Obtain Information Business Issues

Obtain Information Business Issues

Obtain Information Business IssuesPurpose of the checklist Obtain Information Business Issues

Obtain Information Business Issues pre-assessment checklist helps students determine if they are ready for assessment. The trainer/assessor must review the checklist with the student before the student attempts the assessment task. If any items on the checklist are incomplete or not clear to the student, the trainer/assessor must provide relevant information to the student to ensure they understand the requirements of the assessment task. The student must ensure they are ready for the assessment task before undertaking it.
Section 1: Information for Students

  • Please make sure you have completed the necessary prior learning before attempting this assessment.
  • Please make sure your trainer/assessor clearly explained the assessment process and tasks to be completed.
  • Please make sure you understand what evidence is required to be collected and how.
  • Please make sure you know your rights and the Complaints and Appeal process.
  • Please make sure you discuss any special needs or reasonable adjustments to be considered during the assessment (refer to the Reasonable Adjustments Strategy Matrix and negotiate these with your trainer/assessor).
  • Please make sure that you have access to a computer and the internet (if you prefer to type the answers).
  • Please ensure that you have all the required resources needed to complete this Unit Assessment Task (UAT).
  • Due date of this assessment task is according to your timetable.
  • In exceptional (compelling and compassionate) circumstances, an extensionto submit an assessment can be granted by the trainer/assessor.
  • Evidence of the compelling and compassionate circumstances must be provided together with your request for an extension to submit your assessment work.
  • Request for an extension to submit your assessment work must be made before the due date of this assessment task.

Section 2: Reasonable adjustments

  • Students with carer responsibilities, cultural or religious obligations, English as an additional language, disability etc. can request for reasonable adjustments.
  • Please note, integrity of the unit/course will not be lowered to accommodate the needs of any student, but there is a t requiremento be flexible about the way in which it is delivered or assessed.
  • The Disability Standards for Education requires institutions to take reasonable steps to enable the student with a disability to participate in education on the same basis as a student without a disability.
  • Trainer/Assessor must complete the section below “Reasonable Adjustment Strategies Matrix” to ensure the explanation and correct strategy have been recorded and implemented.
  • Trainer/Assessor must notify the VET Department for any reasonable adjustments made.

All evidence and supplementary documentation must be submitted with the assessment pack to the VET Department.

Reasonable Adjustment Strategies Matrix (Trainer/Assessor to complete)
CategoryPossible IssueReasonable Adjustment Strategy

(select as applicable)

? LLN? Speaking

? Reading

? Writing

? Confidence

? Verbal assessment


? Demonstration of a skill

? Use of diagrams

? Use of supporting documents such as wordlists

? Non-English Speaking Background?Speaking

? Reading

? Writing

? Cultural background


?Discuss with the student and supervisor (if applicable) whether language, literacy and numeracy are likely to impact on the assessment process

? Use methods that do not require a higher level of language or literacy than is required to perform the job role

? Use short sentences that do not contain large amounts of information

? Clarify information by rephrasing, confirm understanding

? Read any printed information to the student

? Use graphics, pictures and colour coding instead of, or to support, text

? Offer to write down, or have someone else write, oral responses given by the student

?Ensure that the time available to complete the assessment, while meeting course requirements, takes account of the student’s needs

? Indigenous?Knowledge and understanding

? Flexibility

? Services

? Inappropriate training and assessment

? Culturally appropriate training

? Explore understanding of concepts and practical application through oral assessment

? Flexible delivery

? Using group rather than individual assessments

? Assessment through completion of practical tasks in the field after demonstration of skills and knowledge.

? Age? Educational background

? Limited study skills

? Make sure font size is not too small

? Trainer/Assessor should refer to the student’s experience

? Ensure that the time available to complete the assessment takes account of the student’s needs

? Provision of information or course materials in accessible format.

? Changes in teaching practices, e.g. wearing an FM microphone to enable a student to hear lectures

? Supply of specialised equipment or services, e.g. a note-taker for a student who cannot write

? Changes in lecture schedules and arrangements, e.g. relocating classes to an accessible venue

? Changes to course design, e.g. substituting an assessment task

? Modifications to physical environment, e.g. installing lever taps, building ramps, installing a lift

? Educational background? Reading

? Writing

? Numeracy

? Limited study skills and/or learning strategies

? Discuss with the Student previous learning experience

? Ensure learning and assessment methods meet the student’s individual needs

? Disability? Speaking

? Hearing

? Reading

? Writing

? Numeracy

? Limited study skills and/or learning strategies

?Identify the issues

? Create a climate of support

? Ensure access to support that the student has agreed to is available

?Structure the assessment appropriately

? Provide information or course materials in accessible format, e.g.  a textbook in braille

? Changes in teaching practices, e.g. wearing an FM microphone to enable a student to hear lectures

? Supply of specialised equipment or services, e.g. a note- taker for a student who cannot write

? Changes in lecture schedules and arrangements, e.g. relocating classes to an accessible venue

? Changes to course design, e.g. substituting an assessment task

? Modifications to physical environment, e.g. installing lever taps, building ramps, installing a lift



Explanation of reasonable adjustments strategy used (If required)

Obtain Information Business Issues

Assessment Task 1–Unit Project – Obtain Information on Business Issues

Assessment type

  • Unit Project – Obtain information on business issues

Assessment task description     

  • This is the first(1) unit assessment task youmustsuccessfully complete to be deemed competent in this unit of competency.
  • This assessment task is comprised of a Unit Project (UP) based on a simulated workplace, Coffeeville.
  • You are required to source, gather and review data and information and utilise formal and informal networks to identify and analyse business problems and issues.
  • You must attempt all criteria to the required level, e.g. Assessment criteria mentioned in the performance checklist to be deemed satisfactory in this task
  • You will receive your feedback within two weeks – you will be notified by your Trainer/Assessor when results are available.

Applicable conditions  

  • This project is untimed and conducted as an open book test (this means you are able to refer to your textbook or other learner materials during the test).
  • Word-limit for the report is 650 – 750 words.
  • Your report must contain all the information as outlined in step 10 of the assessment instructions.
  • You will be assessed independently on this assessment task.
  • No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
  • As you complete this assessment taskyou are predominately demonstrating your practical skills, techniques and knowledge to your trainer/assessor.
  • Trainer/Assessor may ask you relevant questions during this assessment task. 

Resubmissions and reattempts                

  • Where a student’s answers are deemed not satisfactory after the first attempt a resubmission attempt will be allowed.
  • You must speak to your Trainer/Assessor if you have any difficulty in completing this task and require reasonable adjustments (e.g. can be given as an oral assessment)
  • For more information, please refer to your RTO Student Handbook.


  • This assessment task may be completed in a learning management system (i.e. ) or independent learning environment.
  • Your trainer/assessor will provide you further information regarding the location of completing this assessment task.

General Instructions for attempting the project:

  • You will demonstrate the skills and knowledge required to obtain information to identify and analyse business issues.
  • You will be required to correctly attempt all activities of this assessment task.
  • You will need to use the simulated business, Coffeeville, information is provided in the assessment task.
  • Instructions to complete the information analysis and report are provided in the assessment task instructions.

How your trainer/assessor will assess your work?

  • This assessment task requires the student to undertake an analysis of business information andcomplete a report analysing the simulated business, Coffeeville.
  • Answers must demonstrate the student’s understanding and skills of the unit.
  • Assessment objectives/ measurable learning outcome(s) are attached as performance checklist/ performance criteria with this assessment task to ensure that you have successfully completed and submitted the assessment
  • If all assessment tasks are deemed Satisfactory (S), then the unit outcome is Competent (C).
  • If at least one of the assessment task is deemed Not Satisfactory (NS), then the unit outcome is Not Yet Competent (NYC).
  • Once all assessment tasks allocated to this Unit of Competency have been undertaken, trainer/assessor will complete an Assessment plan to record the unit outcome. The outcome will be either Competent (C) or Not Yet Competent (NYC).

Purpose of the assessment task:

This assessment task is designed to evaluate your following skills and abilities:

  • The skill to review staff and customer feedback and business performance data.
  • The ability to identify, define and analyse business problems and issues.
  • The skill to identify information required to reach a decision on problems/issues.
  • The skills to source and gather reliable information.
  • The skills/ability to test information for reliability and validity and reject where contradictory or ambiguous.
  • The skills/ability to utilise formal and informal networks to access corporate knowledge/ memory not held in formal systems and review appropriately.
  • The ability to take a lead role in the development of organisational goals and responsibilities.
  • The skills to analyse information for business decisions including:
    • Identifying business problems and issues and related knowledge and data requirements.
    • Confirming the clear and relevant objectives for analysis of information.
    • Applying statistical analysis, sensitivity analysis and other techniques to draw conclusions relevant to decisions.
    • Ensuring sufficient valid and reliable information or evidence is available to support decisions.
    • Using formal and informal networks to source information not held in formal systems.
    • Identifying and accessing sources of reliable information.
    • Using technology as appropriate.
    • Consultation with stakeholders and specialists.
  • Contribute information and the outcomes of analysis to decision making.
  • The skill/ability to organise, evaluate and critique ideas and information through reading a wide range of complex texts.
  • The skill/ability to draw on a broad range of strategies to build and maintain understanding throughout complex texts.
  • The ability to write complex written texts, demonstrating control over a broad range of writing styles and purpose
  • The ability to demonstrate professional writing skills by selecting and using appropriate conventions and stylistic devices to express precise meaning
  • The ability to work with others by using a variety of relevant communication tools and strategies to access and share information and to build and maintain effective working relationships
  • The ability to get the required tasks completed by :
    • Planning and managing activities with implications for the whole organisation
    • Gathering and analysing data and seeks feedback to improve plans and processes
    • Exploring new and innovative ideas through analysis and critical thinking 

Assessment Task 1 – Unit Project – Obtain Information on Business Issues

Instructions to complete this assessment task:

  • You are required to source, gather and review data and information and utilise formal and informal networks to identify and analyse business problems and issues using the simulated business information provided at the end of this task.
  • Your assessor will assess your work according to the given performance criteria/ performance
  • You must submit:
    • a written report containing all information as specified in Step 10 of the assessment instructions.
    • any researched information that is relevant to or supports the report’s activities. Please enure this information is referenced where applicable.
  • You may attach separate sheets in chronological order, if required.
  • You must include the following particulars in the footer section of each page of the attached sheets:
    • Student ID or Student Name
    • Unit ID or Unit Code
    • Course ID or Course Code
    • Trainer and assessor name
    • Page numbers

Assessment task Instructions:

Using the simulated business information provided in this task, and in response to a scenario, you will source, gather and review data and information and utilise formal and informal networks to identify and analyse business problems and issues.

  1. Read the scenario information provided under CoffeeVille – your brief in
    Assessment Task 1 Appendix 1, located at the end of this assessment task.
  2. Review and familiarise yourself with CoffeeVille’s general business information in Assessment Task 1 Appendix 1, located at the end of this assessment task.
  3. Review and evaluate business performance data and information in Assessment Task 1 Appendix 2, located at the end of this assessment task.
  4. Review and analyse customer and marketing information in Assessment Task 1 Appendix 3, located at the end of this assessment task.
  5. Review and analyse management and staff meeting summaries in Assessment Task 1 Appendix 4, located at the end of this assessment task.
  6. Gather, organise and evaluate the data and information provided in the appendices to identify and analyse CoffeeVille’s potential business problem/s or issue/s.
  7. Test the validity and reliability of data and information you have used to identify and analyse the potential business problem/s or issue/s in Step 6. Check sources of information provided and their credibility and reliability. Determine if any are ambiguous or contradictory.
  8. Choose two of the business problem/s or issue/s you discovered in Step 6. Identify types and sources of information required to determine appropriate courses of action and support decision makers for your selected issue or problem.
  9. Access and review information available through formal and informal networks relevant to the business problem or issue. Networks could include formal and informal industry networks, internal  social media or internet communities of practice.
  10. Prepare a short written report for Rufus and Emma. The report should include the following information:
    1. A brief description of all the business problems or issues you have identified.
    2. An explanation of how you reached this conclusion, including a description of how the data and information supports your conclusion.
    3. A list of the types and sources of data and information required to determine potential causes of the problem/s or issue/s and to support decision-making for the two problems or issues you identified in Question 8.
    4. Gather information from at least two sources on your list and briefly describe how they support decision-making. Attach copies of gathered information to your report.
      1. What processes or techniques were used to test the validity and reliability of data and information you have gathered?
      2. What data or information was rejected because it was deemed contradictory or ambiguous?
    5. Describe the formal and informal networks that:
      1. assisted in identifying and analysing the business problem or issue
      2. may help establish the causes of the problem
  • can be used to determine and analyse appropriate courses of action.
  1. Copies of data and information you have researched (other than those provided in the appendices) that are relevant to your analysis process and identification of the business problem/s or issue/s should be attached to the report.

Submit the written report and any research information (if applicable) to your assessor as per the specifications on the following page. 

Assessment Task 1 – Unit Project – Appendix 1

CoffeeVille – Your brief

Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years. However, recently expenses have started to climb and sales are dropping. In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts.

It’s January 2016 and all four stores are closed for a summer break. Emma and Rufus are using the downtime to assess their business’s operational and financial status in preparation for the year ahead.

They have asked you to help them analyse their business and the external environment to identify potential reasons for their declining sales. Initially, they want you to review and analyse their business data and information to determine if there is a cause for their concern – what problem/s or issue/s there are and what information is needed to conduct further analysis to enable decisions to be made.

CoffeeVille – General information

The business

CoffeeVille supplies high quality, fair trade coffee and superior hot and cold gourmet food and beverages to customers in Melbourne’s central business district (CBD). Customers are served by well trained, knowledgeable staff who provide fast and friendly service. It is owned and managed by partners Emma and Rufus Belcastran. They opened their first store in 2009 and have since expanded to four coffee shops in and around the CBD.

Business goals and objectives

  • Increase revenue through targeted marketing campaigns.
  • Control direct and indirect operational costs.
  • Maintain superior product and service standards.
  • Establish CoffeeVille brand as an ethically and environmentally responsible company.
  • Maintain highly trained and motivated staff.

Expansion timeline

2009Opened first store in CBD
2009–2011Consolidated position and market share, sales and profits steadily grew as reputation spread.
July 2012Opened second store two blocks south of original store in CBD. This is the smallest of the stores located in a busy retail and professional area of town.
July 2013Opened third store four blocks east of original store in CBD. Slightly larger than the original CoffeeVille store, it is located in the heart of the business and legal district of the CBD and in the path of foot traffic from Southern Cross Station.
July 2014Opened fourth store on the fringes of the CBD. This is their biggest store with a larger sit-down area than the other stores.

The CoffeeVille team

Initially, partners Emma and Rufus Belcastran shared responsibilities for the management of all areas of their business. With the organisation expanding, Rufus has taken on the role of Operations Manager across all four stores while Emma is concentrating more on marketing the new and existing stores.

The business now employs:

  • 3 full-time café managers
  • 4 fully trained baristas
  • 6 full-time and 12 casual food service attendants
  • 2 full-time cooks.

Market analysis

The profile for a CoffeeVille customer consists of the following geographic, demographic, and behaviour factors:

  • Overview of the CBD
    • Large percentage of office workers (80% of daytime trade).
    • Area population growing at 8% per year.
  • Geographic
    • Our immediate geographic target is the area within 500 metres of the cafe.
    • The total area population is estimated at 45,000.
  • Demographics
    • Male and female.
    • Ages 20–60; this is the age group that makes up 83% of the available daytime market.
    • Full-time employment.
    • An income over $50,000.
  • Behaviour factors
    • Eat out for lunch most days of the week.
    • Tend to patronise fast service cafes.
    • Enjoy a high-quality meal.
    • Value ethical and sustainable practices. 

Assessment Task 1 – Unit Project – Appendix 2

CoffeeVille business information

Business environment

Internal environment

  • Staff turnover has been relatively low in the last 18 months once the initial staff training period was completed for the fourth store.
  • Menus for all stores have been updated in the last 12 months, keeping old favourites and introducing new dishes from around the world.
  • Hot dish options in the external catering menu have been modified to reflect these changes while cold options have remained essentially the same.

External environment

  • Utility expenses have risen steadily over the last 18 months due to regular price rises. The business is currently implementing cost saving measures.
  • Wages have gone up 15% due to the need to pay higher wages for trained, experienced baristas due to skills shortages.
  • Rents for each of the properties have risen 10–18% in the last 12 months and are expected to rise again early in 2016.
  • Coffee bean prices rose rapidly in early 2014 and stayed high until the end of the year. Prices eased slightly in early 2015 but are expected to rise again later in the year due to lower worldwide production and increased demand. The retail price for all coffee menu items in all stores has been raised twice in the last 12 months.
  • Recently, red meat prices have started to rise with increases of up to 20% in the last six months. So far, these price rises have been absorbed, but Emma and Rufus plan to raise menu prices for meat-based hot dishes in the cafe and catering menus soon.

Business performance

General trends

  • Sales for the first 6 months of 2015 are down across all sales categories and stores. Overall, food sales are down 10%, beverages 12% and catering 17%. When combined with rising expenses, profits are down for the first half of the financial year by 19%.
  • After opening a year ago, the fourth store is slowly building customers but is still not performing to forecasted levels. Most of the marketing budget and Emma’s efforts have been focused on the fourth store.
  • Productivity has increased, with staff able to serve more customers per hour, per employee. This is partly due to barista coffee preparation speeds increasing after all barista staff completed an advanced barista course in January 2015.
  • Savings made in payroll and cost of goods due to productivity gains have been offset by rising wages and food prices.

Store 1

  • Foot traffic is down by 5%.
  • Sales are generally steady but not growing as planned. Income is hovering just under budget while profits are 10–15% below budget due to increased expenses. Emma and Rufus are not overly concerned yet, as the budget forecast figures were based on a 5% increase in sales.

Store 2

  • Foot traffic down by 10%.
  • Food and beverage sales have been consistently under budget for the July to December period with budget variances steadily increasing.
  • External catering sales are down significantly, especially for November (21%) and December (23%) which are normally the business’s busiest periods. Catering have now been under budget for the last 18 months at this store with the budget variance rate steadily increasing.

Store 3

  • Foot traffic down 15%.
  • Food and beverage sales have been under budget for the July to December period with the highest budget variance figures for all stores.
  • External catering sales have been consistently under budget for the July to December period, with December down 16%. Catering has now been under budget for the last 12 months at this store, with the budget variance rate hovering between 13% and 16%.

Store 4

  • Foot traffic up marginally by 0.05%
  • Food and beverage sales are a consistent 3–4% under budget.
  • External catering is down 5% on average, with December bucking the trend and meeting budget.
  • A new competitor is due to open 100 metres away in February 2016.
  • Sales have been very flat and not grown as hoped for this store over the last 12 months despite several promotions and advertising campaigns in the local area.
  • Financial year July 2014–June 2015

July–December 2014

Sales $JulyAugSeptOctNovDec
Food sales285,668279,805273,942262,580250,078199,251
Beverage sales191,199190,163189,126187,054182,650179,523
External catering 82,360 83,540 81,980 81,480 77,500 74,370
Total income559,227553,508545,048531,114510,228453,144
Total expenses482,190470,934483,431451,683461,746404,986
Net profit/loss 77,037 82,574 61,617 79,431 48,482 48,158

January–July 2015

Sales $JanFebMarAprilMayJuneYear Total
Food sales203,894 221,209 238,525 245,476 259,742 262,803 2,982,972
Beverage sales 181,220 185,263 187,263 188,263 189,560 191,208 2,242,492
External catering 57,284 60,926 67,853 68,853 51,853 49,137  837,136
Total income442,398 467,398 493,641 502,592 501,155 503,148 6,062,600
Total expenses413,064 421,865 442,733 447,512 464,198 478,630 5,422,972
Net profit/loss 29,334 45,533 50,908 55,080 36,957 24,518 639,629

 Financial year July 2015–June 2016

July–December 2015

Sales $JulyAugSeptOctNovDec
Food sales231,391226,642231,865227,105202,563154,300
Beverage sales148,065147,262153,192158,323135,088129,705
External catering60,20760,35856,47655,45752,11147,597
Total income439,663434,262441,533440,885389,762331,602
Total expenses373,713364,780366,472374,752339,093288,494
Net profit/loss65,94969,48275,06166,13350,66943,108

Budget variance report – All stores

Summary of variance results for comparisons of budget to actual income for the period 2011–2015

A positive variance indicates the percentage above budget, a negative figure indicates the percentage below budget.

Financial year
Jul–Dec 2011Jan–Jun 2012Jul–Dec 2012Jan–Jun 2013Jul–Dec 2013Jan–Jun 2014Jul–Dec 2014Jan–Jun 2015Jul–Dec 2015
Food sales5%8%7%12%8%1%-3%-8%-10%
Beverage sales8%2%4%5%5%-2%-4%-5%-12%
External catering12%4%7%2%5%2%-8%-11%-17%
Total income8%5%6%6%6%1%-5%-8%-12%
Net profit/loss7%4%-1%6%6%-4%-5%-11%-13%

Assessment Task 1 – Unit Project – Appendix 3

Customer and marketing information

CoffeeVille customer information

Customer spending patterns

ItemAverage spend 2011Average spend 2014VarianceComments
Coffee$3.35$3.8515%While average spend has risen, Emma and Rufus feel this is a result of general price rises, not customers purchasing more items.
Food – takeaway$8.65$9.8013%
Food – sit down$9.20$10.4514%

Summary: Customer comments on feedback forms, Jan–Dec 2015

  • Thanks for your friendly smile every morning. I’ll miss that when we move.
  • Great coffee, great service.
  • Can you open a store near the new office in Fairfield?
  • Loved the vegetarian frittata!
  • Best mocha I’ve had in weeks!
  • Do you deliver to Richmond? I’m going to miss your coffee and healthy salads!
  • Expensive coffee
  • Service staff always happy to see you
  • Vote 1 Karlie best barista in town!!
  • Going to miss you all
  • Good coffee but expensive compared to Zelda’s.

Summary: Customer comments on Facebook page, Jan–Dec 2015

  • Lunch time! Best focaccia ever!
  • Love that you guys do free trade.
  • Look at the art on this coffee!
  • Just wanted to say farewell. Thanks for excellent coffee every morning. I’ll miss your smiles. Any café recommendations in Canterbury?
  • Lunch with the crew at CoffeeVille. Something for everyone, even our veggie sisters.
  • A big thank you from everyone at Milson Financial. Today’s our last day L If I get another job in the city I’ll definitely be coming back!
  • Thanks for my birthday coffee. Was looking forward to it all morning!! 

Loyalty Club membership

Membership activity from December 2014 to May 2015.

MembershipMembers 2014*Active membersInactive^CancelledTotal members 2015#
Store 148435048
Store 228205325
Store 332216527
Store 419152217
Analysis: Number of inactive and cancelled member has increased 15% from previous period.

* Total members as at December 2014

^ Inactive = No account activity for a minimum of 3 months

# Total members as at May 2015

Action Marketing survey results, December 1–4, 2014

Action Marketing conducted a survey in the area within the boundaries of the three CBD stores. A summary of feedback received includes the following.

  • Customers are buying less food over summer as they are trying to be healthy and spend less money in the lead up to Christmas.
  • A number expressed concern about the possibility of losing their jobs due to ongoing poor financial performance of their employer. Many were trying to save money in case this occurred.
  • 38% of customers said they had eaten at CoffeeVille but considered it a treat due to prices.
  • Coffee was consistently rated as excellent; however, 58% of respondents who purchased coffee from CoffeeVille said it wasn’t their primary source.
  • Customers who regularly purchased food and/or beverages from CoffeeVille supported their environmental and socially responsible position.

Key survey takeaways

?      price

?      business environment in CBD (closures)

?      general economic concerns

?      healthy lifestyle and eating habits.

Survey results

Have you ever visited a CoffeeVille store?Yes                           67%No                            33%
Which store do you visit? (Can choose more than one store)Store 1                     49%

Store 2                     43%

Store 3                     27%

Store 4                     12%

How times a month, on average, do you visit the coffee shop?1–4 times                 25%

5–9 times                 27%

10–15 times             31%

Most days                17%

What is your purpose for visiting CoffeeVille? (Can choose more than one store)For the coffee          69%

Get something to eat 46%

To read the papers  18%

To meet others        22%

To relax                   15%


How would you rate the overall friendliness of the staff? (with 5 being the most friendly)5 = Excellent            53%

4 = Very good          32%

3 = Good                  12%

2 = Fair                    3%

1 = Poor                   0%

0 = Awful                 0%

How do you rate the price of your food and/or beverages? (with 5 being an excellent price)5 = Excellent            22%

4 = Very good          28%

3 = Good                  29%

2 = Fair                    15%

1 = Poor                   6%

0 = Awful                 0%

How do you rate the variety of products? (with 5 being the best variety)5 = Excellent            33%

4 = Very good          32%

3 = Good                  33%

2 = Fair                    2%

1 = Poor                   0%

0 = Awful                 0%

How do you rate the product quality? (with 5 being excellent quality)5 = Excellent            50%

4 = Very good          28%

3 = Good                  18%

2 = Fair                    4%

1 = Poor                   0%

0 = Awful                 0%

Have you found your wait in line to be too long for your satisfaction?No, very fast            48%

No, pretty quick       32%

A bit slow                 18%

Waited ages            2%

Very slow                 0%


 Assessment Task 1 – Unit Project – Appendix 4

Management and team meeting summaries

Meeting summaries

Management team meeting                                                                                    October 31, 2015
Topic: External catering Christmas bookings

Rufus – Owner/Operations Manager

?      Catering bookings for corporate Christmas parties down across all stores for Nov and Dec.

?      Stores 2 and 3 under sales budget forecasts by 20–30%.

Emma – Owner/Marketing

?      Made phone calls and personal visits to all previous clients who have not rebooked this year.

?      Budget constraints common reason for not booking.

?      Some using another, cheaper caterer, some are not having a catered Christmas event.

Sarah – Manager, Store 1

?      Staff from two businesses CoffeeVille catered for last year have requiremen are only holding self-catered morning/afternoon tea for staff, no formal Christmas party. Both businesses employ 20–30 employees.
Topic: 2016 budgets

Rufus – Owner/Operations Manager

?      All budgets for 2016 have been adjusted to reflect sales and expenses trends.

Obtain Information Business Issues

Team meeting – Store 3                                                                                          November 4, 2015
Topic: Sales trends, customer feedback

Rufus – Owner/Operations Manager

?      Sales down across all revenue streams.

?      Need a sales push to capture foot traffic in city for Christmas shopping.

Leunie – Manager, Store 3

?      Early morning period slower, less coffee and breakfast sales from train station traffic.

?      Lunch time food trade from office staff down. Starting Christmas shopping during lunch period?

Staff comments

?      Not as many groups dining in store at lunch time, more singles.

?      Customers choosing cheaper items, chatter about money being tight.

?      Trying to push coffee/cake and meal/water deals but uptake low.

?      Several regulars from McKinnon’s say staff Christmas gathering being held off-site this year, no external catering booked – we catered for them last year.

?      Hot food sales down, higher wastage. Preference for salads and sandwich bar.

?      Received queries about getting Paleo options added to the menu.

?      Sales manager at XX department store said retail sales are sluggish compared to this time last year. Lots of looking but not buying. Hoping it will pick up soon.

?      Lots of general chatter about economic concerns, terrorism, home interest loan rates possibly going up after Christmas. General feel of customers is negative.

?      Staff expressed concern about job security due to lower revenue figures.

Obtain Information Business Issues

Management team meeting                                                                                 December 3, 2015
Topic: Revenue concerns

Rufus – Owner/Operations Manager

?      Revenue across all stores under budget.

?      Store 2 food and catering of real concern.

?      Store 3 food, beverages and catering all significantly under budget.

Emma – Owner/Marketing

?      Shifting marketing focus from Store 4 back to CBD stores, focus on Stores 2
and 3.

?      New campaigns to start when offices reopen in Jan 2016.

Sarah – Manager, Store 1

?      Customers not spending as much, average daily spend per customer down compared to previous years.

Christos – Manager, Store 2

?      Two businesses within their building to close permanently at Christmas.

?      Missing a number of regular customers at the register.
Leunie – Manager, Store 3

?      One 50+ employee business in building next door moving to new offices out of CBD.

?      One 20+ employee financial advisor has moved to new office in suburbs as rent is cheaper.

?      Two ‘For Lease ‘ signs for offices in buildings in same block as cafe.

?      Lots of chatter from clients working for professional services companies about business retraction, possible redundancies.

Jordie – Manager, Store 4

?      Nearby residential towers nearly completed construction, due to open in February, potential to grow morning traffic.

?      Due to higher residential occupancy near store, raised potential for takeaway dinner trade. Freshly cooked and packed for customers to purchase on way home from work. Other alternative is a delivery service within a specific radius. Might also work for Store 3 due to proximity to train station and Docklands residential complexes. Would mean longer opening hours to catch after-work commuters and residents.

David Marks

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