BUSINESS PLANNING ASSESSMENT 商业计划书 AACDS代写

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BUSINESS PLANNING ASSESSMENT 商业计划书 AACDS代写

ASSESSMENT NO 2 -

BUSINESS PLANNING ASSESSMENT

On completion of this Business Planning Assessment, please email directly to your Lecturer/Assessor.

This Assessment, must be completed, as an essential component of your assessment plan, and is required to be

completed before you sit your final exam assessment.

No part of this workbook may be reproduced by photocopying or any other means without written permission from the

Australasian Academy of Cosmetic Dermal Science.

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Ncihe/AACDS/Curriculum/Unit 1.4 / Assessments/Workbooks/Part B – Business Plan Assessment

ASSESSMENT 2 – BUSINESS PLAN

A SSESSMENT I NSTRUCTIONS

G ENERAL

Creating a working business plan document is a major component of the learning that students will derive from

achieving competency in this unit. Students should be able to access the fundamental skills needed to begin the

business plan within the business planning component of the course ie the first 4 lectures: Business Planning 1-4.

C ASE S TUDY

Students are required to develop a business plan based on the factual scenario provided in the Case Study in

Appendix 2. The Case Study can be embellished with factual details from your own work environment or specific

scenarios or business ideas you would like to pursue within the business plan. In this event the Situational Analysis

component of the business plan must contain these new details on which the business plan is to be based. It is a

good idea to liaise with your lecturer or assessor to ensure your intended embellishments are workable and do not

provide too much of a workload burden, as your business plan will have to address all issues presented in the

Situational Analysis to achieve competency in this unit.

A CCEPTABLE FORMATS

There is no prescriptive format of a business plan required but students should be advised that they are to

download and attach the coversheet document to the beginning of their plan.

The plan itself needs to be comprehensive enough to accommodate the requirements of the business planning

process as determined within the course content and such that the document is workable, ie it must be accurate

and represent the real world environment of the business. Students should keep in mind the three basic rules of

business planning when drafting their plan:

1. It must be simple.

2. It must be accurate.

3. It must be useful.

This being said the business plan must have the following identifiable components:

a) Executive summary. (300-400 words)

b) Situational analysis – describing the current situation, any embellishments to the fact scenario presented in the

case study in Appendix 2 and the business environment (macro and micro). (300-400 words)

c) Strategic planning component – including mission, vision, values statements, goals planning, SWOT analysis,

gap analyis and CSF analysis, culminating in business objectives and business planning strategies. (400-800

words)

d) Marketing plan component – description of the target market, products and services to be offered, a costed

advertising schedule and a competitor analysis (where applicable). Appendix 1 provides a basic example of

marketing planning that students can use to begin to develop their marketing plan. (400-800 words)

e) Operations planning component – a list of the operational plans, policies and procedures required based on the

key business activities you identify, a financial plan (budget) costing especially the improvements you intend to

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make to the business, a HR plan enhancing team performance and a continuous improvement plan (how will

you monitor operations?). (400-800 words)

f) Cash-flow projections (2 years) – to be completed using a excel cash-flow provided within lecture materials.

P LANNING THE ASSESSMENT

The course content will cumulatively impact upon the student’s business planning skills and knowledge, and

students are encouraged to set time aside weekly to develop this business plan.

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APPENDIX 1 - MARKETING PLAN EXAMPLE

T ARGET MARKET - IDENTIFICATION AND SEGMENTATION

Our market consists mainly of people who work and or live in the City, and many of these visit weekly, some daily.

Approximately 15% of our trade comes from interstate and overseas tourists.

Our customers are predominantly men and women aged 20 to 50 years of age, who are prepared to pay for quality

products and service.

M ARKETING OBJECTIVES

Silver Shells Cafe will continue to concentrate on market penetration, increasing revenue by promoting and selling

existing products to our existing market with a hope to increase market share.

In 2015, a second Silver Shells Cafe in the inner city is planned.

M ARKETING STRATEGIES - PRODUCT , PRICE , PROMOTION AND PLACE

P RODUCT STRATEGY

Quality fresh food, attractively presented, varied health conscious menus, good service, fresh vibrant cosmopolitan

decor and ambience.

P RICE STRATEGY - ( PROFITABILITY , COMPETITION , MARKET SHARE AND IMAGE )

While we continue to monitor the prices of our competitors, our prices will be commensurate with the quality of

our product and service. We will not compete on price alone.

P ROMOTION STRATEGY

Silver Shells will continue to maintain its website and communicate special offers via email and SMS to our database

of loyal customers. Flyers are also distributed to inner city dwellings and businesses from time to time, advertising

special deals and menus for events such as Valentine's Day, Christmas and Easter.

P LACE ( DISTRIBUTION ) STRATEGY

In addition to having an excellent central location in Hay Street, the Cafe does some office catering for special

events, and organises delivery to local offices.

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C OMPETITOR ANALYSIS (example)

The following table is a comparison of the attributes of the Silver Shells Cafe with its 3 most significant competitors.

Business attribute Our business Competitor 1 Competitor 2 Competitor 3

Estimated market share 50% 35% 10% 5%

Location Excellent Good Poor Good

Days open 7 days 7 days 6 days 5 days

Licensed No No No No

Seating capacity 50 (indoor and outdoor) 50 (indoor and

outdoor)

40 30

Furniture and fittings Comfortable, trendy,

attractive, good colours,

good condition

Good Good Basic

Feng Shui principles Interior designer worked with

Feng Shui principles

Good Feng Shui Some mistakes

have been made

Poor Feng

Shui

Lighting Attractive, well placed,

energy efficient, natural light

Good Good Fair

Overall ambience Excellent Excellent Good Patchy

Cleanliness, tidiness,

housekeeping

Excellent Excellent Good Good

FoodSafe safe site

premises

Yes 1 Yes No No

Cuisine type Modern gourmet

Cosmopolitan

Modern gourmet Modern various Standard cafe

fare

Menu Varied, good choice, healthy Varied, good

choice, healthy

Limited choice Monotonous,

staid

Quality of food Constantly excellent High Variable Variable

Portion sizes Constant, measured, Good Small Variable

Value for money Excellent Good Good Fair

Price range Upper Upper Medium Low

Prices Competitive Competitive Competitive High

Credit cards Yes Yes Yes No

Highly trained staff Excellent Good Good Good

Service Excellent- professional

friendly and helpful

Good Good Good

1 The FoodSafe® sticker enables customers to vote with their feet to support businesses handling food with care. It reflects the standard of the business where the

customer is purchasing food. FoodSafe safe site premises can be found on the Australian Institute of Environmental Health website at

http://foodsafe.aieh.org.au/premises.php

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SWOT ANALYSIS (example)

The following SWOT analysis identifies the strengths, weaknesses, opportunities and threats of the business

compared to its competitors. With the strengths identified, our marketing and other business strategies will

take advantage of opportunities as they arise and minimise our vulnerability to external threats and internal

weaknesses.

S TRENGTHS

• Excellent location

• Excellent service

• Good reputation

• Golden Plate Award 2003

• Excellent well trained staff

• Hold 'FoodSafe trained' certificate

• Excellent chef and kitchen staff

• Good management skills

• Web presence - on www.restaurant.orq.au

• Fresh, original menu - changed monthly

• Peter Silver will finish his apprenticeship in 2053

and take over management, allowing Mike to

manage a second cafe

• Strong cashflow, cash-only sales

W EAKNESSES

• Low margins on sales.

• High labour costs

• High costs of extending premises

• Easy entry of new competitors to the industry

• Negative working capital

O PPORTUNITIES

• Growing number of inner city dwellers

• Strong local economy and high disposable

incomes

• New District Court in Hay Street will increase

clientele

T HREATS

• Expanding franchise chains looking for good

sites

• Household debt level may increase interest rates

and decrease disposable household incomes

• Shortage of good staff

• High labour costs

Note:

Strengths and weaknesses are internal to the business.

Opportunities and threats are external to the business

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O PERATIONAL STRATEGY - L OCATION (example)

L OCATION AND PREMISES

The 95 square metre Hay Street premises are leased from Asterisk Investments Pty Ltd. The managing agent is

Richmond & Associates of South Perth.

The lease was renewed 12 months ago, and has four years to run, with an option for a further five years to 31

August 2059. Current rent is $5,520 per month inclusive of outgoings ($697 per square metre per annum),

increasing to $5,500 per month from 1 September 2051, $5,700 per month from 1 September 2052 and increasing

annually after that in line with the consumer price index (CPI).

The premises are in an excellent location, suited to our clientele of inner city dwellers and workers, and many

tourists staying at accommodation further east in Hay Street pass by each day. There is seating for 50, including

seating for 10 alfresco.

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BUSINESS PLANNING ASSESSMENT 商业计划书 AACDS代写

Ncihe/AACDS/Curriculum/Unit 1.4 / Assessments/Workbooks/Part B – Business Plan Assessment

APPENDIX 2 - CASE STUDY

T HE V IRTUAL M EDISPA

The following hypothetical scenario presents an opportunity for students to engage in a real world-planning event.

In this exercise you will be expected to develop a comprehensive business plan for a beauty clinic that delivers

dermal therapies and cosmetic medical procedures along with traditional beauty services (spa services). As in many

businesses currently in operation, the business-planning environment of this medispa has been neglected. The

owners have commenced the business on the proceeds of their inheritance in 2009, but have put little effort into

planning forward, and the business has since been unsurprisingly unprofitable. Having said this, the business has

continued to operate, but has downsized since 2010.

In 2011 the owners decided to introduce cosmetic medical dermal therapy treatments including chemical peels,

microdermabrasion and skin needling; some injectables treatments have been offered one afternoon every two

weeks by a casual cosmetic physician, since 2012. However, a former dermal therapist’s lack of experience had

severe consequences when a patient was burned (mildly) by a chemical peel that was inappropriately applied. The

patient took their story to a local newspaper and the medispa received unfavourable press. The owners now want

to disassociate themselves with the business’ negative past and are intent on rebranding the business and starting

anew.

You have been working in the medispa as a dermal therapist/medical professional (as appropriate to your

professional background) performing dermal therapies/cosmetic medical procedures, since their introduction in

2011. You have recently received a promotion to a management position to rebrand and relaunch the salon,

improve the service and make the business profitable. The owner has just purchased an IPL machine and wants to

commence IPL hair reduction treatments and photo-rejuvenation asap.

Y OUR NEW TITLE IS M EDISPA M ANAGER

As Medispa manager your role is to:

1. Establish the practice

The practice is established but no formal plan exists: no written vision statement, values, goals,

objectives, policies or procedures are in place. You will have to be familiar with any statutory and

regulatory requirements of the business. A business plan will need to be prepared to take the business to

the next level.

This will involve developing operational strategies, marketing strategies, resource strategies, managing

the business finances and developing budgeted cash-flow forecasts. Meetings with key stakeholders and

the team will need to be planned and managed.

Existing systems such as such as payroll and employee records, financial documentation and stock

recording systems and monitoring will need to be evaluated and reviewed.

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2. Provide leadership in the workplace and Manage work within a cosmetic therapy framework

Part of your role as medispa manager will involve the management of yourself and a team of people in a

medispa environment. This will involve displaying high standards of leadership, positively influencing

others, developing effective consultation skills and best work practices and ingraining these skills in your

workforce.

As an additional complexity to your position, one of the spa therapists, Patricia, resents your promotion

as she feels she should have received the appointment as she has been in the organisation the longest

and has 5 years of industry experience over you. The owners of the business however see your

personality and capability becoming, and more what they are looking for as a manager. They see your

taking on further study at AACDS a testament to developing yourself as a competent manager and

depend on you to take the business ‘to the next level’.

A BOUT THE M EDISPA

B USINESS O WNERS

The business owners, Arancha and her husband, are often away overseas and have little to do with day to

day management decisions, aside from hiring and firing, and monitoring the finances every now and then.

Although the business has continued to operate, it has not been profitable and is barely breaking even. There

are no formal management systems that have been put into place. The owners would like the business run

smoothly and the profits to improve in the following two years with little of their own input.

S TAFF

Position

Status

No. of years working there

1. Dermal Therapist (Sarah) Full time

2. Spa Therapist (Patricia) Full time

3. Spa Therapist (Kim) Part time

4. Spa Therapist (Andrew) Part time

5 months

5. Cosmetic Physician (Colin) Casual

6. Receptionist (Stephie) Full time

7.Yourself (Manager) Full time

The staff have all been appointed by the owners of the medispa, primarily Arancha. Arancha has had a beauty

background but does not hold any formal qualification. Sarah, the dermal therapist and the three spa therapists all

hold a diploma of beauty therapy, but are relatively new to the industry apart from Patricia who has been a spa

therapist for 8 years. Having said this Patricia has no formal training in cosmetic medical treatments but believes she

has had enough exposure from what she has read and what her associates have told her to safely perform dermal

therapy treatments. In fact, Sarah, has only had a year’s previous experience in applying dermal therapies from a

previous job, and was hired on this basis. All the spa therapists and the dermal therapists perform dermal therapy

treatments, aside from skin needling which only you perform. The dermal therapist who caused the negative press

was let go soon after the incident a year ago.

Upon hiring staff Arancha would hold a short induction, explaining ‘the rules’ and then advise that the receptionist,

Stephie, would organise their roster and that they were to deal with Stephie for all other issues, esp if she was out of

the business or overseas. In essence, there was no manager for most of the business hours and when Arancha was

overseas Stephie paid the accounts and the staff and did the banking, along-side her duties as a receptionist.

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Staff have had only a few on-the-job training sessions on performing dermal therapy treatments, and only learn

vicariously through the discussion of each-other’s experience in the lunch room.

Colin a cosmetic physician comes into the clinic on one afternoon each fortnight and conducts wrinkle relaxer and

dermal filler injectable procedures. He has become so popular that he is now booked out for 3 months in advance. He

has discussed with the owners the possibility of introducing a further afternoon each fortnight starting asap.

O PENING HOURS

Monday 9.00 am to 6:00 pm

Tuesdays 9.00 am to 6:00 pm

Wednesday 9.00 am to 6:00 pm

Thursday 9.00 am to 6:00 pm

Friday 9.00 am to 6:00 pm

Saturday 9.00 am to 5:00 pm

S ERVICES TO BE OFFERED

• Dermal therapies (microdermabrasion, chemical peels, skin needling, intense pulse light - photo

rejuvenation and epilation).

• Spa therapies (all aspects of traditional beauty therapy).

• Cosmetic medicine (dermal fillers, botox).

B USINESS P LAN INSTRUCTIONS

Create a business plan document for the Virtual Medispa scenario, as described in the Assessment Instructions

above. You are encouraged to embellish the facts to better suit your professional situation, catering to the

experience of your business, to make for a more realistic business plan or to adapt the scenario to treatments or

procedures you have a particular interest in. In this case, the factual situation you base your plan on will need to be

reiterated in a Situational Analysis component of the business plan. It is advised that you consider your own

business or workplace to support the factual undertones for the business plan to be representational of a real world

environment.

Students from nursing or medical backgrounds may assume they have been conducting cosmetic medical

treatments and/or injectable procedures within the virtual medispa scenario to suit their interest and capabilities.

If you are a full time student it may be a good opportunity to make contact with a local skin clinic and offer to create

a business plan for them. In the last alternative you may wish to create the business plan based on entirely fictional

scenario, but should this be the case, you can still be creative and embellish the facts as best as possible to

represent a real world business.

Assume the business is present day and based in the city you live / your hometown, or in a city you have enough

information about to reflect the demographic and business context in your plan.

There is no absolute word limit but try to keep to the suggested word count in the Assessment Instructions above,

and please remember one page of quality information that is well written and thought through, is worth more than

100 pages of mindless data that bears no sense of reality.

Good luck.

BUSINESS PLANNING ASSESSMENT 商业计划书 AACDS代写