 online & customer service people $3000 x 8 =
$24,000
Management change leadership training for store managers and team leaders $3,000 each
(From the BBQfun simulated business, Chapter 6 – Description of operations)
1 Brisbane store manager,
4 Brisbane team leaders,
1 Gold Coast store manager and
3 Gold Coast team leaders 9 x $3,000 =
$27,000
Warehouse and office reconfiguration
(From Gross and net profit for each opportunity table – Ecommerce – additional costs) $50,000
Total $1,101,000
Assessment Criteria – Investigate and evaluate marketing opportunities
Did the student submit the following documents
Completed Appendix 2: BBQfun Sales Data Worksheet
Evaluation report for the Board of Directors that ranks the three marketing opportunities in terms of viability and likely contribution to the business and assesses the impact of the top-ranked opportunity on operations.
Within the required timeframe
Did the student submit an evaluation report that:
Identifies and analyses opportunities in terms of their likely fit with BBQfun’s goals and capabilities. Report refers to:
? Organisational marketing plan, structure, products and services. For example, report considers opportunities in light of strategic directions and possible expansion plans
? Principles of marketing and the marketing mix.
o For example, report refers to importance of consumer and market data to determine customer need;
o Report refers to elements of the marketing mix entailed by each opportunity: Price changes and discounts, Product offering, Distribution (online), Promotion ($500,000 marketing campaign).
Evaluates each opportunity to determine its impact on current business and customer base.
Based on the calculations completed in BBQfun Sales data worksheet:
? Effect on sales volume for each opportunity for 2012/13
? Market share
? Profitability (gross and net profit for 2012/13) (see example calculations)
? Own brand may be knocked out of contention because of market need for Australian made goods.
Includes at least two instances of numerical analysis or statistical methods (completed using BBQfun Sales data worksheet). For example:
? Profitability index
? Least squares to calculate online market
? CVP analysis to calculate gross and net profit.
Uses an assessment of external factors, costs, benefits, risks and opportunities to determine the financial viability of each marketing opportunity
Identifies external factors relevant to each opportunity, for example:
• ATO Regulations and GST implications of importation relevant to own brand opportunity
• manufacturing, Australian standards consideration relevant to own brand opportunity
• E commerce Best Practice Model relevant to e-commerce opportunity
• Marketing codes of practice and conduct, such as the Australian Direct Marketing Association (ADMA) Direct Marketing Code of Practice, The Free TV Australia Commercial Television Industry Code of Practice, and the Australian:
o Privacy Act
o Anti-discrimination legislation
o Competition and Consumer Act.
Refers to relevant BBQfun policies and procedures.
Assesses and summarises the viability of each opportunity:
? Major costs associated with each opportunity, for example:
? Reconfiguration (e-commerce)
? Lease (own brand)
? Plant and equipment (own brand).
? Potential benefits, for example financial and strategic
? Risks associated with each opportunity and (mitigation strategies), for example:
? Competition from competitors entering e-commerce space (increased marketing spend, reducing margins)
? WHS, insurance risks associated with manufacturing (training)
? WHS risks associated with increased traffic and distribution (training)
? Risks associated with managing change in the organisation (leadership training for managers).
Determines probable return on investment i.e. Profitability index calculations completed in the BBQfun sales data worksheet
Determines potential competitors, for example:
• The Yard: has a limited selection but significant depth. All Australian made. No significant marketing or promotion. The price point is high, but the quality of products is quite good. Not in SE Queensland. Considering e-commerce options. Considered potential treat for entering market through e-commerce because of large distribution network.
o E-commerce could mitigate or head-off threat
• BBQ’s R us: Broad range of outdoor lifestyle products including trinkets and furnishings. Lots of cheap imports. Concentrating on established markets. Strong in the replacements segment. One store in Brisbane. Mostly in Melbourne and Adelaide.
o Considering e-commerce options.
• Outdoorz: Large operations of only a few stores per city. Mass markets outdoor lifestyles at good value prices. No imported goods. Extensive advertising. Low to medium quality. Strong in the replacement segment rather than new and refurbished dwellings. Gaining strength in Brisbane market. Considering
e-commerce options.
o Bargain market opportunity could capture market share.
Describes and ranks marketing opportunities in terms of their viability and likely contribution to the business i.e. it considers financial and non-financial information in arriving at ranking. Determines ranking based on the calculation completed in BBQfun Sales data worksheet for:
1. E-commerce
2. Own brand (But may be considered knocked out because of risk of offending market)
3. Bargain market.
Identifies and documents changes needed to current operations to take advantage of viable marketing opportunities. Identifies changes, for example:
? Current stores may need to be reconfigured to accommodate more stock and online order delivery
? Office space may need to be reconfigured
? Head office could move to gold coast to allow office space in Brisbane to be used for online sales and customer service
? CRM and ERP software may need to be adapted to accommodate increased distribution. Extra training may be needed.
Ensures organisational changes to service an increased or different customer base include provisions for continued quality of service to existing customers.
Identifies:
• Service an increased or different customer base., for example:
o Need for trained online customer service staff
o Additional staff required in warehouse
o Sales training required.
• Ensure continued quality of service, for example:
o Training required for online customer service staff
o Training required for all staff on importance of service quality to target market.
Justifies changes on the basis of maintaining quality.
Estimates resource requirements for changed operations.
Identifies resource requirements and explains costs based on the calculations completed in BBQfun Sales data worksheet.
Determines and communicates viability of making changes to current operations to key stakeholders.
Documents newly identified marketing opportunities and required changes
Did the student
Use appropriate language and level of formality in documenting their report to satisfy needs of readers:
? Formal language
? Technical vocabulary; no need to define terms such as ‘marketing mix’
? Assumed knowledge of organisational policies and marketing strategies.
Prepare a report that addresses to the Board of Directors as per BBQfun scenario and conforms to all requirements and specifications of BBQfun and assessment procedure.
Evaluate marketing opportunities to determine whether they will meet organisational objectives
Document how current business operations will need to be modified and what resources will be required to take advantage of newly identified and evaluated opportunities.
Demonstrate literacy skills to identify and interpret market information, to write in a formal style appropriate to a professional audience and to document outcomes and requirements
Demonstrate Numeracy skills to calculate and evaluate financial information on new marketing options
Demonstrate understanding of principles of marketing and the marketing mix
Demonstrate understanding of organisational marketing plan, structure, products and services
Demonstrate understanding of statistical methods and techniques to evaluate marketing opportunities, including forecasting techniques.
Session 1 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Identifying marketing opportunities
Discussion: Case study analysis
Discussion: Pareto Principle
1. After the introduction, you should move on to provide more detail about analysis techniques:
a. environmental, industry and competitor analysis
b. customer analysis – segmentation.
o Simply Roses: Customer analysis
2. Ask learners to undertake the learning activity from Section 1 of the Student Workbook, ‘Simply Roses – Customer analysis’.
1. Alternatively, provide learners with the Simply Roses Workbook scenarios (Appendix 1) and the following questions from the activity:
a. Identify three motivations of the highest spending Simply Roses customers to buy Simply Roses products. This group consists of women aged 45 years and over who all have incomes of greater than $100,000 per annum.
b. Consider the market groups that are not Simply Roses customers. Identify three possible motivations for the following customers not to buy Simply Roses products:
i. Women aged 25 years to 45 years
ii. Females from Teens to 25 years.
c. How could Simply Roses adjust their marketing strategies to target the following markets?
i. Women aged 25 years to 45 years
ii. Females from Teens to 25 years.
3. From what they have identified in the above task, ask learners to identify which customer segment would best achieve the desired performance of $2 million revenue per annum.
4. Learners to work in groups to discuss and report back to the group.
2. Qualitative and quantitative research methods
5. Explain to learners an outline of the different methodologies of qualitative and quantitative research methods.
6. Learners are to complete the learning activity ‘Qualitative and quantitative
research 1’ in Section 1 of the Student Workbook to plan and discuss how Simply Roses could plan qualitative and quantitative research questions.
3. Alternatively, provide learners with the following questions from the activity:
a. Qualitative research:
i. Plan four questions that Simply Roses could ask its customers from the 25 years to 45 years age group in a focus group.
b. Quantitative research:
i. Plan three questions that could be used as an internet based survey when Simply Roses customers purchase a product using PayPal.
ii. The purpose of the questions are to find out what other products customers would buy and the price they would be prepared to pay.
4. Break-even analysis
7. Once a strategy and possible product or service has been identified, learners are to outline how to calculate a break-even analysis.
8. Learners are then to complete break-even analysis calculations in the Student Workbook.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Is this type of analysis conducted in the business where you work?
? Are other types of customer analysis undertaken?
? How is this information acted upon in the business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Analysing information on market and business needs.
Researching new markets and their contribution to the business.
Entrepreneurial marketing approaches.
Handout Student Assessment Guide
Session 2 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Identifying marketing opportunities
Discussion: Case study analysis
Discussion: Pareto Principle
1. Divide learners into three teams.
2. Each team will have four tasks:
a. take notes and summarise the guest’s presentation
b. devise two questions to ask the presenter
c. provide a summary of the presentation to other learners by the next session.
Follow-up activity
? Ask learners how they could incorporate ideas from the presentations into their case study analyses for Assessment Task 1
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
.
.
Session 3 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
1. Learners can conduct this activity individually or in pairs.
2. Draw the following table on the whiteboard or flip chart:
3. Instruct learners to visit the website below and use the online profitability index calculator to help them to rank the projects in the table.
a. ‘Profitability index calculator’, Money-Zine, viewed June 2012, http://www.money-zine.com/Calculators/Investment-Calculators/Profitability-Index-Calculator/ .
4. As a group, discuss learners’ rankings and create a definitive list on the whiteboard/flip chart.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Why would you need to calculate a profitability index?
? What are your observations of the online profitability index calculator?
Was it helpful?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 4 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
1. Break learners into pairs.
2. Pairs are to search the bank websites to identify their strategy and business objectives.
3. Ask learners to identify what differences there are (if any) between the marketing strategies the banks employ for their products.
4. Learners can document their ideas on butchers’ paper before presenting them to the rest of the group.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Was it easy for you to identify the banks’ strategies and business objectives? Why/why not?
? Why do you think some banks choose particular strategies over others that work for other banks?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 5 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
Review
Competitors
1. As a group, discuss and identify the classes of competitors:
a. Strong versus weak.
b. Close versus distant.
c. Good versus bad.
2. Break learners into small teams of two to three.
3. Provide teams with copies of a case study that contains simulated or real organisational documents and information sufficient for learners to be able to analyse competitors’:
a. Strengths and weaknesses
b. Sales
c. Marketing
d. Customer service
e. Pricing.
4. Using the internet, each team is to identify who the businesses’ four main competitors are.
5. Provide learners with copies of the Competitor Profiling Activity (Appendix 2).
6. Learners are to complete each table (to the best of their ability) as follows:
a. For the first, rate the competitors by number and estimated market share.
b. For the second, make some estimations of the competition.
c. For the third table, assess each competitor’s product or service and profitability.
7. Bring the whole group back together and discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Could you find all the information required by the tables? What couldn’t you find? What do you think prevented you from accessing the information?
? How do you feel the organisation in the case study/scenario compared to the competitors you identified?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 6 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
Competitors
Review
Legislation.
1. You should identify any learners in the group who may already be working in the marketing environment.
2. Find out about their experiences in relation to marketing practice and legislation.
3. Discuss relevant legislation, codes of practice and national standards that will impact business decision-making in marketing, showing learners the websites of the following:
a. Legislation:
i. Competition and Consumer Act 2010, http://www.accc.gov.au/content/index.phtml/itemId/788579
ii. Guide to advertising and selling under the Competition and Consumer Act 2010, http://www.accc.gov.au/content/index.phtml/itemId/
655127
iii. Do-Not-Call legislation, https://www.donotcall.gov.au/
consumerfaq.cfm
iv. Privacy legislation in Australia, http://www.privacy.gov.au
v. Do Not Call Register Small Business Guide, http://www.acma.gov.au/webwr/_assets/main/lib100844/donotcall-guide-for-your-business.pdf
vi. Australian Register of Government Lobbyists and the associated Lobbying Code of Conduct, http://lobbyists.pmc.gov.au .
b. Codes of practice:
i. Australian eMarketing Code of Practice, http://www.acma.gov.au/WEB/STANDARD/pc=PC_7011
ii. The Advertising Standards Bureau (ASB), http://www.adstandards.com.au .
c. e-Marketing Regulation in Australia:
i. Spam legislation, http://www.acma.gov.au/WEB/STANDARD/
pc=PC_2861
ii. Australian Securities and Investments Commission (ASIC), http://www.asic.gov.au
iii. Australian Institute of Company Directors (AICD), http://www.companydirectors.com.au .
d. Intellectual property:
i. Trademarks, http://www.ipaustralia.gov.au
ii. Australian copyright law: Copyright Agency Limited (CAL), http://www.copyright.com.au/
iii. International copyright law: Digital Millennium Copyright Act (USA), http://www.copyright.gov .
e. Industry codes of practice associations:
i. Australian Direct Marketing Association (ADMA) Code of Practice, http://www.adma.com.au
ii. Commercial Television Code of Practice, http://www.acma.gov.au/WEB/STANDARD/pc=IND_REG_CODES_
BCAST
iii. Australian Communications and Media Authority (ACMA), Commercial Television Industry Code of Practice, http://http://www.freetv.com.au/ .
f. General legislation (not industry specific):
i. Anti-discrimination and equal rights:
(1) Age Discrimination Act 2004
(2) Australian Human Rights Commission Act 1986
(3) Disability Discrimination Act 1992
(4) Racial Discrimination Act 1975
(5) Sex Discrimination Act 1984
http://www.hreoc.gov.au/info_for_employers/fact/index.html .
ii. Privacy legislation, http://www.privacy.gov.au
iii. Work health and safety legislation, http://www.safeworkaustralia.gov.au/sites/swa/legislation/pages/modelwhslegislation.aspx .
Follow-up questions
Ask learners the following questions to prompt discussion:
? Have any learners been exposed to marketing practice that is against the law?
? Are they more aware of who to make a complaint to should this happen again?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 7 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
1. Break learners into pairs.
2. Pairs are to discuss any customer service problems they have encountered when dealing with a business just starting up.
3. Bring the whole group back together to discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? What common issues have you noticed?
? Are there particular challenges, do you think, to customer services when starting a business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities.
Session 8 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
1. Break learners into pairs.
2. Pairs are to discuss any customer service problems they have encountered when dealing with a business just starting up.
3. Bring the whole group back together to discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? What common issues have you noticed?
Are there particular challenges, do you think, to customer services when starting a business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
Session 9 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
Review
Stakeholders.
1. Provide copies of the case study to each learner.
2. Allow five to ten minutes for learners to read the case study.
3. As a group, compile a list of stakeholders that may have influence on the business in the case study. Write the list on the whiteboard/flip chart.
4. For each stakeholder listed, as a group, identify:
a. Their motives and aspirations in regard to the business
b. The best way to communicate with each stakeholder.
Follow-up questions
Ask learners the following questions to prompt discussion:
? How did you go about identifying who the stakeholders were?
? What did you consider when working out stakeholder motives?
? Why could communication styles differ between stakeholders?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
Session 10 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
Review
Stakeholders.
1. Provide copies of the case study to each learner.
2. Allow five to ten minutes for learners to read the case study.
3. As a group, compile a list of stakeholders that may have influence on the business in the case study. Write the list on the whiteboard/flip chart.
4. For each stakeholder listed, as a group, identify:
c. Their motives and aspirations in regard to the business
d. The best way to communicate with each stakeholder.
Follow-up questions
Ask learners the following questions to prompt discussion:
? How did you go about identifying who the stakeholders were?
? What did you consider when working out stakeholder motives?
? Why could communication styles differ between stakeholders?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
ASSESSOR GUIDE
Unit Code: BSBMKG501B
Unit Title: Identify and evaluate marketing opportunities
Assessment
Method
Assessment
Evidence
Assessment 1 Portfolio of work/
Direct Observation ? Competitor Profiling Activity,
BBQfun Sales Data Worksheet,
Presentation notes and
PowerPoint presentation
Assessment 2 Portfolio of work/
Report ? BBQfun Sales Data Worksheet and
Evaluation Report
How to Conduct the Assessments
It is the responsibility of the assessors to ensure that students are provided with the assessment guide at the beginning of the unit of competency. It is important that prior to conducting these assessments, the assessor undertakes the following:
These assessments must be undertaken in accordance with AVETA’s Assessment Policy
Prior to conducting the assessment
• Ensure the assessment environment is suitable for the parameters of the assessments.
• Ensure the students will have appropriate time and sufficient opportunities to provide evidence of their skills and knowledge
• Make suitable modifications to the assessment environment if required to allow all assessment to be observed
• Ensure the assessment environment is safe for assessment purposes in accordance with the WH&S requirements.
• Advise the student prior to conducting the assessment of:
o what will occur throughout the assessment process
o when the assessment will occur
o the level of competency expected
Conducting the observations
• Establish and oversee the evidence gathering process to ensure it remains valid, reliable, fair and flexible
• Observe the student undertaking the tasks as outlined
• Record and provide feedback during observations in the assessor checklist
• Where a checklist point is not appropriate, write -N/A- in the space provided
Making the decision
• The student must be graded satisfactory in all the assessment tasks in order to be deemed Competent (C) in the unit to competency.
• Use the evidence guides (e.g. model answers, marking criteria, observation checklists etc which is the benchmark) that have been developed and your professional competency to determine the final outcome for the student.
• In the case of marking the student Not Yet Competent (NYC), ensure you outline why you have made this decision, and provide feedback on how the student can improve required skills and knowledge prior to re-assessment.
After the assessment
• Provide feedback to the student on the assessments undertaken. This will require the assessor to provide the student with:
o Clear and constructive feedback based on the assessment decision
o Information on ways of overcoming any identified gaps in competency revealed by the assessment
o the opportunity to discuss the assessment process and outcome information on reassessment and the appeals processes
• Where the students’ performance is deemed satisfactory, provide the student with a copy of the completed checklist.
• Where the students’ performance is deemed not-satisfactory provide a copy of the completed checklist, ensuring the comments section is complete.
• Record and report the assessment outcome as per AVETA’s Assessment Policy
Reasonable adjustments
• Incorporate allowable adjustments to the assessment procedure without compromising the integrity of the assessment
• Contextualise the task (and checklist) to ensure it reflects the students working environment. (Be sure to check with the mapping document to ensure any contextualisation still covers the unit requirements)
• Where a checklist point is not observed due to an inappropriate environment, or for a reason outside the students control, modify the scenario to allow the student an opportunity to perform the associated task
• Incorporate allowable adjustments to the assessment procedure without compromising the integrity of the assessment
ASSESSMENT 1 – DIRECT OBSERVATION / PORTFOLIO OF WORK
ASSESSOR INSTRUCTIONS
1. This assessment requires student to identify and investigate marketing opportunities (for BBQfun Simulated Business – APPENDIX 1).
Student will analyse BBQfun Simulated Business – APPENDIX 1 (to be provided by your) to identify and evaluate marketing opportunities by completing 3 parts of this assessment:
1. PART A: Identify two marketing opportunities, research potential new markets and explore innovative approaches (Student required to complete APPENDIX 2: Competitor Profiling Activity)
2. PART B: Assess opportunities with respect to contribution to the business using APPENDIX 3: BBQfun Sales Data Worksheet for this assessment.
3. PART C: Prepare a brief presentation for marketing peers (classmates and you) to support and explain the two marketing opportunities they have identified.
Student must save their assessment work as they will be using the completed BBQfun Sales Data Worksheet information, completed competitor profiling activity and presentation information in this assessment to complete Assessment 2 of this unit.
Student may base their analysis and presentation on:
• An organisation they are familiar with, such as a current or previous employment, and from which they can obtain enough information to complete the assessment task to specification. Student must seek you approval before doing so, or alternatively work with BBQfun simulated business.
2. Provide student with a copy of the Student Assessment Guide.
3. Make yourself familiar with the assessment task.
4. Provide access to simulated workplace environment, office equipment and resources such as computer with internet facilities
5. Provide access to BBQfun’s strategic and marketing plans
6. Provide assistance to the students to understand the BBQfun’s Sales Data Workshee - Appendix 3 of this assessment in the Student Assessment Guide
7. Advice student about the date and time of their marketing presentation.
8. During presentations ensure students have the opportunity to use appropriate language and level of formality to satisfy needs of the presumed audience (marketing peers):
a. Respond positively to professional but semi-formal language
b. Ask questions on technical vocabulary; potential need to define more obscure marketing terms or statistical methodologies.
c. Ask questions on specific organisational policies and marketing strategies.
9. Advise student of submission date & method (hard copy or soft copy).
SAMPLE ANSWERS for APPENDIX 2: Competitor profiling activity
Rate the competitors by number and estimated market share.
Number Competitor Estimated Market Share
1
2
3
4 Local Independent
The Yard
BBQs R us
Outdoors 30 %
00 %
22 %
24 %
Look a little deeper and make some estimations of the competition:
1 2 3
Estimated sales per year $
Estimated market share % 30 00 22
Description of their sales force large distribution network In Melbourne and Alidade Large operations
Marketing tactics Considering e-commerce options. Lots of cheap imports No imports – all Australian made
Selling terms point is high Data not available Data not available
Advertising and promotion No significant marketing or promotion Considering e-commerce options.
Distribution channels large distribution network- Considering selling on line One store in Brisbane - Considering selling on line few stores per city Considering selling on line
Service and support Data not available Data not available
Pricing high Data not available Data not available
Major strengths All Australian made- significant depth Broad range of outdoor lifestyle products No imported goods
Major weaknesses No significant marketing or promotion One store in Brisbane Low to medium quality
Assess each competitor’s product or service and profitability:
Competitor Costs and Profitability
Product or Service
limited selection but significant depth
Broad range of outdoor lifestyle products including trinkets and furnishings outdoor lifestyles, Strong in the replacement segment
Sales Price
Quite high Data not available Data not available
Sales Level
The largest market share
Not in south east Queensland Concentrating on established markets Gaining strength in Brisbane market.
ANSWERS for APPENDIX 3: Example calculations
Least squares: BBQ customers, total market with e-commerce included
Consider historical data plotted in chart:
Year Sales (y) Coded time (x) XY
FY2008/9 25,000 1 25,000 1
FY2009/10 35,000 2 70,000 4
FY2010/11 40,000 3 120,000 9
FY2011/12 45,000 4 180,000 16
Total ( )
145,000 10 395,000 30
Mean ( ), ( )
36,250 2.5
N= number of years
The estimated number of BBQ customers for 2012/13 is approximately 52,500
(So, therefore, at 24% market share, BBQfun could expect to sell 12, 600 BBQs)
Least squares: Outdoor Furniture customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 13,000 1 13,000 1
FY2009/10 15,000 2 30,000 4
FY2010/11 17,000 3 51,000 9
FY2011/12 19,000 4 76,000 16
Total ( )
64,000 10 170,000 30
Mean ( ), ( )
16,000 2.5
The estimated number of Outdoor Furniture customers for 2012/13 is approximately 21,000
(So, therefore, at 24% market share, BBQfun could expect to sell 5,040 Outdoor Furniture)
Least squares: BBQ Accessories customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 42,000 1 42,000 1
FY2009/10 58,000 2 116,000 4
FY2010/11 68,000 3 204,000 9
FY2011/12 75,000 4 300,000 16
Total ( )
243,000 10 662,000 30
Mean ( ), ( )
60,750 2.5
The estimated number of BBQ Accessories customers for 2012/13 is approximately 88,000
(So, therefore, at 24% market share, BBQfun could expect to sell 21,120 BBQ Accessories)
Total market potential
BBQs Outdoor Furniture BBQ Accessories Total
2008/9 25,000 13,000 42,000 80,000
2009/10 35,000 15,000 58,000 108,000
2010/11 40,000 17,000 68,000 125,000
2011/12 45,000 19,000 75,000 139,000
2012/13 52,500 21,000 88,000 161,500
With e-commerce
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 12,600 5,040 21,120
Quantity 1 1 3
Average price $620 $880 $55
Sales volume (units)
(Number of buyers X Quantity) 12,600 5,040 63,360
Own Branded products
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 7,200 3,120 13,440
Quantity 1 1 3
Average price $600 $850 $50
Sales volume (units)
(Number of buyers X Quantity) 7,200 3,120 40,320
Bargain market
Assume market share of 25% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(25% of total market potential for individual item) 10,000 5,000 17,500
Quantity 1 1 3
Average price $500 $650 $40
Sales volume (units)
(Number of buyers X Quantity) 10,000 5,000 52,500
Gross and net profit for each opportunity
Own brand E-commerce Bargain market
Sales volume (units) BBQ: 7,200 BBQ: 12,600 BBQ: 10,000
Furniture: 3,120 Furniture: 5,040 Furniture: 5,000
Accessories: 40,320 Accessories: 63,360 Accessories: 52,500
Price BBQ: $600 BBQ: $620 BBQ: $500
Furniture:$850 Furniture: $880 Furniture: $650
Accessories:$50 Accessories:$55 Accessories:$40
Revenue per item
(sales volume x price) BBQ:$4,320,000 BBQ:$7,812,000 BBQ:$5,000,000
Furniture:$2,652,000 Furniture:$4,435,200 Furniture:$3,250,000
Accessories:$2,016,000 Accessories:$3,484,800 Accessories:$2,100,000
Total revenue $8,988,000 $15,732,000 $10,350,000
Unit contribution margin
BBQ: $500 BBQ: $300 BBQ: $200
Furniture: $600 Furniture: $420 Furniture: $220
Accessories: $40 Accessories: $20 Accessories: $10
Gross profit per item
(Unit contribution margin X number of units) BBQ:$3,600,000 BBQ:$3,780,000 BBQ:$2,000,000
Furniture:$1,872,000 Furniture:$2,116,800 Furniture:$1,100,000
Accessories:$1,612,800 Accessories:$1,267,200 Accessories:$525,000
Total gross profit 2012/13 $7,084,800 $7,164,000 $3,625, 000
Total fixed cost
Inclusive of given additional fixed costs
(Total expenses $4,884,714 from BBQfun Budget summary) $4,884,714 + $1,000,000 +
$500,000 + $500,000 =
$6,884,714 $4,884,714 + $50,000 +
$100,000 + $150,000 +
$250,000 + $50,000 =
$5,484,714 No additional fixed costs
$4,884,714 + $0
$4,884,714
Total net profit 2012/13
Total gross profit – total fixed cost) $200,086 $1,679,286 ($1,259,714)
Profitability index for each opportunity for 2012/13
Profitability index (PI) = Present value (PV) of future cash flows
Present value (PV) of initial investment
Own brand E-commerce Bargain market
Cash flow 2012/13
(Use total gross profit figures from Gross and net profit for each opportunity table above) $7,084,800 $7,164,000 $3,625,000
Opportunity cost 8% 8% 8%
(Future cash flow / 1 + Opportunity cost)
Present value of future cash flows $7,084,800 / 1.08 = $7,164,000 / 1.08 = $3,625,000 / 1.08 =
$6,560,000 $6,633,333 $3,356,481
Present value of initial investment
(Use total fixed cost figures from Gross and net profit for each opportunity table above) $6,884,714 $5,484,714 $4,884,714
Profitability index 0.95 1.2 0.69
Assessment Criteria - Identify and investigate marketing opportunities
Did the student submit the following documents
Completed Appendix 2: Competitor profiling activity
Completed Appendix 3: BBQfun Sales Data Worksheet
Presentation notes on – two marketing opportunities on potential new markets on market trends, competitor information, exploring innovative approaches and assess opportunities with respect to contribution to the business.
PowerPoint slides
Within the required timeframe
Did the student submit a presentation that includes:
Description of two marketing opportunities and methodology to identify them
Reference to current organisational marketing plan and products/service
Provide comparative market information and competitor performance information; and support it with the information completed in the competitor profiling activity
Support for choice of marketing opportunities with reference to market information such as market trends and sales figures (relevant statistics)
Description of the effect of opportunities on the business, for example:
• Sales volume
• Growth
• Market share
• Profitability.
• Student must support their assertions:
o Show/use results of statistical methods of forecasting demand, etc.
o Refer to quantitative or qualitative data, and results of analysis, for example:
? Show results of break-even or profit analysis
? Show ROI estimation
? Show Gap analysis.
Describe innovative or creative options (one for each opportunity) to apply to the two identified marketing opportunities in the context of the organisation.
Refer to aspects of the marketing mix, i.e., product, price, promotion, place (distribution).
Refer to principles of marketing that apply to your approaches to realising the proposed opportunities.
Did the student
Deliver a 15–20 minute presentation on two marketing opportunities
Analyse information on market and business needs to identify marketing opportunities. For example, in presentation, student refers to:
• Comparative market information
• Competitors’ performance
• Customer requirements
• Legal and ethical requirements
• Market share
• Market trends and developments
• New and emerging markets
• Profitability
• Sales figures
• Total market potential.
Research potential new markets and assess opportunities to enter, shape or influence the market in terms of likely contribution to the business. For example , in presentation, student refers to:
? Domestic markets
? Export markets
? Segments of the market not currently penetrated.
Explore innovative approaches and creative ideas for business applications, and develop them into potential marketing opportunities. In presentation, student describes:
• Two innovative or creative options (one for each opportunity) to apply the marketing opportunities in the context of the organisation
• Principles of marketing that apply to their approaches to realising the proposed opportunities.
• Innovative approaches may include, for example:
o An e-commerce opportunity with description of media, aspects of web-design to appeal to target markets
• Ways to exploit opportunity at lease cost or risk
• Integration or synergy with existing operations, marketing strategy and overall strategic directions.
Describe the effect of opportunities on the business, for example:
• Sales volume
• Growth
• Market share
• Profitability.
• Student must support their assertions:
o Show/use results of statistical methods of forecasting demand, etc.
o Refer to quantitative or qualitative data, and results of analysis, for example:
? Show results of break-even or profit analysis
? Show ROI estimation
? Show Gap analysis.
During presentation, student uses appropriate language and level of formality to satisfy needs of their audience. For example:
• Professional but semi-formal language
• Technical vocabulary; potential need to define more obscure marketing terms or statistical methodologies
• Openness to response and feedback.
Ability to identify and evaluate marketing opportunities to determine whether they will meet organisational objectives
Apply culturally appropriate communication skills employed to relate to people from diverse backgrounds and people with diverse abilities
Demonstrate literacy skills to identify and interpret market information and to write in a range of styles for different audiences
Demonstrate numeracy skills to calculate and evaluate financial information on new marketing options
Demonstrate research and evaluation skills to gather information on and interpret market trends to identify marketing opportunities
Demonstrate understanding of organisational marketing plan, and products and services
Demonstrate understanding of principles of marketing and the marketing mix
Demonstrate understanding of statistical methods and techniques to evaluate marketing opportunities, including forecasting techniques.
Demonstrate understanding of key provisions of relevant legislation from all forms of government, codes of practice and national standards that may affect aspects of business operations.
ASSESSMENT 2 –PORTFOLIO OF WORK/ REPORT
ASSESSOR INSTRUCTIONS
1. This assessment requires student to investigate marketing opportunities and evaluate required changes to current operations (for BBQfun Simulated Business – APPENDIX 1).
Student will review the information completed in Assessment 1 of this unit; and BBQfun scenario given under this assessment task in the Student Assessment Guide and BBQfun Simulated Business – APPENDIX 1 (to be provided by your) to investigate and evaluate the three given marketing opportunities by completing 2 parts of this assessment:
1. PART A: Evaluate three marketing opportunities that have been identified in BBQfun scenario, rank the three marketing opportunities in terms of viability and their likely contribution to the business and assess the impact of the top-ranked opportunity on operations. Student is required to evaluate and complete the available resources and costs information by completing APPENDIX 2: BBQfun sales data worksheet for this assessment.
2. PART B: Prepare an evaluation report for the board of directors documenting identified marketing opportunities and required changes to operations.
Student must use the information they completed in Assessment 1 of this unit i.e. completed BBQfun Sales Data Worksheet information, completed competitor profiling activity and presentation information to complete this Assessment.
2. Provide student with a copy of the Student Assessment Guide.
3. Make yourself familiar with the assessment task.
4. Provide access to simulated workplace environment, office equipment and resources such as computer with internet facilities
5. Provide access to BBQfun’s strategic and marketing plans along with policies and procedures
6. Provide assistance to the students to understand the BBQfun’s Sales Data Worksheet - Appendix 2 of this assessment in the Student Assessment Guide
7. Advice student about the date and time of the report submission to the board of directors (you).
8. Advise student of submission date & method (hard copy or soft copy).
ANSWERS for APPENDIX 2: Example calculations
Least squares: BBQ customers, total market with e-commerce included
Consider historical data plotted in chart:
Year Sales (y) Coded time (x) XY
FY2008/9 25,000 1 25,000 1
FY2009/10 35,000 2 70,000 4
FY2010/11 40,000 3 120,000 9
FY2011/12 45,000 4 180,000 16
Total ( )
145,000 10 395,000 30
Mean ( ), ( )
36,250 2.5
N= number of years
The estimated number of BBQ customers for 2012/13 is approximately 52,500
(So, therefore, at 24% market share, BBQfun could expect to sell 12, 600 BBQs)
Least squares: Outdoor Furniture customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 13,000 1 13,000 1
FY2009/10 15,000 2 30,000 4
FY2010/11 17,000 3 51,000 9
FY2011/12 19,000 4 76,000 16
Total ( )
64,000 10 170,000 30
Mean ( ), ( )
16,000 2.5
The estimated number of Outdoor Furniture customers for 2012/13 is approximately 21,000
(So, therefore, at 24% market share, BBQfun could expect to sell 5,040 Outdoor Furniture)
Least squares: BBQ Accessories customers, total market with e-commerce included
Year Sales (y) Coded time (x) XY
FY2008/9 42,000 1 42,000 1
FY2009/10 58,000 2 116,000 4
FY2010/11 68,000 3 204,000 9
FY2011/12 75,000 4 300,000 16
Total ( )
243,000 10 662,000 30
Mean ( ), ( )
60,750 2.5
The estimated number of BBQ Accessories customers for 2012/13 is approximately 88,000
(So, therefore, at 24% market share, BBQfun could expect to sell 21,120 BBQ Accessories)
Total market potential
BBQs Outdoor Furniture BBQ Accessories Total
2008/9 25,000 13,000 42,000 80,000
2009/10 35,000 15,000 58,000 108,000
2010/11 40,000 17,000 68,000 125,000
2011/12 45,000 19,000 75,000 139,000
2012/13 52,500 21,000 88,000 161,500
With e-commerce
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 12,600 5,040 21,120
Quantity 1 1 3
Average price $620 $880 $55
Sales volume (units)
(Number of buyers X Quantity) 12,600 5,040 63,360
Own Branded products
Assume market share of 24% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(24% of total market potential for individual item) 7,200 3,120 13,440
Quantity 1 1 3
Average price $600 $850 $50
Sales volume (units)
(Number of buyers X Quantity) 7,200 3,120 40,320
Bargain market
Assume market share of 25% for BBQfun to calculate projected number of units to sell for each item in 2012/13.
BBQs Outdoor Furniture BBQ Accessories
Number of buyers
(25% of total market potential for individual item) 10,000 5,000 17,500
Quantity 1 1 3
Average price $500 $650 $40
Sales volume (units)
(Number of buyers X Quantity) 10,000 5,000 52,500
Gross and net profit for each opportunity
Own brand E-commerce Bargain market
Sales volume (units) BBQ: 7,200 BBQ: 12,600 BBQ: 10,000
Furniture: 3,120 Furniture: 5,040 Furniture: 5,000
Accessories: 40,320 Accessories: 63,360 Accessories: 52,500
Price BBQ: $600 BBQ: $620 BBQ: $500
Furniture:$850 Furniture: $880 Furniture: $650
Accessories:$50 Accessories:$55 Accessories:$40
Revenue per item
(sales volume x price) BBQ:$4,320,000 BBQ:$7,812,000 BBQ:$5,000,000
Furniture:$2,652,000 Furniture:$4,435,200 Furniture:$3,250,000
Accessories:$2,016,000 Accessories:$3,484,800 Accessories:$2,100,000
Total revenue $8,988,000 $15,732,000 $10,350,000
Unit contribution margin
BBQ: $500 BBQ: $300 BBQ: $200
Furniture: $600 Furniture: $420 Furniture: $220
Accessories: $40 Accessories: $20 Accessories: $10
Gross profit per item
(Unit contribution margin X number of units) BBQ:$3,600,000 BBQ:$3,780,000 BBQ:$2,000,000
Furniture:$1,872,000 Furniture:$2,116,800 Furniture:$1,100,000
Accessories:$1,612,800 Accessories:$1,267,200 Accessories:$525,000
Total gross profit 2012/13 $7,084,800 $7,164,000 $3,625, 000
Total fixed cost
Inclusive of given additional fixed costs
(Total expenses $4,884,714 from BBQfun Budget summary) $4,884,714 + $1,000,000 +
$500,000 + $500,000 =
$6,884,714 $4,884,714 + $50,000 +
$100,000 + $150,000 +
$250,000 + $50,000 =
$5,484,714 No additional fixed costs
$4,884,714 + $0
$4,884,714
Total net profit 2012/13
Total gross profit – total fixed cost) $200,086 $1,679,286 ($1,259,714)
Profitability index for each opportunity for 2012/13
Profitability index (PI) = Present value (PV) of future cash flows
Present value (PV) of initial investment
Own brand E-commerce Bargain market
Cash flow 2012/13
(Use total gross profit figures from Gross and net profit for each opportunity table above) $7,084,800 $7,164,000 $3,625,000
Opportunity cost 8% 8% 8%
(Future cash flow / 1 + Opportunity cost)
Present value of future cash flows $7,084,800 / 1.08 = $7,164,000 / 1.08 = $3,625,000 / 1.08 =
$6,560,000 $6,633,333 $3,356,481
Present value of initial investment
(Use total fixed cost figures from Gross and net profit for each opportunity table above) $6,884,714 $5,484,714 $4,884,714
Profitability index 0.95 1.2 0.69
Operational costs
Resources Costs
Additional staff $25,000 year average
Given: 4 additional warehouse workers + 6 additional drivers (4+6) x $25,000 =
$250,000
Plant and equipment Delivery trucks ($20,000 )
Given: 6 delivery trucks $20,000 x 6 =
$120,000
Forklifts ($10,000 )
Given: 3 Forklifts $10,000 x 3 =
$30,000
Promotional costs $500,000
Website developers Contractors ($2000/day)
Given: 50days $2000 x 50 =
$100,000
Staff training Online customer service training $3,000 per staff member
Given: 8 online & customer service people $3000 x 8 =
$24,000
Management change leadership training for store managers and team leaders $3,000 each
(From the BBQfun simulated business, Chapter 6 – Description of operations)
1 Brisbane store manager,
4 Brisbane team leaders,
1 Gold Coast store manager and
3 Gold Coast team leaders 9 x $3,000 =
$27,000
Warehouse and office reconfiguration
(From Gross and net profit for each opportunity table – Ecommerce – additional costs) $50,000
Total $1,101,000
Assessment Criteria – Investigate and evaluate marketing opportunities
Did the student submit the following documents
Completed Appendix 2: BBQfun Sales Data Worksheet
Evaluation report for the Board of Directors that ranks the three marketing opportunities in terms of viability and likely contribution to the business and assesses the impact of the top-ranked opportunity on operations.
Within the required timeframe
Did the student submit an evaluation report that:
Identifies and analyses opportunities in terms of their likely fit with BBQfun’s goals and capabilities. Report refers to:
? Organisational marketing plan, structure, products and services. For example, report considers opportunities in light of strategic directions and possible expansion plans
? Principles of marketing and the marketing mix.
o For example, report refers to importance of consumer and market data to determine customer need;
o Report refers to elements of the marketing mix entailed by each opportunity: Price changes and discounts, Product offering, Distribution (online), Promotion ($500,000 marketing campaign).
Evaluates each opportunity to determine its impact on current business and customer base.
Based on the calculations completed in BBQfun Sales data worksheet:
? Effect on sales volume for each opportunity for 2012/13
? Market share
? Profitability (gross and net profit for 2012/13) (see example calculations)
? Own brand may be knocked out of contention because of market need for Australian made goods.
Includes at least two instances of numerical analysis or statistical methods (completed using BBQfun Sales data worksheet). For example:
? Profitability index
? Least squares to calculate online market
? CVP analysis to calculate gross and net profit.
Uses an assessment of external factors, costs, benefits, risks and opportunities to determine the financial viability of each marketing opportunity
Identifies external factors relevant to each opportunity, for example:
• ATO Regulations and GST implications of importation relevant to own brand opportunity
• manufacturing, Australian standards consideration relevant to own brand opportunity
• E commerce Best Practice Model relevant to e-commerce opportunity
• Marketing codes of practice and conduct, such as the Australian Direct Marketing Association (ADMA) Direct Marketing Code of Practice, The Free TV Australia Commercial Television Industry Code of Practice, and the Australian:
o Privacy Act
o Anti-discrimination legislation
o Competition and Consumer Act.
Refers to relevant BBQfun policies and procedures.
Assesses and summarises the viability of each opportunity:
? Major costs associated with each opportunity, for example:
? Reconfiguration (e-commerce)
? Lease (own brand)
? Plant and equipment (own brand).
? Potential benefits, for example financial and strategic
? Risks associated with each opportunity and (mitigation strategies), for example:
? Competition from competitors entering e-commerce space (increased marketing spend, reducing margins)
? WHS, insurance risks associated with manufacturing (training)
? WHS risks associated with increased traffic and distribution (training)
? Risks associated with managing change in the organisation (leadership training for managers).
Determines probable return on investment i.e. Profitability index calculations completed in the BBQfun sales data worksheet
Determines potential competitors, for example:
• The Yard: has a limited selection but significant depth. All Australian made. No significant marketing or promotion. The price point is high, but the quality of products is quite good. Not in SE Queensland. Considering e-commerce options. Considered potential treat for entering market through e-commerce because of large distribution network.
o E-commerce could mitigate or head-off threat
• BBQ’s R us: Broad range of outdoor lifestyle products including trinkets and furnishings. Lots of cheap imports. Concentrating on established markets. Strong in the replacements segment. One store in Brisbane. Mostly in Melbourne and Adelaide.
o Considering e-commerce options.
• Outdoorz: Large operations of only a few stores per city. Mass markets outdoor lifestyles at good value prices. No imported goods. Extensive advertising. Low to medium quality. Strong in the replacement segment rather than new and refurbished dwellings. Gaining strength in Brisbane market. Considering
e-commerce options.
o Bargain market opportunity could capture market share.
Describes and ranks marketing opportunities in terms of their viability and likely contribution to the business i.e. it considers financial and non-financial information in arriving at ranking. Determines ranking based on the calculation completed in BBQfun Sales data worksheet for:
1. E-commerce
2. Own brand (But may be considered knocked out because of risk of offending market)
3. Bargain market.
Identifies and documents changes needed to current operations to take advantage of viable marketing opportunities. Identifies changes, for example:
? Current stores may need to be reconfigured to accommodate more stock and online order delivery
? Office space may need to be reconfigured
? Head office could move to gold coast to allow office space in Brisbane to be used for online sales and customer service
? CRM and ERP software may need to be adapted to accommodate increased distribution. Extra training may be needed.
Ensures organisational changes to service an increased or different customer base include provisions for continued quality of service to existing customers.
Identifies:
• Service an increased or different customer base., for example:
o Need for trained online customer service staff
o Additional staff required in warehouse
o Sales training required.
• Ensure continued quality of service, for example:
o Training required for online customer service staff
o Training required for all staff on importance of service quality to target market.
Justifies changes on the basis of maintaining quality.
Estimates resource requirements for changed operations.
Identifies resource requirements and explains costs based on the calculations completed in BBQfun Sales data worksheet.
Determines and communicates viability of making changes to current operations to key stakeholders.
Documents newly identified marketing opportunities and required changes
Did the student
Use appropriate language and level of formality in documenting their report to satisfy needs of readers:
? Formal language
? Technical vocabulary; no need to define terms such as ‘marketing mix’
? Assumed knowledge of organisational policies and marketing strategies.
Prepare a report that addresses to the Board of Directors as per BBQfun scenario and conforms to all requirements and specifications of BBQfun and assessment procedure.
Evaluate marketing opportunities to determine whether they will meet organisational objectives
Document how current business operations will need to be modified and what resources will be required to take advantage of newly identified and evaluated opportunities.
Demonstrate literacy skills to identify and interpret market information, to write in a formal style appropriate to a professional audience and to document outcomes and requirements
Demonstrate Numeracy skills to calculate and evaluate financial information on new marketing options
Demonstrate understanding of principles of marketing and the marketing mix
Demonstrate understanding of organisational marketing plan, structure, products and services
Demonstrate understanding of statistical methods and techniques to evaluate marketing opportunities, including forecasting techniques.
Session 1 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Identifying marketing opportunities
Discussion: Case study analysis
Discussion: Pareto Principle
1. After the introduction, you should move on to provide more detail about analysis techniques:
a. environmental, industry and competitor analysis
b. customer analysis – segmentation.
o Simply Roses: Customer analysis
2. Ask learners to undertake the learning activity from Section 1 of the Student Workbook, ‘Simply Roses – Customer analysis’.
1. Alternatively, provide learners with the Simply Roses Workbook scenarios (Appendix 1) and the following questions from the activity:
a. Identify three motivations of the highest spending Simply Roses customers to buy Simply Roses products. This group consists of women aged 45 years and over who all have incomes of greater than $100,000 per annum.
b. Consider the market groups that are not Simply Roses customers. Identify three possible motivations for the following customers not to buy Simply Roses products:
i. Women aged 25 years to 45 years
ii. Females from Teens to 25 years.
c. How could Simply Roses adjust their marketing strategies to target the following markets?
i. Women aged 25 years to 45 years
ii. Females from Teens to 25 years.
3. From what they have identified in the above task, ask learners to identify which customer segment would best achieve the desired performance of $2 million revenue per annum.
4. Learners to work in groups to discuss and report back to the group.
2. Qualitative and quantitative research methods
5. Explain to learners an outline of the different methodologies of qualitative and quantitative research methods.
6. Learners are to complete the learning activity ‘Qualitative and quantitative
research 1’ in Section 1 of the Student Workbook to plan and discuss how Simply Roses could plan qualitative and quantitative research questions.
3. Alternatively, provide learners with the following questions from the activity:
a. Qualitative research:
i. Plan four questions that Simply Roses could ask its customers from the 25 years to 45 years age group in a focus group.
b. Quantitative research:
i. Plan three questions that could be used as an internet based survey when Simply Roses customers purchase a product using PayPal.
ii. The purpose of the questions are to find out what other products customers would buy and the price they would be prepared to pay.
4. Break-even analysis
7. Once a strategy and possible product or service has been identified, learners are to outline how to calculate a break-even analysis.
8. Learners are then to complete break-even analysis calculations in the Student Workbook.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Is this type of analysis conducted in the business where you work?
? Are other types of customer analysis undertaken?
? How is this information acted upon in the business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Analysing information on market and business needs.
Researching new markets and their contribution to the business.
Entrepreneurial marketing approaches.
Handout Student Assessment Guide
Session 2 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Identifying marketing opportunities
Discussion: Case study analysis
Discussion: Pareto Principle
1. Divide learners into three teams.
2. Each team will have four tasks:
a. take notes and summarise the guest’s presentation
b. devise two questions to ask the presenter
c. provide a summary of the presentation to other learners by the next session.
Follow-up activity
? Ask learners how they could incorporate ideas from the presentations into their case study analyses for Assessment Task 1
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
.
.
Session 3 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
1. Learners can conduct this activity individually or in pairs.
2. Draw the following table on the whiteboard or flip chart:
3. Instruct learners to visit the website below and use the online profitability index calculator to help them to rank the projects in the table.
a. ‘Profitability index calculator’, Money-Zine, viewed June 2012, http://www.money-zine.com/Calculators/Investment-Calculators/Profitability-Index-Calculator/ .
4. As a group, discuss learners’ rankings and create a definitive list on the whiteboard/flip chart.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Why would you need to calculate a profitability index?
? What are your observations of the online profitability index calculator?
Was it helpful?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 4 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
1. Break learners into pairs.
2. Pairs are to search the bank websites to identify their strategy and business objectives.
3. Ask learners to identify what differences there are (if any) between the marketing strategies the banks employ for their products.
4. Learners can document their ideas on butchers’ paper before presenting them to the rest of the group.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Was it easy for you to identify the banks’ strategies and business objectives? Why/why not?
? Why do you think some banks choose particular strategies over others that work for other banks?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 5 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
Review
Competitors
1. As a group, discuss and identify the classes of competitors:
a. Strong versus weak.
b. Close versus distant.
c. Good versus bad.
2. Break learners into small teams of two to three.
3. Provide teams with copies of a case study that contains simulated or real organisational documents and information sufficient for learners to be able to analyse competitors’:
a. Strengths and weaknesses
b. Sales
c. Marketing
d. Customer service
e. Pricing.
4. Using the internet, each team is to identify who the businesses’ four main competitors are.
5. Provide learners with copies of the Competitor Profiling Activity (Appendix 2).
6. Learners are to complete each table (to the best of their ability) as follows:
a. For the first, rate the competitors by number and estimated market share.
b. For the second, make some estimations of the competition.
c. For the third table, assess each competitor’s product or service and profitability.
7. Bring the whole group back together and discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? Could you find all the information required by the tables? What couldn’t you find? What do you think prevented you from accessing the information?
? How do you feel the organisation in the case study/scenario compared to the competitors you identified?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 6 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Investigating market opportunities
Profitability index calculator
Review
Marketing strategies
Competitors
Review
Legislation.
1. You should identify any learners in the group who may already be working in the marketing environment.
2. Find out about their experiences in relation to marketing practice and legislation.
3. Discuss relevant legislation, codes of practice and national standards that will impact business decision-making in marketing, showing learners the websites of the following:
a. Legislation:
i. Competition and Consumer Act 2010, http://www.accc.gov.au/content/index.phtml/itemId/788579
ii. Guide to advertising and selling under the Competition and Consumer Act 2010, http://www.accc.gov.au/content/index.phtml/itemId/
655127
iii. Do-Not-Call legislation, https://www.donotcall.gov.au/
consumerfaq.cfm
iv. Privacy legislation in Australia, http://www.privacy.gov.au
v. Do Not Call Register Small Business Guide, http://www.acma.gov.au/webwr/_assets/main/lib100844/donotcall-guide-for-your-business.pdf
vi. Australian Register of Government Lobbyists and the associated Lobbying Code of Conduct, http://lobbyists.pmc.gov.au .
b. Codes of practice:
i. Australian eMarketing Code of Practice, http://www.acma.gov.au/WEB/STANDARD/pc=PC_7011
ii. The Advertising Standards Bureau (ASB), http://www.adstandards.com.au .
c. e-Marketing Regulation in Australia:
i. Spam legislation, http://www.acma.gov.au/WEB/STANDARD/
pc=PC_2861
ii. Australian Securities and Investments Commission (ASIC), http://www.asic.gov.au
iii. Australian Institute of Company Directors (AICD), http://www.companydirectors.com.au .
d. Intellectual property:
i. Trademarks, http://www.ipaustralia.gov.au
ii. Australian copyright law: Copyright Agency Limited (CAL), http://www.copyright.com.au/
iii. International copyright law: Digital Millennium Copyright Act (USA), http://www.copyright.gov .
e. Industry codes of practice associations:
i. Australian Direct Marketing Association (ADMA) Code of Practice, http://www.adma.com.au
ii. Commercial Television Code of Practice, http://www.acma.gov.au/WEB/STANDARD/pc=IND_REG_CODES_
BCAST
iii. Australian Communications and Media Authority (ACMA), Commercial Television Industry Code of Practice, http://http://www.freetv.com.au/ .
f. General legislation (not industry specific):
i. Anti-discrimination and equal rights:
(1) Age Discrimination Act 2004
(2) Australian Human Rights Commission Act 1986
(3) Disability Discrimination Act 1992
(4) Racial Discrimination Act 1975
(5) Sex Discrimination Act 1984
http://www.hreoc.gov.au/info_for_employers/fact/index.html .
ii. Privacy legislation, http://www.privacy.gov.au
iii. Work health and safety legislation, http://www.safeworkaustralia.gov.au/sites/swa/legislation/pages/modelwhslegislation.aspx .
Follow-up questions
Ask learners the following questions to prompt discussion:
? Have any learners been exposed to marketing practice that is against the law?
? Are they more aware of who to make a complaint to should this happen again?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Organisational fit of new marketing opportunities.
Evaluation of new opportunities.
External factors affecting financial viability of marketing opportunities.
Return on investment and potential competitors.
Describing and ranking marketing opportunities.
Session 7 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
1. Break learners into pairs.
2. Pairs are to discuss any customer service problems they have encountered when dealing with a business just starting up.
3. Bring the whole group back together to discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? What common issues have you noticed?
? Are there particular challenges, do you think, to customer services when starting a business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities.
Session 8 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
1. Break learners into pairs.
2. Pairs are to discuss any customer service problems they have encountered when dealing with a business just starting up.
3. Bring the whole group back together to discuss.
Follow-up questions
Ask learners the following questions to prompt discussion:
? What common issues have you noticed?
Are there particular challenges, do you think, to customer services when starting a business?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
Session 9 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
Review
Stakeholders.
1. Provide copies of the case study to each learner.
2. Allow five to ten minutes for learners to read the case study.
3. As a group, compile a list of stakeholders that may have influence on the business in the case study. Write the list on the whiteboard/flip chart.
4. For each stakeholder listed, as a group, identify:
a. Their motives and aspirations in regard to the business
b. The best way to communicate with each stakeholder.
Follow-up questions
Ask learners the following questions to prompt discussion:
? How did you go about identifying who the stakeholders were?
? What did you consider when working out stakeholder motives?
? Why could communication styles differ between stakeholders?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
Session 10 of 10
Units of Competencies Content Notes
BSBMKG501B Identify and evaluate marketing opportunities
Element 1. Identify marketing opportunities
Element 2. Investigate marketing opportunities
Element 3. Evaluate required changes to current operations
Group activity – gathering information about a classmate
Evaluating required changes to current operations
Review
Customer service
Review
Stakeholders.
1. Provide copies of the case study to each learner.
2. Allow five to ten minutes for learners to read the case study.
3. As a group, compile a list of stakeholders that may have influence on the business in the case study. Write the list on the whiteboard/flip chart.
4. For each stakeholder listed, as a group, identify:
c. Their motives and aspirations in regard to the business
d. The best way to communicate with each stakeholder.
Follow-up questions
Ask learners the following questions to prompt discussion:
? How did you go about identifying who the stakeholders were?
? What did you consider when working out stakeholder motives?
? Why could communication styles differ between stakeholders?
Equipment Requirements:
Student Workbooks, activities, templates
PowerPoint, readings
Computer with internet facility, printer, projector and white board.
Timeframe Requirements:
7 Hours
Identifying and documenting organisational changes.
Maintaining service quality when new opportunities are embraced.
Estimation of resources required for changed operations.
Determining changes and communicating with key stakeholders.
Documenting new marketing opportunities
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