Scribd
Upload
729 views

Assessment Task 3

The minutes document the CEO's presentation of strategic objectives to the board, including expanding Native Bush Spices' presence to sell and service all Australian states within 5 years, increasing profit margins by 5% through better pricing and staff utilization, and establishing brand recognition in key markets through new technologies and strategic partnerships. Other objectives are reducing waste and energy use by 10% through education programs and innovation incentives. Native Bush Foods tender acceptance was a top priority alliance that should be closely managed.

Uploaded by

Joanne Navarro Almeria
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
729 views

Assessment Task 3

The minutes document the CEO's presentation of strategic objectives to the board, including expanding Native Bush Spices' presence to sell and service all Australian states within 5 years, increasing profit margins by 5% through better pricing and staff utilization, and establishing brand recognition in key markets through new technologies and strategic partnerships. Other objectives are reducing waste and energy use by 10% through education programs and innovation incentives. Native Bush Foods tender acceptance was a top priority alliance that should be closely managed.

Uploaded by

Joanne Navarro Almeria
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 4

ASSESSMENT TASK 3

Senior manager’s meeting


At a meeting with the CEO and other senior managers, the following points were noted in regard
to the operations of Native Bush Spices Australia. In response to your question about how
effectively Native Bush Spices Australia adds value to its products and services, the following
responses were agreed by all.

Inbound logistics is a problem, due to the lack of experienced personnel in importation and
customs operations. The lack of solutions from Human Resources management has meant that
delivery timelines are sometimes delayed because the proper procedure was not followed.
The operations of Native Bush Spices Australia is an area of strong value-add, with the state-of-
the-art Management Information System (MIS) forming part of Native Bush Spices Australia’s
infrastructure. The MIS has allowed for sound corporate/strategic planning, along with strong
internal controls in accounting and finance.
Outbound logistics is an area that could be improved. Currently, Native Bush Spices Australia
relies on a three-year contract with a delivery firm to deliver its goods to customers. Sometimes
there is a delay in getting the appropriate vehicle to deliver the native bush food, which is causing
some issues with customers. The contract delivery firm seems to be struggling to deliver the
promised quality with their fast expansion.
All managers agreed that marketing and sales are strong points for Native Bush Spices Australia.
The marketing communications and promotions mix seems to be working well, particularly with
the social marketing that Native Bush Spices Australia has introduced in the past year. Technology
developments are helping Native Bush Spices Australia to reduce costs, yet expand the message
via internet marketing activities.
Service is another strong point for Native Bush Spices Australia, which enjoys a good reputation
in this field. The installation, after-sales service, complaints handling and training all get top
marks from customers. Some of Native Bush Spices Australia’s procurement policy has helped in
this regard, with Native Bush Spices Australia outsourcing work where it cannot meet customer
demand. The policy of putting the customer first and guaranteeing service calls within 24 hours
has been a key reason for the increased sales.
In a brainstorm with the CEO and senior managers, the following points were noted. When asking
about the potential for opportunities, threats and competitors, the consensus was the following.

Moving into the new Sydney market, where the bulk of native bush food are sold each year, and
from which a major (but ineffective) competitor has withdrawn.
Other opportunities could be found in strategic alliances with native bush spices suppliers, where
market penetration could easily be achieved and costs of advertising and service could be shared.
There was also concern about the rising Australian dollar having a severe long-term impact on
tourism, which was a major category buyer of espresso machines. Raising interest rates that are
predicted for the coming years could impact negatively on the disposable income of coffee-
drinking patrons.
Native Bush Spices Australia has been keen to pursue strategic alliances as part of its strategy to
achieve its objectives. It called for tenders from interested parties, who were asked to complete
a tender application form that provided information relating to the tender requirements. Some
notes have been included by senior managers who assessed some of the information.
You are provided with the minutes of the board meeting, where the CEO spoke about the
strategic objectives that will form part of the strategic plan.

Native Bush Spices Australia Board Meeting Minutes: 18 October 2019

6:00pm Board Room

Board members:
Present: ___________________________________________________

Absent:

Quorum present? Yes.

Others present:
CEO: __________________________.

Proceedings:
Meeting called to order at 7.00 pm by Chair, ______________, who explained that this was a
special meeting of the Board to hear the presentation of the strategic plan by the CEO
________________.

(Last month's) meeting minutes were amended and approved.

Overview of the strategic plan: _______________________


____________ gave a presentation concerning the objectives that would form part of the
strategic plan for the next five years.
Objective 1 – To sell and service Native Bush Spices in every state of Australia. This was a top
priority that would involve the acceptance of Native Bush Food tender. This was an important
alliance and one that should be managed at the highest level. With the Melbourne warehouse
now established, it was important to look for other warehouse opportunities in high-volume
states. The other states could be managed with an agent’s network and by outsourcing the
maintenance.
Objective 2 – To increase profit margins by 5% in the next five years. This should occur naturally,
with increased sales allowing for better price negotiations with suppliers, and getting all
departments to make optimum use of their staff.
Objective 3 – To establish the Native Bush Spices Australia brand recognition in key markets in
the next five years, mostly via new technologies but also through co-branding with our strategic
partner. This is also a high priority if the successful rollout is to be achieved.
Objective 4 – To reduce our waste and energy use by 10% within the next five years. Education
programs and incentive rewards for innovations in this area should see the organisation achieve
its objectives.

You might also like