Assessment-Task-1-Case Study

BSBMGT617 Develop and implement a business plan
Assessment Task 1 – Case study

Develop a business plan
Submission details
Candidate’s name
Assessor’s name
Assessment site
Assessment date/s
Assessment description
There are two parts to this assessment.
Part A
Use the information provided in the case study ‘Fast Track Couriers’ (see Appendix 1) to
develop a business plan to support the company’s strategic and operational goals.
Develop a plan for communicating the business plan to relevant parties.
Part B
Review the completed business plan (see Appendix 2). Analyse the strengths and
weaknesses of the plan and prepare a written report of your findings.
Assessment instructions
1. Review the information in the case study ‘Fast Track Couriers’ (see Appendix 1)
2. Analyse and interpret the current business environment, goals and objectives
embedded in the case study.
3. This task requires you to meet with your manager (assessor) and discuss and agree
upon performance objectives and measures.
4. Form the individuals with specific roles to role-play as agreed by your assessor.
5. Complete the following assessment task activities during the allowed assessment
date/s and time/s.
6. The assessment task is due on the date specified by your assessor.
7. Any variations to this arrangement must be approved in writing by your assessor.
8. Submit your work with any required evidence attached.
9. See the specifications above for details of submission requirements.
10. Time allowed for the assessment task is 4 hours.
Specifications to submit
You must:
● for Part A:
1. submit a completed business plan
2. consult with key stakeholder (assessor) and document the outcomes of the
consultation
3. submit a communication plan
● for Part B:
○ submit a completed report, analysing the strengths and weaknesses of the business
plan.
Document Assessment Task 1 BSBMGT617 Develop and implement a business plan Page 1 of 22
Date created: September 2019 Date implemented: September 2019 Date reviewed: April 2020 Responsible by: Coordinator
International College of Melbourne | CRICOS: 03416G | TOID: 41136 | [email protected] | www.icm.edu.au
Performance objective
You will demonstrate the skills and knowledge required to research, analyse and develop a
business plan.
Assessment context
Simulated work environment. This assessment will be conducted within the training
facility in the specific training room allocated for the trainee/s during the training sessions
planned for assessment using simulated workplace scenario with the access to materials
and equipment facilitated by your assessor.
Required resources
1. Assessment task 1, assessment instructions and case scenario in Appendix 1
2. Computer with Internet access and word-process software (MS Word)
3. Workspace, table, chair and stationery and access to:
a. appropriate documentation and resources normally used in the workplace
b. strategic, business and operational plans
c. business information and data
d. interaction with others.
Your assessor will be looking for:

• analyse and research business vision, mission, values, objectives, goals,
competitors, financial targets, management arrangements, marketing approaches
and strategic, business and operational plans
• write a business plan which includes a description of the business, products and
services, financial, physical and human resource requirements, permit and licence
requirements, marketing activity, financial indicators, productivity and
performance targets for key result areas
• provide an analysis of the strengths and weaknesses of a business plan.
Your Task
Part A
1. Review the information in the case study ‘Fast Track Couriers’ (see Appendix 1)
2. Analyse and interpret the current business environment, goals and objectives
embedded in the case study.
3. Consult with your assessor (assume the assessor is a key stakeholder) and discuss
and agree upon performance objectives and measures and discuss.
a. market requirements for the product or service, profile customer needs and
research pricing options
b. financial, human and physical resource requirements for the business
c. any permits or licences that may be required
d. whether skilled labour is available to implement plan
4. Document a business plan to assist the organisation to achieve its goals. Include the
following in your business plan but not limited to:
a. a description of the business,
b. products and services,
c. financial, physical and human resource requirements,
d. permit and licence requirements,
e. marketing activity,
f. financial indicators,
g. productivity and performance targets for key result areas
5. Document a plan for communicating the business plan to all relevant parties.
6. Present the business plan to your assessor (assume the assessor is a key
stakeholder).
Part B
Business Plan 1:
7. Read the business plan ‘Quality Training’ (see Appendix 2)
8. Compare and contrast the business plan against the criteria for effective business
plans, as described in your workbook or other reference materials.
9. Compare the strengths and weaknesses of the business plan.
10. Complete a written report, detailing a critical analysis of the strengths and
weaknesses of the business plan.
Appendix 1: Fast Track Couriers
General Information
History
Fast Track Couriers is a courier company operating in New South Wales for the last 15 years.
Their primary business function is delivering medium to large size packages across
metropolitan Sydney. The business has a good reputation in the marketplace for reliability
and value for money.
After a slow start entering the competitive delivery market, Fast Track Couriers has built a
solid reputation over the past 12 years, and this has been reflected in their growth and profit
margins.
Fast Track Couriers primarily targets small to medium-sized business which make up 80% of
their customer base. They are limited by their geographic location, as they currently do not
deliver outside of the Sydney metropolitan area.
The company has been marketed through direct sales, telephone, internet listings and mail-
outs. Through a program of telephone follow-up to ensure customers’ ongoing satisfaction
with the business, Fast Track Couriers has an admirable 87% retention rate for existing
customers.
Although sales and profits have increased each year by an average of 5%, the owners are
looking to move forward by delivering to regional areas in NSW.
Organisational structure
The organisation is family owned, with three family members acting as a Management Board
and responsible for approving all business decisions.
● Managing Director – responsible for daily operational management decisions.
● Logistics Manager – responsible for the scheduling of the trucks and drivers.
● 20 truck drivers.
● 5 office support employees – responsible for administration, accounts, human

resources and sales.
Management
Team (owners)
Managing
Director
Human
Logistics Administrati Finance Sales
Resources
Manager on Officer Manager Manager
Officer
Truck Drivers Accounts

x 20 Clerk
Strategic plan goals

The organisation’s strategic goal is to grow the business and increase business profits over
the next three years by expanding delivery routes to include regional NSW.
Operational plan goals

Fast Track Couriers will:
● commence deliveries to regional NSW within 12 months
● increase sales by 40% in the next three years.
Background
The owners of the business are not risk takers. They are aware that their ongoing success is
the result of a small, experienced team, close personal ties with clients and a reputation for
reliable, low cost service. Moving forward, their vision for the company is to retain those
strengths and core values through any expansion process.
The strategic and operational plans were developed as a result of external market research,
indicating a shortage of delivery organisations providing services to regional NSW towns.
Fast Track Couriers were looking for their next growth opportunity and saw that this was an
ideal opportunity to be seized upon.
It was also felt that the company was now sufficiently stable and experienced, and in a
financial position to expand the business without risk to their current financial stability or
reputation.
Reports from the Sales Manager indicated that contracts have been lost because some
clients want to engage a courier who can deliver to their regional offices, in particular
Newcastle, Wollongong and the Central West. Fast Track is currently unable to meet this
demand and therefore some potential clients have been lost. This became a motive to
expand operations for both financial and customer service reasons.
Proposed strategy
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to
load and unload heavy packages. The strategy going forward is to remove the need for two
drivers per truck by installing an automatic lift gate on the back of each truck, at a cost of
$10,000 per truck. This will mean that only one driver is needed per truck, as no heavy lifting
will be required.
This will allow Fast Track to purchase 10 new trucks and use the existing drivers for regional
routes.
Each new truck will cost $60,000 (including installation of an automatic lift gate). The money
to purchase the trucks will be borrowed from the bank on a business loan.
Financial information
Annual sales
Current sales Estimated sales (Year 1)
$17 million $22 million
Annual net profit
Current net profit Estimated net profit
$1.9 million $3.2 million
Increased costs
Loan repayments Operating costs (fuel, servicing, etc.)
+$200,000 per annum +$2.2 million
Administrative costs Labour costs
+$100,000 Nil
General information
The company communicates with employees via email for head office employees, and a
printed monthly newsletter for drivers. The company provides information regarding policies
and procedures through employee manuals that are kept in each truck. Office-based staff
can access copies of these manuals in the office.
All trucks are fitted with a GPS system to assist drivers in navigating to each pick-up and
drop-off location. Trucks are also assigned a PDA that provides drivers with the details of
each delivery, and records when a job starts and finishes. The data from this device is sent
back to head office to complete productivity reporting. When this device was introduced,
drivers were not happy as they felt it meant that the organisation did not trust them to
manually record the time spent on each job. Many drivers also resented having to learn how
to use the device and thought it was a waste of time.
Head office employees work very closely together as a coherent and motivated team. They
are generally positive about the organisational direction and respond well to change.
Drivers are currently happy with the work environment, as they enjoy working as part of a
two-man team. The Logistics Manager typically leaves the drivers alone to do their job as this
is what seems to make them happy. In the past, supervisors and HR have tried to encourage
drivers to participate in organisational activities, but this was not received well –the drivers
complained and asked not to be involved. The drivers’ view is that their team is the two-man
driver team, and they seem to like the comforts of that working environment.
Drivers are typically negative about change. They have, in the past, done their best to block
any changes from being implemented, even going to the lengths of threatening strike action
and getting the Union involved to assist in resolving the issue.
Summary of current employee populations

Head office employees
● covered under individual contracts
● salary range $32,000 – $75,000 annum
● small team of mainly male employees, with a wide range of ages
● many opportunities to participate in learning and development programs due to

management support, however, have shown little interest
● high employee engagement scores, citing team work and opportunities have
contributed to the company’s success as real motivators.
Drivers
● covered by an award
● salary $45,000 per annum
● heavily unionised
● employee demographics are all male employees, aged 25–65.
● few opportunities to participate in learning and development programs due to being

on the road, however, have shown very little to no interest
● large number of workplace injuries due to heavy lifting
● low employee engagement scores, citing pay as an issue
● currently experiencing low turnover
● history of industrial disputes regarding pay and other change initiatives.
Appendix 2: Business Plan – Quality Training
Business Plan
QUALITY TRAINING
Table of Contents
1.0 Executive summary ...................................................................................................... 10
1.1 Objectives .............................................................................................................. 10
1.2 Mission ................................................................................................................... 11
1.3 Keys to success....................................................................................................... 11
2.0 Company structure....................................................................................................... 12
2.1 Company ownership .............................................................................................. 12
2.3 Company locations and facilities ........................................................................... 12
3.0 Services......................................................................................................................... 13
3.1 National recognised qualifications ........................................................................ 13
3.2 Stand-alone (Fee for Service training) ................................................................... 13
4.0 Competitive comparison .............................................................................................. 14
4.1 Analysis of competitors ......................................................................................... 14
4.2 Risks and opportunities ......................................................................................... 14
4.3 Strategies to overcome perceived threats and weaknesses ................................. 16
5.0 Market Analysis Summary ............................................................................................ 17
5.1 Market trends ........................................................................................................ 17
5.2 Marketing strategy ................................................................................................ 18
5.3 Marketing materials............................................................................................... 18
6.0 Pricing strategy ............................................................................................................. 19
7.0 Review of business plan ............................................................................................... 20
1.0 Executive summary

Quality Training has been operating as a Registered Training Organisation for 12 months.
Following is a summary of the main points of this plan.
● The objectives of Quality Training are to generate a profit, grow at a challenging and
manageable rate and to be a good corporate citizen.
● The mission of Quality Training is to exceed our customers’ expectations by providing
them with effective training and development services, relevant to their needs and in
line with national quality standards.
● The keys to success for Quality Training are marketing and networking, responsiveness
and quality, and generating repeat customers and word -of-mouth business.
● The initial primary service offered will be nationally recognised qualifications
Certificate IV in Business (Frontline Management) and Certificate IV in Workplace
Assessment and Training. We will also offer Fee for Service training, tailored to
individual client needs.
● Quality Training will explore opportunities to extend its scope to maximize business
opportunities and meet customer needs.
● The local market for this business is growing and is open to new service providers who
can offer superior individualised services.
● An initial financial analysis of the viability of this venture shows that Quality Training is
well positioned to maximise on profit opportunities, has few ongoing capital expenses
and has sufficient funds to negate the need to go into debt. Operating costs are
minimal due to the owner/operator style of operation.
● During 2006–2007, the intention will be to use opportunities gained through existing
client networks and scope extension to grow the business and increase trainee
numbers.
● In 2005 (for 2006), Quality Training will apply for New Employee government funding
to remain competitive with other RTO’s.
In conclusion, as shown in the highlights chart below, this plan projects rapid growth and
moderate net profits over the next three years. Implementing this plan will ensure that
Quality Training quickly becomes a profitable venture for the owners.
1.1 Objectives
The objectives of this business plan are:
● To provide a written guide for the ongoing management of this training and
development business; a strategic framework for developing a comprehensive tactical
marketing plan.
● The intended audience includes the owners of this business and representatives from
the State Training Authority.
● The scope of this plan is to provide detailed projections for the current plan year, and
for the following two years.
The objectives of Quality Training are:

● Profit – To achieve a net profit of $100,000 in the next financial year and a 25%
increase in profit each succeeding year.
● Growth – To grow the business at a rate that is both challenging and manageable,
leading the market with innovation and adaptability. Growth from 16 trainees in year
ending 2005 to 300 trainees in year ending 2007.
● Citizenship – To be an intellectual and social asset to the community by networking
with community organisations such as the Chamber of Commerce, and offering
services to charitable organisations when required.
1.2 Mission
● Purpose – Quality Training exists to provide high quality, relevant training and
development solutions which make a discernable difference to the client’s business
productivity and performance. It also provides students with nationally recognised
qualifications (where applicable).
● Vision – By providing quality training and excellent customer service, Quality Training
will satisfy and expand its customer base, allowing the business to maintain
profitability.
● Mission – The short-term objective is to start this company quickly and inexpensively,
with a minimum of debt. The long-term objective is to grow the company into a stable
and profitable entity that the owners can easily and comfortably manage.
● Marketing slogan – ‘Quality Training – Training that makes a difference!’.
1.3 Keys to success

The keys to success for Quality Training are:
● Marketing and networking – identifying and following up potential clients.
● Quality – ensuring client satisfaction through superior training materials, training

delivery and follow-up.
● Consultation – effective training needs analysis and client consultation, to ensure the
right training is delivered to the right people to meet the client’s needs.
● Relationships – developing loyal repeat customers.
● Follow-up – monitoring student performance on the job, during and after training, to
ensure effective transfer of skills and knowledge.
● Growth – assessing client needs and obtaining appropriate training solutions by
extending the scope of registration, or by developing suitable stand-alone/Fee for
Service training packages.
2.0 Company structure

Quality Training will be a start-up venture with the following characteristics:
● Quality Training is a Pty Ltd Company with the two directors who manage and own the
company.
● Quality Training will initially operate from a home office to keep overhead costs low.
● Quality Training has no current debt.
2.1 Company ownership

● Quality Training is owned jointly by Michael Chapman and Elliot Berkley.
● Financial status
● Profit and Loss Statement for end of financial year 2005 is attached.
2.3 Company locations and facilities

This is a home office venture, located in the study area of the owners’ existing home.
● Computer facilities – stand-alone desktop computer installed.
● Telephone – one line currently serves the location.
● Mobile phones for each Director.
● Data projector.
● Laptop with internet access.
● Broadband installed for internet and email functions.
● Utilities provided for are to be charged to the business as a percentage of

home usage.
3.0 Services
Quality Training will offer the following qualifications/training courses to its
business clients:
3.1 National recognised qualifications

● Certificate IV in Business (Frontline Management)
● Certificate II In Retail Operations
● Certificate III in Retail Supervision
● Certificate III in Business Administration
● Certificate III in Transport and Distribution (pending registration at 15/1/06)
● WorkCover OHS Committee Training (pending registration at 15/1/06).
3.2 Stand-alone (Fee for Service training)

● Manual Handling
● Time Management
● Presentation Skills
● Recruitment and Selection
● Customer Service
● Selling Skills
● Personal Effectiveness Program.
3.3 Training needs analysis

● Quality Training will conduct training needs analysis and develop specific training
materials and packages at the request of clients.
4.0 Competitive comparison

Quality Training have identified three classes of competition in the training and development
services area:
● In-house training departments/personnel – usually employed by larger companies that
can afford the fixed costs of employees.
● Public training providers (TAFE) – well established and respected, offering public
courses and qualifications in a broad range of subject areas.
● Private registered training organisations – offering similar training and qualifications to
Quality Training, and targeting the same client base.
4.1 Analysis of competitors

● Quality Training does not intend to target large organisations, which tend to have their
own in-house training departments.
● While TAFE offers the same qualifications and is a highly recognised training provider,
it does not offer flexible work-based training and delivery, which will be the focus of
Quality Training’s approach.
● Private RTO’s will provide the greatest threat to Quality Training. They are often
national providers and, as such, can provide services to businesses with franchises or
branches in other states.
● The local phone book lists seven training companies in the Penrith area. These are not
large providers, with the exception of two community colleges. There is a large TAFE.
Many of the training organisations in the area are quite specialised, e.g. Retail Skills
Training and Computer Training. These are not perceived as a threat to the success of
Quality Training entering the local market.
4.2 Risks and opportunities
Risks (Threats) Advantages (Opportunities)
New business New business

● unknown in the market place ● provide an alternative to clients
unhappy with their current provider
● no references from former clients.
● clean record – no history.
Risks (Threats) Advantages (Opportunities)
Small business Small business

● owner-operated ● flexible and adaptable to clients
needs
● limited resources (staff/equipment)
● low start-up costs
● only operating in NSW
● personalised service – training is
● lack of funding for large marketing
conducted by the people who own
campaign
the company and who meet with the
● targeting local area initially – limited clients. This is a level of commitment
client base. other training organisations may not
have.
Target local area

● able to visit trainees and clients more
regularly
● reduces costs to the business
● knowledge of the local area and

ability to market our business as
‘local’
● understanding of the cultural
influences
● knowledge of local political situation
and potential areas of growth.
Competitive market place Competitive market place

● many RTO’s and training ● as above.
organisations competing for business.
Funding Funding
● reliance on government funding ● market training as a business benefit
(which is attractive to clients). not an opportunity to attract
incentives
● offer a range of training services
outside of traineeships.
4.3 Strategies to overcome perceived threats and weaknesses

● Network with friends and acquaintances to source business opportunities.
● Develop strong marketing materials, including a website so that we can ‘hit the ground
running’ on receipt of registration.
● Look for opportunities to deliver non-accredited training prior to becoming
established as an RTO. This will bring in some additional income to offset costs, and
will assist in developing our client relationships.
● Timeframe expenses – purchase materials and equipment when we need them rather
than upfront.
● Be flexible in our working policies and procedures. Think about contracting staff as
required (rather than employing them to save costs) to eliminate the need for larger
office space.
● Stay up-to-date with relevant legislation and industry requirements. Review websites
regularly. Subscribe to industry publications and attend meetings or workshops when
possible. Anticipate changes and act quickly to avoid issues with compliance to AQTF
standards.
● Look for opportunities to develop mutually-beneficial partnerships with other RTO’s or
businesses. By keeping the business diversified and offering a variety of training and
development solutions, the risk of losing Government funding for traineeships will be
minimised.
5.0 Market Analysis Summary

Quality Training has identified potential clients from a number of industries. Because the
training offered is focused on management, people or supervisory skills, the nature of the
client’s industry is not particularly relevant.
We have identified the following businesses/industries as our key focus in terms
of marketing:
● A logical segmentation breaks the market down into the following:
○ Industrial
○ Manufacturing
○ Retail
○ Service providers.
● Because the larger retailers (i.e. Coles and Woolworths) have internal training
departments, our focus will be on the independents, such as IGA supermarkets, who
have the autonomy to select their own training providers.
● In the industrial and manufacturing industries, we will focus on medium-sized
businesses employing between 20 and 200 employees. Within Penrith there are a
number of ‘industrial parks’, and so targeting business in these areas will become a
key focus.
● While there are a number of competitors in the local area, they seem to be widely
specialised and sized, leaving ample opportunity for Quality Training to create and
expand a niche in the chosen market segment.
5.1 Market trends

Worth noting is the growth trend for this market. With continuing low unemployment rates
and competition for staff growing amongst businesses, many employers view training and
development, and the offering of qualifications to their employees, as a way of attracting
and keeping staff. This trend is likely to continue, as:
● population growth is decreasing
● people are looking to retire earlier than in previous decades
● the number of people joining the workforce each year is declining.
Schools are emphasising the importance of gaining recognised qualifications to their

students. Many schools are now offering vocational subjects which will provide students
with a nationally recognised qualification upon leaving (VET in schools). Employers are
finding that, in order to attract high quality applicants, they need to offer them opportunities
to continue with their education. Traineeships are an effective and inexpensive way to do
this.
Another trend which Quality Training intends to take advantage of is the requirement for
businesses to comply with State and Federal legislation in the areas of occupational health
and safety, harassment, discrimination and unfair dismissal. Many small to medium
businesses do not have in-house human resources facilities and, as such, need to train line
management in understanding and complying with this legislation. Quality Training will offer
this training in addition to other nationally recognised traineeships.
5.2 Marketing strategy

Quality Training will utilise a number of strategies in its marketing plan.
● Personal contacts – Quality Training will network with friends to identify potential
business opportunities. This will be done informally through the mailing of brochures
and information, with a follow-up by phone. This method has already proven
successful, with a number of potential clients identified and interested in utilising the
services of Quality Training once we are properly accredited.
● Cold calling – Quality Training will identify potential clients through the phone book,
and by driving through the industrial estates to obtain business names and addresses.
Quality Training will then call and forward information to these businesses in the hope
of arranging a personal meeting.
● Internet – Quality Training will develop a website advertising its services to the general
public.
● Yellow Pages – Quality Training will advertise in the Yellow Pages.
● Networking – Quality Training will join the local Chamber of Commerce, to promote its
services and develop relationships with local businesses.
5.3 Marketing materials

● Quality Training will have a brochure professionally produced, outlining our mission,
values and the training services we provide.
● Business cards will also be produced and handed to friends and business
acquaintances.
● Quality Training will also maintain a professional website which will be updated
regularly.
6.0 Pricing strategy

Quality Training holds a competitive advantage over a number of its larger rivals. Owner
operated and with low overheads, we are able to charge less for our services, whilst
maintaining the same quality of training and generating a profit.
Individual fee structures will be negotiated with each client, based on a number of
factors including:
● requirement to conduct needs analysis and/or develop materials
● length of course and number of participants
● one-off course vs. ongoing contract
● Government funding available
● ability to train at the client’s site vs. the need to hire training facilities
● cost of printing training materials
● market rates.
7.0 Review of business plan

This business plan is formulated on assumptions, particularly with regard to financial
forecasting.
Consequently, it is the intention of Quality Training to review this business plan on an annual
basis.
The review will focus on:
● Effectiveness of marketing strategy:
○ number of trainees registered

○ number of courses scheduled
○ number of client enquiries
○ feedback on marketing materials/brochures.
● Financial management:
○ expenses actual to projection

○ income actual to projection
○ adjustments to budget required.
● Strategy review:
○ Are we targeting the correct market segment?

○ Are we capitalising on networking opportunities?
○ Are we under/over-resourced (staff, equipment, etc.)?
○ Is the business financially viable?
○ Do we need to make any changes to our scope of registration in order to meet
customer needs?
○ Are we meeting our goals/mission (client and student feedback on
training effectiveness)?
○ What adjustments need to be made to the business to ensure success?
Appendix 3
Basic Structure of a Business Plan
1. Cover page
Small but important, it should include the name of the business and your name and
contact information.
2. Executive Summary
Brief and formal explanation of what your company is, how far is going to reach, and
why it is going to be successful. In no more than one page, it should include the
mission statement, the description of the industry and the market environment, an
explanation of its uniqueness as well as competitive advantages. The financial
potential and anticipation of risks, the core team and the stage of the business,
especially for those ones that are not starting from scratch, are also vital. Finally, the
capital that is requested should be concise and clear.
3. Table of Contents
It should allow readers to quickly skim or flip through to get to the included topic
they are most interested in.
4. Business Description
An in-deep overview of the proposed venture. The final aim is to make potential
investors quickly grasp the concept of the business and its value proposition.
5. Industry Background
Provide past and current data about the shape, size, trends, and critical features of
the industry you are trying to get in. What is the industry? What is the industry
outlook? Who is competing in this industry? What are the industry's barriers to
entry?
6. Competitive Analysis
Look at current and prospective rivals and competitors. Who are your
competitors? Which are your competitors' strengths and weaknesses? What
distinguishes your business from theirs? What is the competitive outlook for the
industry?
7. Market Analysis
Focus on your customers, their likes, needs, and demographics. The aim is to
demonstrate that there is really an opportunity for your venture in the market.
8. Management Summary
Introduce your team and the description of how they are going to rock it together.
Every business is a risk, especially when there are no precedents to evaluate. This is
why the knowledge, skills, and ability of the team to work together as a capable unit,
is one of the first elements that would be evaluated by possible investors. Friends
and family, despite their love and trust in us, are not always the wisest choice.
9. Operations Plan
Focus on the daily business activities and the strategies that will support them. With
the use of charts, graphs, or tables, you can show complex information such us your
breakeven point, your sources of supplies or your manufacturing and distribution
process.
10. Marketing plan
Or the detailed strategy of how you are going to sell your product or service. Focus
on the opportunity that your business is bringing, and the costumer's buying
behavior are primary considerations of a successful marketing strategy. Closely
followed by spotting the value that each customer is bringing to your business.
11. Financial Plan
The current and future projections of your business financial performance. In short,
every financial plan should focus on the following key components. The capital
requirements should reflect on how much money you need to raise, how are you
going to use the money or how much you need from investors. Assumptions in terms
of growth or internal components of your business should always be backed with
strong evidence and experts’ opinions. The income statement as the forecast of your
business for the coming three to five years and the balance sheet generally prepared
by your accountant. And finally, the cash flow statement showing weather your
company is successfully turning its profits into cash.
12. Attachments and milestones
And all those additional documents that can provide valuable, additional information
to the business plan.
Source: https://www.forbes.com/sites/palomacanterogomez/2019/07/24/basic-
structure-of-a-business-plan-for-beginners/#2a5e506d2ad3

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BSBMGT617 Develop and implement a business plan

Assessment Task 1 – Case study

Your assessor will be looking for:

Appendix 1: Fast Track Couriers

● 5 office support employees – responsible for administration, accounts, human

Truck Drivers Accounts

Strategic plan goals

Operational plan goals

● increase sales by 40% in the next three years.

Current sales Estimated sales (Year 1)

$17 million $22 million

Annual net profit

Current net profit Estimated net profit

$1.9 million $3.2 million

Loan repayments Operating costs (fuel, servicing, etc.)

+$200,000 per annum +$2.2 million

Administrative costs Labour costs

Summary of current employee populations

● salary range $32,000 – $75,000 annum

● small team of mainly male employees, with a wide range of ages

● many opportunities to participate in learning and development programs due to

● salary $45,000 per annum

● employee demographics are all male employees, aged 25–65.

● few opportunities to participate in learning and development programs due to being

● low employee engagement scores, citing pay as an issue

● currently experiencing low turnover

● history of industrial disputes regarding pay and other change initiatives.

Appendix 2: Business Plan – Quality Training

1.0 Executive summary

The objectives of Quality Training are:

1.3 Keys to success

● Quality – ensuring client satisfaction through superior training materials, training

2.0 Company structure

● Quality Training has no current debt.

2.1 Company ownership

2.3 Company locations and facilities

● Telephone – one line currently serves the location.

● Mobile phones for each Director.

● Laptop with internet access.

● Broadband installed for internet and email functions.

● Utilities provided for are to be charged to the business as a percentage of

3.1 National recognised qualifications

● Certificate II In Retail Operations

● Certificate III in Retail Supervision

● Certificate III in Business Administration

● Certificate III in Transport and Distribution (pending registration at 15/1/06)

● WorkCover OHS Committee Training (pending registration at 15/1/06).

3.2 Stand-alone (Fee for Service training)

● Recruitment and Selection

● Personal Effectiveness Program.

3.3 Training needs analysis

4.0 Competitive comparison

4.1 Analysis of competitors

4.2 Risks and opportunities

Risks (Threats) Advantages (Opportunities)

New business New business

Risks (Threats) Advantages (Opportunities)

Small business Small business

Target local area