Doc (3)

Transcript

Assessment Hospitality and Management Assessment 2 Instructions Please respond to all the following questions. You can write your answers under each question question directly directly.. You might have to undertake the appropriate research to answer these questions. SITXCCS007 - E!"CE C#ST$%E& SE&'ICE EX(E&IECES Short Answer Questions Question  )hat is active *istening and wh+ is it an important part o, providing an enhanced customer service eperience ,or customers "ctive *istening is a communication technique used in counse*ing/ training/ and con,*ict reso*ution. It requires that the *istener ,u**+ concentrate/ understand/ respond and then rememer what is eing said. "ctive *istening is an important ecause it demonstrates courtes+ and respect ,or the customers. "*so/ +ou might *earn something new an, encourage ,urther communication. Question 2 Identi,+ and descrie at *east three techniques that can e used to anticipate customer  pre,erences/ needs and an d epectations. (rovide (rovid e an eamp*e o, each. There are a variet+ o, wa+s in which +ou ca anticipate customer pre,erences/ needs and epectations. In some cases/ +ou wi** dea* with return customers/ when this is the case +ou can use their  past histor+ to a**ow +ou +o u to make an educated guess gu ess aout what the+ want/ need or o r epect. 1or eamp*e/ +ou might rememer that %r and %rs 2ones have an Irish co,,ee at the end o, their mea*. (rior to asking them i, the+ are read+ ,or their invoice +ou might go to their ta*e and ask whether the+ wou*d *ike +ou to ring them an Irish co,,ee. It has the added ene,it o, making customers ,ee* that the+ are va*ued + the organisation as the+ have een rememered. Sometimes +ou ca use demographic trends to anticipate customer pre,erences/ needs and epectations. These might re*ate to +our customers3 age/ gender or socia* and cu*tura* characteristics. 1or eamp*e/ +ou might discuss a customer group3s need ,or kosher ,ood due to the ,act the+ are orthodo 2ews. 4nowing this +ou cou*d recogni5e that +our customers wi** proa*+ want to ,inish their mea* in time and to a**ow them to drive home ,or @NIET Version 1.0Page 1 of 84 Assessment Saath6when orthodo 2ews are not permitted to drive8 You cou*d guess that a customer group containing severa* chi*dren might interest in co*our  penci*s and pu55*e ooks.  ooks. You shou*d use +our ski**s in oservation to anticipate customer pre,erences/ needs and epectations. You might see a customer group decked out in ,oota** 9erse+/ scarves and hats arrive at +our hote* short*+ e,ore a ,oota** match. It is *ike*+ that these customers want the te*evision channe* changed so the+ can watch the game. In some cases/ +ou simp*+ need to use +our common sense. " customer who has ordered a  ott*e o, spark*ing wine win e is *ike*+ to epect an ice ucket. " customer who is wondering around +our hote* wearing sports c*othes *ooking *ost and might need directions to het to the in-house g+m. )hen considering the needs/ wants and epectations o, +our customers consider those with specia* needs. " customer who uses a whee*chair might need assistance to access the *i,t. " customer with vision impairment might need +ou to read the items on the menu to them. " woman with a sma** a+ cou*d need a private *ocation to reast,eed a chi*d or use o, ,aci*ities to a**ow her to hear ,ormu*a8mi*k. Question ! !ow can negotiation e used to reso*ve con,*ict Identi,+ at *east ,ive negotiation  ehaviours. There are ,ive *ong-recogni5ed st+*es o, negotiating which characteri5e oth approaches to reso*ving disputes or making dea*s and the de,au*t approach taken + each individua* to negotiating. These st+*es can e thought o, as means ,or achieving negotiated outcomes as we** as a categori5ation o, individua*s negotiating. A"oiding (rimari*+ concerned with avoiding intra-persona* con,*ict  Is use,u* when the the stakes o, a negotiated outcome are not worth the investment o,  time or the potentia* ,or igniting con,*ict Characteri5ed + sidestepping/ postponing/ and ignoring the issue or situation  E,,ective when avoidance o, the situation or issue does not great*+ a,,ect the  re*ationship and short term task is not important to either part+ Accommodating (rimari*+ concerned with the re*ationship etween the parties  Easi*+ gives the other side concessions in hopes o, strengthening the re*ationship/ ut  o,ten gives awa+ too much too soon Tend to neg*ect their own needs in ,avor o, he*ping the other side get what the+ want  E,,ective when *ong term re*ationship is important and short term task is not  important #ompromising The st+*e ,a**ing etween accommodating and competing  #se,u* when time is a concern or there is a strong re*ationship etween the parties  &equires concessions ,rom oth sides to ,ind agreement  :oes not ,ocus on *egitimate or ,air standards ,or sett*ement and instead uti*i5es  ;%eet in the midd*e/< or ;Sp*it the di,,erence< so*utions #olla$orating 1ocuses on using pro*em so*ving methods to create va*ue and discover mutua**+  satis,actor+ agreements #ti*i5es the creativit+ o, oth parties to ,ind so*utions to oth sides3 interests  @NIET Version 1.0Page 2 of 84 Assessment Saath6when orthodo 2ews are not permitted to drive8 You cou*d guess that a customer group containing severa* chi*dren might interest in co*our  penci*s and pu55*e ooks.  ooks. You shou*d use +our ski**s in oservation to anticipate customer pre,erences/ needs and epectations. You might see a customer group decked out in ,oota** 9erse+/ scarves and hats arrive at +our hote* short*+ e,ore a ,oota** match. It is *ike*+ that these customers want the te*evision channe* changed so the+ can watch the game. In some cases/ +ou simp*+ need to use +our common sense. " customer who has ordered a  ott*e o, spark*ing wine win e is *ike*+ to epect an ice ucket. " customer who is wondering around +our hote* wearing sports c*othes *ooking *ost and might need directions to het to the in-house g+m. )hen considering the needs/ wants and epectations o, +our customers consider those with specia* needs. " customer who uses a whee*chair might need assistance to access the *i,t. " customer with vision impairment might need +ou to read the items on the menu to them. " woman with a sma** a+ cou*d need a private *ocation to reast,eed a chi*d or use o, ,aci*ities to a**ow her to hear ,ormu*a8mi*k. Question ! !ow can negotiation e used to reso*ve con,*ict Identi,+ at *east ,ive negotiation  ehaviours. There are ,ive *ong-recogni5ed st+*es o, negotiating which characteri5e oth approaches to reso*ving disputes or making dea*s and the de,au*t approach taken + each individua* to negotiating. These st+*es can e thought o, as means ,or achieving negotiated outcomes as we** as a categori5ation o, individua*s negotiating. A"oiding (rimari*+ concerned with avoiding intra-persona* con,*ict  Is use,u* when the the stakes o, a negotiated outcome are not worth the investment o,  time or the potentia* ,or igniting con,*ict Characteri5ed + sidestepping/ postponing/ and ignoring the issue or situation  E,,ective when avoidance o, the situation or issue does not great*+ a,,ect the  re*ationship and short term task is not important to either part+ Accommodating (rimari*+ concerned with the re*ationship etween the parties  Easi*+ gives the other side concessions in hopes o, strengthening the re*ationship/ ut  o,ten gives awa+ too much too soon Tend to neg*ect their own needs in ,avor o, he*ping the other side get what the+ want  E,,ective when *ong term re*ationship is important and short term task is not  important #ompromising The st+*e ,a**ing etween accommodating and competing  #se,u* when time is a concern or there is a strong re*ationship etween the parties  &equires concessions ,rom oth sides to ,ind agreement  :oes not ,ocus on *egitimate or ,air standards ,or sett*ement and instead uti*i5es  ;%eet in the midd*e/< or ;Sp*it the di,,erence< so*utions #olla$orating 1ocuses on using pro*em so*ving methods to create va*ue and discover mutua**+  satis,actor+ agreements #ti*i5es the creativit+ o, oth parties to ,ind so*utions to oth sides3 interests  @NIET Version 1.0Page 2 of 84 Assessment Tend to e assertive aout their needs and cooperative with the other side E,,ective when *ong term re*ationship is important and short term task is important  #ompeting (rimari*+ concerned with achieving their own goa*s regard*ess o, the impact on others  'iews negotiation as a win8*ose rather than a pro*em so*ving activit+  $,ten uti*i5e manipu*ative tactics such as attacks/ threats/ and other aggressive   ehavior to achieve their o9ectives E,,ective when *ong term re*ationship is not important and short term task is  important  Question % )hat is the va*ue to a usiness o, ,eedack ,rom customers aout their customer service eperiences Customer ,eedack is so important ecause it provides marketers and usiness owners with insight that the+ can use to improve their usiness/ products and8or overa** customer eperience. The ,o**owing are the top si reasons wh+ customer ,eedack is important to +our usiness. =. It can he*p improve a product or service >. It o,,ers the est wa+ to measure customer satis,action ?. It provides actiona*e insight to create a etter customer eperience @. It can he*p improve customer retention A. It de*ivers tangi*e data that can e used to make etter usiness decisions B. It can e used to identi,+ customer advocates Question & @NIET Version 1.0Page 3 of 84 Assessment )hat is cross-se**ing and how can it e used to encourage customers to purchase add-ons that might enhance their eperience. (rovide ,ive eamp*es o, add-ons that customers in a restaurant might e encouraged to u+. Cross-se**ing is a sa*es tactic aimed at generating more sa*es + suggesting additiona*/ re*ated or comp*ementar+ items to a u+er who3s who3s a*read+ committed to making a purchase. The eamp*es o, add ons that customers in a restaurant might e encouraged to u+D      :esserts Tea and co,,ee ar*ic or her read Cocktai*s and *iqueurs Fott*ed water  Question ' )hat is an organisation3s customer dataase !ow are the+ used8 what t+pe o, in,ormation is entered into them )h+ are the+ use,u* Customer :ata %anagement 6C:% is a so*ution mechanism in which an organi5ationGs customer data is co**ected/ managed and ana*+5ed. C:% is geared toward reso*ving customer  requirements and issues whi*e enhancing customer retention and satis,action/ a**owing an organi5ation to convert customer data into Customer Inte**igence 6CI. :ataases can e organi5ed in man+ di,,erent wa+s/ and thus take man+ ,orms. The most  popu*ar ,orm o, dataase dataas e toda+ is the re*ationa* re*ation a* dataase. (opu*ar eamp*es ea mp*es o, re*ationa* dataases are %icroso,t "ccess/ %+SH/ and $rac*e. " re*ationa* dataase is one in which data is organi5ed into one or more ta*es. Each ta*e has a set o, ,ie*ds/ which de,ine the nature o, the data stored in the ta*e. " record is one instance o, a set o, ,ie*ds in a ta*e. To visua*i5e this/ think o, the records as the rows o, the ta*e and the ,ie*ds as the co*umns o, the ta*e. In the eamp*e e*ow/ we have a ta*e o, student in,ormation/ with each row representing a student and each co*umn representing one piece o, in,ormation aout the student. (hy use a )ata$ase* 4eep a** +our customer detai*s up to date and easi*+ managea*e &etain eisting customers and ui*d *o+a*t+ + providing a persona*ised service and communication enerate re,erra*s ,rom satis,ied customers 1o**ow and track potentia* customers easi*+     Question + )hat wi** e contained in organisationa* po*icies and procedures re*ating to compensating customers who have made comp*aints @NIET Version 1.0Page 4 of 84 Assessment %ost o, the organisations wi** have po*icies and procedures that set up the o9ectives and  process ,or compensating customers ,or product or service di,,icu*ties. The+ a*so identi,+ who is responsi*e ,or approving compensation. 1or eamp*e/ a** o, the sta,, might e authori5ed to o,,er a ,ree drink to customers who have had a drink spi*t on them. !owever/ on*+ the manager might e authori5ed to compensate a customer with comp*ementar+ dinks ,or an entire evening Question , )hat are two di,,erent wa+s that the hospita*it+/ trave* or tourism industries promote  products and services There are two di,,erent wa+s ,or the hospita*it+/ trave* or tourism industries promote products and servicesD =. $n*ine promotions >. &eward s+stems and *o+a*t+ programs Question - Comp*ete the ta*e + identi,+ing a method o, compensating a customer who has made the common*+ *isted comp*aints. #ustomer complaint #ompensation :ou*e ookings8 taking reservations when ,u**+ ooked :iscount voucher ,or *ater date ong wait periods Comp*ementar+  products 6,ree tea or  co,,ee whi*e waiting/ *ate checkout :rinks spi*t on customer  1ree drink  (oor qua*it+ product8 service (artia* re,und Question  )hat constraints might hospita*it+/ tourism and trave* sta,,s have on them in terms o,  proactive*+ o,,ering compensation to customers ,or service di,,icu*ties (rovide at *east three eamp*es. @NIET Version 1.0Page 5 of 84 Assessment There are three eamp*es o, proactive*+ o,,ering compensation to customers ,or service di,,icu*tiesD =. Costs and udgets >. Compensation po*ic+ and procedures ?. (ro,itai*it+ o, intended sa*e Question  )hat specia* needs might +ou have to take into consideration when communicating with customers (rovide at *east two eamp*es. =. :isai*it+ 6inc*uding ut not *imited to inte**ectua* impairment/ ph+sica* impairment/  ps+chiatric disai*it+/ hearing or vision impairment/ *earning di,,icu*ties/ and attention de,icits. >. anguage 6e.g. non-Eng*ish-speaking ackgrounds/ not ,ami*iar with service-speci,ic  9argon and acron+ms. Question 2 )hat t+pes o, ,eedack wou*d +ou epect to oserve when a person is receptive to suggestive se**ing (rovide at *east ,our eamp*es. =. >. ?. @. 'era* ,eedack  on-vera* ,eedack  Fod+ *anguage E+e contact Question ! 1or what purposes can questions e used (rovide at *east ,ive eamp*es. The purpose o, using questions isD =. To encourage the speaker to keep ta*king >. To rein,orce with the customer +our interest them ?. To add ackground or detai* to what has een said @. To veri,+ the meaning o, what have een said A. To determine customer pre,erences/ needs and epectations SITXCCS00J - :E'E$( ": %""E H#"ITY C#ST$%E& SE&'ICE (&"CTICES Short Answer Questions Question  !ow do princip*es o, customer service change when customers make high va*ue  purchases @NIET Version 1.0Page 6 of 84 Assessment &eward ,or cusomters *o+a*t+. F+ integrating *o+a*t+ data into +our de*iver+ providers and  persona*i5ation too*s/ +ou3** e a*e to understand when/ how and wh+ high-va*ue customers access +our site and design use,u*/ person*isaed touched to interact with them across mu*tip*e channe*s. )hen done right/ *o+a*t+ programs remove arriers etween +our customer and their purchases and stream*ine their shopping eperience. :oing so can empower the customer with a sense o, agenc+ when the+ rea*i5e that their actions have a direct impact on their eperiences with +ou and what services +ou can o,,er them. Question 2 !ow does accreditation he*p to ui*d pro,essiona* industr+ standards "ccreditation assists usinesses to improve the qua*it+ and consistenc+ o, their products/ services/ work processes and e,,icienc+ which in turn increases customer satis,action and con,idence. To achieve qua*it+ assurance scheme accreditation usinesses must demonstrate their ongong commitment to usiness deve*opment/ continuous improvement and customer service. Fusinesses assess on customer service/ usiness practice/ presentation and provision o, ,aci*ities/ administrative po*icies/ comp*aint handing procedures and accurate advertising. The+ must a*so demonstrate that the+ have a** the re*evant insurances in p*ace and comp*+ with regu*ator+ requirements. Question ! )hat are the ro*es and responsii*ities o, managers in the provision o, qua*it+ customer service %anagers share responsii*it+ ,or deve*oping qua*it+ customer service practices/ managing the de*iver+ o, qua*it+ service and monitoring and ad9usting customer service practices to meet usiness o9ectives. $ther responsii*ities inc*udingD "cting as ro*e mode*s and mentors ,or sta,,   Comp*aints  Initiating sta,, training  Customer service training  Question % Identi,+ ,ive trends in the eterna* environment a,,ecting the wa+ organisations do usiness and provide customer service. =. Econom+ The g*oa* econom+ is one o, the iggest eterna* ,actors that wi**/ at some time/ a,,ect +our  usiness. %arket ,*uctuations ased on po*itics/ terrorism attacks/ wars and currenc+ deva*uation eventua**+ trick*e down to most commercia* enterprises. @NIET Version 1.0Page 7 of 84 Assessment >. 1inance )a** Street and the so*venc+ o, ig anks and ,inancia* institutions ma+ not seem to have much to do with +our usiness/ ut eventua**+ the+ ma+ a,,ect +our ai*it+ to continue doing  usiness. Interest rates/ the avai*ai*it+ o, credit and consumer *oans are eterna* ,actors +ou rare*+ can contro*. ?. )eather  I, man cou*d contro* the weather/ vacation resorts wou*d know eact*+ when to charge the highest room rates. Storms/ tornadoes/ hurricanes and wi*d,ires are outside +our purview o, contro**a*e usiness ,actors. In addition to the direct impact a storm ma+ have on +our ai*it+ to open +our doors at an+ given time/ widespread weather events o,ten carr+ a sustantia* trick*e-down e,,ect to a wide range o, usinesses. @. In,rastructure Koning *aws/ highwa+ construction and housing deve*opment are particu*ar*+ important to retai* esta*ishments/ restaurants/ manu,acturers and other usinesses that re*+ on a *ocation ,or success. Changes in the *oca* in,rastructure ma+ prove either disastrous or ,ortuitous to +our compan+. A. aws State/ *oca* or ,edera* changes in the *aws can have a direct impact on +our usiness i, the service or product ecomes high*+ regu*ated or out*awed. Cigarette manu,acturers *earned this *esson when pu*ic smoking was out*awed in man+ areas and smoking indoors has  ecome practica**+ noneistent. overnment regu*ations such as those that a,,ect the environment or communication are e+ond +our contro* and cou*d have a direct impact on +our usiness. Question & Customer satis,action surve+s can e used as a research too* to monitor/ measure/ and eva*uate customer satis,action. )hat methods can e used to surve+ customers )hat are the components o, an e,,ective surve+ !ow shou*d the data received e used + the organisation !ere are the A est wa+s to get consistent 6and high qua*it+ ,eedack ,rom +our customersD =. Surve+s >. 1eedack oes ?. &each out direct*+ @. #ser activit+ A. #sai*it+ Tests The+ use a 7-point check*ist at the start o, each surve+ to assess what I want to inc*ude in the surve+ and how it wi** a,,ect the data. This post introduces the check*ist/ and in the coming weeks/ I wi** ,ocus on each item in *ist and provide additiona* ideas ,or how to make +our surve+ a success. =. Introduction content  Inc*ude re*evant contact detai*s/ intent o, surve+/ privac+ noti,ication and instructions. >. Co*ors and *ogo  Frand the surve+ design to +our compan+3s *ook and ,ee*. @NIET Version 1.0Page 8 of 84 Assessment ?. Surve+ content  Create question t+pes ased on what +ou want the data to *ook *ike or do. %ake sure +our questions get to the point and avoid the use o, 9argon/ s*ang or acron+ms. @. #se c*osed ended questions whenever possi*e  C*osed ended surve+ questions give respondents speci,ic choices 6e.g. Yes or o/ making it easier to ana*+5e resu*ts. C*osed ended questions can take the ,orm o, +es8no/ mu*tip*e choice or rating sca*e. A. (o*ish the design  "pp*+ the &equired "nswer ,eature/ use Tet 'a*idation 6e.g. edit the error messages according*+/ ad9ust the question p*acement and spacing ,or a c*ean *ook 6more8*ess white space so it3s eas+ ,or +our respondents to comp*ete +our surve+. B. Surve+ ,inish option  :ecide how do +ou want the surve+ to end. :o +ou want respondents to return to +our site :o +ou want the window to c*ose Inc*ude ,ina* in,ormation and thank the respondent. 7. (retest +our surve+  %ake sure +ou pretest +our surve+ with a ,ew memers o, +our target audience and8or coworkers to ,ind g*itches and unepected question interpretations. There are man+ wa+s to co**ect in,ormation on +our customers/ inc*udingD order ,orms  enquiries  comp*aints  warrant+ cards  customer rewards programs  customer satis,action surve+s  ,eedack cards  customer competitions  +our wesite.  Question ' !ow does the deve*opment o, customer service po*icies and procedures contriute to the  provision o, qua*it+ customer service $rganisations deve*op po*icies and procedures ,or a variet+ o, reasonsL ,or eamp*e/ to comp*+ with *egis*ation or in response to concerns ,rom stakeho*ders or to change workp*ace  ehavior. " po*ic+ is a guiding princip*e used to set up a direction ,or the organisation. It shou*d e used to guide and ,aci*itate decision-making within the ,ramework o, the o9ectives/ go*as and management phi*osophies o, a usiness. (o*icies can range ,rom road phi*osophies to speci,ic ru*es. (o*icies must comp*+ with *ega* requirements. " procedure detai*s the action to etaken to address the po*ic+. It shou*d e designed as a series o, steps to e ,o**owed as a consistent and repetitive approach or c+c*e to accomp*ish at the end o, resu*t. (rocedures are speci,ic/ ,actua*/ succinct and to the point. (o*icies and procedures are important ecauseD the+ are a *ega* requirement under various workp*ace *egis*ation identi,+ and minimi5e risks etc/. @NIET Version 1.0Page 9 of 84 Assessment Question + !ow can comp*aints e used to good e,,ect + organisations )h+ shou*d the+ e monitored/ reviewed/ recorded and ana*+sed In toda+3s Internet-driven wor*d/ customers have more power than ever. I, customers have a positive customer eperience/ the+ wi** share this eperience with ,riends/ ,ami*+ and connections/ which in turn can *ead to new usiness. "** at 5ero cost. Fut what happens i, +ou ,ai* to provide a positive customer eperience The answer is simp*e. Your customers wi** comp*ain. "ccording to research + Estean 4o*sk+/ =?M o, unhapp+ customers wi** share their comp*aint with =A or more peop*e. 1urthermore/ on*+ = in >B unhapp+ customers comp*ain direct*+ to +ou. "nd ,or customers that don3t comp*ain/ the+ 9ust stop doing usiness with +ou. There is a si*ver *ining hereD " customer comp*aint high*ights a pro*em/ whether that3s a pro*em with +our product/ emp*o+ees or interna* processes/ and + hearing these pro*ems direct*+ ,rom +our customers/ +ou can investigate and improve to prevent ,urther comp*aints in the ,uture. 1urthermore/ research ,inds that customers3 whose comp*aints are hand*ed quick*+ can o,ten turn into *o+a* customers and even rand advocates. Simp*+ put/ a customer comp*aint can ecome ver+ pro,ita*e when +ou can reso*ve their  pro*em. Comp*aint "na*+sis Comp*aint ana*+sis is used to track/ categori5e and hand*e customer comp*aints. )hen a customer makes a comp*aint/ he or she is voicing a concern in re*ation to +our  product or service. !owever/ not a** comp*aints are to e treated equa**+ and there are severa* questions to ask +ourse*, e,ore +ou take action/ inc*udingD !as this happened e,ore  !ave the comp*aints een recorded  !ow o,ten does the same comp*iant arise  Is there a pattern to this comp*aint in how it was received  !as the same customer reported this previous*+  F+ answering these questions/ +ou can take the necessar+ steps required to prevent them ,rom happening again. 1or eamp*e/ i, severa* customers comp*ain aout a speci,ic issue/ +ou can use their ,eedack  to improve +our product or service. $r/ i, +ou are current*+ working on a so*ution/ +et +ou sti** receive comp*aints ,rom +our  customer ase/ +ou can create an emai* temp*ate ,or support that ep*ains/ in detai*/ how are +ou going to so*ve it. Question , Identi,+ and rie,*+ descrie at *east ,ive eamp*es o, qua*it+ assurance schemes. =. !atcher+ Hua*it+ "ssurance Scheme 6!H"S accredits S) ,ish hatcheries ,or the  production o, native ,ish ,inger*ings ,or recreationa* ,ishing enhancement stocking  programs and aquacu*ture production. >. "dvanced product qua*it+ p*anning 6or "(H( is a ,ramework o, procedures and techniques used to deve*op products in industr+/ particu*ar*+ the automotive industr+. @NIET Version 1.0Page 10 of 84 Assessment ?. " measurement s+stems ana*+sis 6%S" is a thorough assessment o, a measurement  process/ and t+pica**+ inc*udes a specia**+ designed eperiment that seeks to identi,+ the components o, variation in that measurement process. @. Capai*it+ %aturit+ %ode* Integration 6C%%I is a process *eve* improvement training and appraisa* program. A. The IS$ N000 ,ami*+ o, qua*it+ management s+stems standards is designed to he*p organi5ations ensure that the+ meet the needs o, customers and other stakeho*ders whi*e meeting statutor+ and regu*ator+ requirements re*ated to a product or program. IS$ N000 dea*s with the ,undamenta*s o, qua*it+ management s+stems/ inc*uding the seven qua*it+ management princip*es upon which the ,ami*+ o, standards is  ased. IS$ N00= dea*s with the requirements that organi5ations wishing to meet the standard must ,u*,i**. Question - )hat topics might e inc*uded in customer service po*icies and procedures to ensure qua*it+ customer service (rovide at *east three eamp*es. =. >. ?. @. &esponse times (roduct qua*it+ (ricing and service guarantees Comp*aint and dispute management Question  )hat is the intent o, competition and consumer *egis*ation that app*ies in +our state8 territor+ and how does this in,*uence service de*iver+ &esponse shou*d re,er to re*evant competition and consumer *egis*ation. 1or eamp*e/ competition and consumer *egis*ation aims to give usinesses a ,air and competitive operating environment. It covers anti-competitve conduct/ price ,iing/ unconsciona*e conduct and other issues/ such as advertising. The *egis*ation a*so sets out consumers3 rights and responsii*ities. It convers areas such as / returns/ re,unds/ warranties/ contracts/ marketing and advertising. SITX1I00? - %""E 1I"CES )IT!I " F#:ET Short Answer Questions Question  ist =0 t+pes o, ,inancia* records that can e used to assist with ,inancia* management within a udget. =. Fank statements >. Fanking summaries @NIET Version 1.0Page 11 of 84 Assessment ?. Cheque ooks @. Invoices A. Transaction reports B. Credit card transaction statements 7. 2ourna* entries J. %erchant statements N. %erchant summaries =0. Fank deposit documentation Question 2 ist and rie,*+ descrie seven t+pes o, udgets. =. Cash udgets - The cash udget contains an itemi5ation o, the pro9ected sources and uses o, cash in a ,uture period. >. Cash ,*ow udgets - It esta*ishes how much mone+ is needed and when it wi** e needed ?. :epartmenta* udgets - " departmenta* udget a**ows the ,irm to ana*+5e the costs and epenses re*ated to a certain department and whether the ,irmGs income is su,,icient to meet these epenses. @. Event udgets - (*an +our organi5ation or compan+ event A. (ro9ect udgets- (*an +our orgnaisation pro9ects B. Sa*es udgets - " sa*es udget is an important ,irst step in structuring an overa** udget ,or +our sma** usiness. 7. )age udgets - a pa+ment usua**+ o, mone+ ,or *aor or services usua**+ according to contract and on an hour*+/ dai*+/ or piecework asis Question ! ist =A considerations in the preparation o, ,inancia* or statistica* reports. =. Cash ,*ow >. Commercia* account activit+ ?. Commission earnings @. Covers and ,inancia* return A. Ependiture B. Income 7. Sta,, costs J. Stock *eve*s N. Yie*d =0. )astage ==. Sa*es per,ormances =>. Sa*es returns =?. $ccupanc+ rates and ,inancia* return =@. :ai*+/ week*+ and month*+ transactions @NIET Version 1.0Page 12 of 84 Assessment =A. (er,ormance o, department/ pro9ect and 8 or products and services Question % Ep*ain the di,,erence etween ,ied and ,*ei*e udgeting and ep*ain how udgets are used to a**ocate resources ,or usiness operations. Fusinesses ene,it ,rom creating a udget that he*ps to contro* how income is spent. Creating the idea* udget arrangement wi** invo*ve considering oth a ,ied and ,*ei*e  udget strateg+/ u*timate*+ choosing the approach that wi** produce the greatest *eve* o,  ene,it. )hi*e the two udget t+pes share a numer o, characteristics/ there is a ke+ di,,erence etween them that must e we** understood e,ore making that ,ina* choice. "s the names ,or the two strategies imp*+/ the sing*e most important di,,erence etween a ,ied and ,*ei*e udget is that the ,ormer does not provide an+ room ,or making changes to  udget *ine items when and as various events or circumstances change. In contrast/ a ,*ei*e  udget does provide some room ,or shi,ts in a**ocations to di,,erent *ine items/ making it  possi*e to trans,er ,unds ,rom one item to another i, the need shou*d arise. :epending on the t+pe o, usiness operation invo*ved/ this makes the ,*ei*e udget approach more practica*. $ne o, the easiest wa+s to understand this ke+ di,,erence etween a ,ied and ,*ei*e udget is to consider a compan+ owner that is preparing an operating udget ,or an upcoming accounting period/ such as the net ca*endar or ,isca* +ear. Fudget *ine items wi** inc*ude a**ocating ,unds ,or raw materia*s/ uti*ities/ *aor costs and other epenses that ma+ or ma+ not change at some point during the +ear. I, the compan+ current*+ has vendor agreements in  p*ace that guarantee pricing ,or raw materia*s and uti*ities as we** as contracts that prevent changes in *aor costs ,or that period/ a rigid udget that does not a**ow ,or an+ ad9ustments ma+ work quite we**. Since most usinesses cannot guarantee at *east some shi,ts in operationa* costs/ a**owing ,or at *east some ,*eii*it+ is important. Since the ai*it+ to adapt is important in deciding etween a ,ied and ,*ei*e ,inancia* strateg+/ pro9ecting possi*e shi,ts in generated revenue/ taes/ uti*it+ costs/ and *aor is important to the process. It is sti** possi*e to go with a ,ied udget even i, there is anticipation o, some changes/ assuming the income *eve* and the reserves o, the usiness are su,,icient to used what is known as padding ,or each o, the *ine items. (adding is simp*+ choosing to increase the anticipated a**ocation ,or the *ine items + a certain percentage/ e,,ective*+ creating a ,inancia* cushion that can e ca**ed upon i, needed. Since there is nothing to compe* compan+ owners to spend a** o, the ,unds a**ocated to each *ine item/ it is  possi*e to use a ,ied udget approach and achieve a a*anced udget ,or the +ear. Since not ever+ compan+ has surp*us to devote to each *ine item/ choosing etween a ,ied and ,*ei*e udget ma+ invo*ve structuring a udget that makes it easier to trans,er ,unds ,rom one *ine item to the net/ when and as certain events occur. 1or eamp*e/ the ,*ei*e  udget wou*d make it eas+ to move ,unds set aside ,or raw materia*s i, *ower rates ,or those materia*s are negotiated/ and use that di,,erence to cover increased *aor costs. The overa**  udget remains a*anced/ since the same amount o, mone+ is invo*ved. )hen considering the merits o, oth the ,ied and ,*ei*e udget/ there is no one right choice that ,its ever+ situation. Fudget p*anners must rea*istica**+ consider the circumstances surrounding the operation and p*an the udget according*+. :oing so wi** provide the est  possi*e working p*at,orm ,or managing compan+ ,inances and improve the chances that a** resources are used to est e,,ect. @NIET Version 1.0Page 13 of 84 Assessment Question & Ep*ain the purpose o, each o, the ,o**owingD a cash ,*ow udget/ a capita* ependiture  udget/ a sa*es udget and ep*ain/ in genera* terms/ what procedures shou*d e ,o**owed when co**ecting data to in,orm udgets. " cash ,*ow udget is an estimate o, a** cash receipts and a** cash ependitures that are epected to occur during a certain time period. Estimates can e made month*+/ imonth*+/ or  quarter*+/ and can inc*ude non,arm income and ependitures as we** as ,arm items. Capita* ependiture/ or CapE/ are ,unds used + a compan+ to acquire or upgrade ph+sica* assets such as propert+/ industria* ui*dings or equipment. It is o,ten used to undertake new  pro9ects or investments + the ,irm. " sa*es udget is an important ,irst step in structuring an overa** udget ,or +our sma**  usiness. )ith an accurate pro9ection o, ,uture sa*es/ a sma** usiness owner makes we**in,ormed decisions/ keeps epenses in *ine and protects his compan+ ,rom ,ai*ing. The proceduresD Consu*t with sta,, to identi,+ needs and changes in income and ependiture priorities co**ect data and ideas ,rom the various cost centres  ring down dra,t udget and present it so that ,eedack can e given consu*t and in,orm a** re*evant personne* in re*ation to resource decision (romote awareness o, the importance o, udget contro* %aintain detai*ed records ,o resource a**ocation according to organisation contro* s+stems Question ' )hat is ratio ana*+sisL how can it he*p in measuring usiness per,ormance and setting o9ectives8 goa*s and how can +ou ensure accurac+ when co**ecting data ,or drawing up ,inancia* and statistica* reports &atio "na*+sis is a ,orm o, 1inancia* Statement "na*+sis that is used to otain a quick indication o, a ,irmGs ,inancia* per,ormance in severa* ke+ areas. Theratios are categori5ed as Short-term So*venc+ &atios/ :et %anagement &atios/ "sset %anagement &atios/ (ro,itai*it+ &atios/ and %arket 'a*ue &atios. " ratio is a means o, re*ating one numer to another. In ,inancia* ana*+sis/ ratios ma+ e epressed as the ratio/ rate or percentage/ depending on +our own pre,erence. To provide use,u* meaning/ ,inancia* ratios need to e compared with/ ,or eamp*eD the trend o, +our resu*ts over the past +ear or so 6i.e. trend ana*+sis  the resu*ts + other competitors 6i, these are avai*a*e  industr+ enchmarks or genera* usiness standards    udgeted resu*ts the e,,ect o, economic conditions.  Common*+ used ,inancia* ratios Your ,irst decision wi** e which ,inancia* ratios to use. The most common categories o, ratios areD   pro,itai*it+ - use gross pro,it margin and net pro,it margin ratios as > ke+ indicators o, usiness per,ormance and *ike*ihood o, success @NIET Version 1.0Page 14 of 84 Assessment cash ,*ow and *iquidit+ - use these ratios to assess the amount o, working capita* +ou have in +our usiness/ and work out how so*vent the usiness is in the short to medium term risk and return - use these ratios to 9udge how success,u* investment in +our usiness  is/ and what e,,ect ,urther investment ma+ have in speci,ic parts o, the usiness stock turnover and sa*es - use these ratios to identi,+ overstocking or de,iciencies in  +our production or marketing strategies.  on-,inancia* ratios  on-,inancia* ratios can a*so e important to +our usiness/ as the+ can high*ight issues that ma+ not show up on the a*ance sheet. Sta,, turnover and c*ient satis,action are eamp*es o, non-,inancia* ,actors +ou ma+ want to eamine. earn more aout non-,inancia* ratios. etting he*p with ,inancia* ratios 1inancia* advisers can recommend the most suita*e ratios ,or +our usiness and show +ou how to produce reports to ca*cu*ate and monitor them. )hen +ou have started to ana*+se the ,igures produced + +our ,inancia* ratios/ +ou can use them to enchmark +our usiness. This wi** he*p +ou assess productivit+ + comparing +our  per,ormance to other usinesses in +our industr+.  Question + Each industr+ has ,inancia* termino*og+ unique to it. :o some research and identi,+ and  provide descriptions ,or termino*og+ unique to +our industr+. " common pro*em o, termino*og+ work is that the importance and indeed the ver+ nature o, termino*og+ is poor*+ understood. Thus man+ peop*e simp*+ have no idea at a** o, what it is/ whi*e others/ searching ,or an ep*anation o, some sort/ end up associating it with Otherma* scienceO and hence radiators. &e*ated pro,essions in the communications ,ie*d/ such as trans*ation and technica* writing/ wi** o,ten e aware o, the word without having precise know*edge o, what it entai*s. Three ma9or points need to e made hereD 1irst*+/ proper termino*og+ is concerned with the re*ationship etween concepts/ and   etween them and their designations/ rather than with designations a*one or with the o9ects the+ represent. This point is essentia* i, qua*it+ is to e achieved/ especia**+ with s+non+ms and in mu*ti*ingua* environments. Second*+/ a designation does not necessari*+ have to e a word or phrase/ a*though it  o,ten is. Thus termino*ogica* resources ma+ comprise s+mo*s/ drawings/ ,ormu*ae/ codes/ etc. as we** as/ or even instead o,/ words. This point is especia**+ important given the move to mu*timedia s+stems. Third*+/ termino*og+ is inetrica*+ *inked with specia*ist know*edge and hence with  specia* *anguages or *anguages ,or specia* purposes 6S(s. Question , )hat ,inancia* reporting c+c*es can e used + an organisation @NIET Version 1.0Page 15 of 84 Assessment 1inancia* reports are produced once a +ear to re,*ect the usiness3s earnings and spending within the given ,isca* +ear. "*though it is produced so shareho*ders/ vendors and investors can see how the usiness is spending the mone+/ a usiness ma+ a*so take use the ,inancia* reports to identi,+ the compan+3s assets and p*an its ,inances. SITX1I00@ - (&E("&E ": %$IT$& F#:ETS Short Answer Questions Question  ist and rie,*+ descrie seven t+pes o, udgets. =. >. ?. @. A. B. 7. Cash udgets Cash ,*ow udgets :epartmenta* udgets Event udgets (ro9ect udgets Sa*es udgets Sa*ar+ udgets Question 2 :e,ine the udgetar+ terms. /erminology )efinition "ssets Items that are owned or contro**ed + the usiness Capita* ependiture money spent by a business or organization on acquiring or maintaining fixed assets suc! as "and bui"dings and equipment. @NIET Version 1.0Page 16 of 84 Assessment Cash in,*ows " Statement o, Cash 1*ows 6or Cash 1*ow Statement shows the movement in theCash account o, a compan+. It presents cash in,*ows 6receipts and out,*ows 6pa+ments in the three activities o, usinessD operating/ investing/ and ,inancing. "ccountants ,o**ow the accrua*  asis in measuring income and epenses. Cash out,*ows Cash out,*ows inc*ude epenses such as sa*aries/ supp*ies/ and maintenance/ as we** as pa+ing dividends or servicing an+ det he*d + the compan+. " compan+ ma+ e required to seek additiona* ,inancing i, cash out,*ows eceed cash in,*ows. C$S Cost o, goods so*d 6C$S are the direct costs attriuta*e to the production o, the goods so*d  + a compan+. This amount inc*udes the cost o, the materia*s used in creating the good a*ong with the direct *aor costs used to produce the good. :irect *aour costs #irect "abor cost is a part of $age%bi"" or payro"" t!at can be specifica""y and consistent"y assigned to or associated $it! t!e manufacture of a product a particu"ar $or& order or pro'ision of a ser'ice. Epenses T!e cost incurred in or required for somet!ing. @NIET Version 1.0Page 17 of 84 Assessment 1ied costs  usiness costs/ such as rent/ that are constant whatever the amount o, goods produced. ross pro,it ross pro,it is a compan+Gs tota* revenue 6equiva*ent to tota* sa*es minus the cost o, goods so*d. ross pro,it is the pro,it a compan+ makes a,ter deducting the costs associated with making and se**ing its products/ or the costs associated with providing its services. iai*ities the state o, eing *ega**+ responsi*e ,or something. (ro,it and *oss report " (ro,it and oss &eport 6(P is a report that shows +our tota* Income and +our tota* Epenses in a speci,ic period o, time. It3s a rea**+ use,u* report as it shows +ou +our net (ro,it 6or *oss  ased on +our Income P Epenses/ and that can e used to come up with some cost cutting strategiesQ &evenue &evenue is the amount o, mone+ that a compan+ actua**+ receives during a speci,ic  period/ inc*uding discounts and deductions ,or returned merchandise. It is the Otop *ineO or Ogross incomeO ,igure ,rom which costs are sutracted to determine net income. Sa*es ,orecast " sa*es ,orecast is an essentia* too* ,or managing a usiness o, an+ si5e. It is a month-+month ,orecast o, the *eve* o,sa*es +ou epect to achieve. %ost usinesses draw up asa*es ,orecast once a +ear. @NIET Version 1.0Page 18 of 84 Assessment Question ! )hat ,inancia* reporting c+c*es can e used + an organisation 1inancia* reports are produced once a +ear to re,*ect the usiness3s earnings and spending within the given ,isca* +ear. "*though it is produced so shareho*ders/ vendors and investors can see how the usiness is spending the mone+/ a usiness ma+ a*so take use the ,inancia* reports to identi,+ the compan+3s assets and p*an its ,inances. Question % ist seven interna* and eterna* ,actors that impact on udget deve*opment. )eather  I, man cou*d contro* the weather/ vacation resorts wou*d know eact*+ when to charge the highest room rates. Storms/ tornadoes/ hurricanes and wi*d,ires are outside +our purview o, contro**a*e usiness ,actors. In addition to the direct impact a storm ma+ have on +our ai*it+ to open +our doors at an+ given time/ widespread weather events o,ten carr+ a sustantia* trick*e-down e,,ect to a wide range o, usinesses. In,rastructure Koning *aws/ highwa+ construction and housing deve*opment are particu*ar*+ important to retai* esta*ishments/ restaurants/ manu,acturers and other usinesses that re*+ on a *ocation ,or success. Changes in the *oca* in,rastructure ma+ prove either disastrous or ,ortuitous to +our compan+. aws State/ *oca* or ,edera* changes in the *aws can have a direct impact on +our usiness i, the service or product ecomes high*+ regu*ated or out*awed. Cigarette manu,acturers *earned this *esson when pu*ic smoking was out*awed in man+ areas and smoking indoors has  ecome practica**+ noneistent. overnment regu*ations such as those that a,,ect the environment or communication are e+ond +our contro* and cou*d have a direct impact on +our usiness. Trends )hi*e +ou ma+ spend a good part o, +our pro,its on marketing in the hopes o, ,avora*+ in,*uencing trends/ some are e+ond +our contro*. "n increase in techno*og+ use + +our customers ma+ e ui*t into +our strategic p*anning/ ut +ou ma+ not have p*anned ,or the widespread use o, socia* media that cou*d a,,ect +our usiness. Ce*erities who ecome advocates ,or a cause or decide to o+cott a certain usiness practice can start a trend that cou*d serious*+ a,,ect +our usiness i, +ouGre on the wrong side o, the trend. @NIET Version 1.0Page 19 of 84 Assessment Customer Fase Your target customer ase ma+ change sudden*+ or s*ow*+ over a period o, time. The changing makeup o, +our neighorhood that attracts more sing*es or +oung renters can a,,ect +our usiness ,or eamp*e i, +ou cater to a more upward*+ moi*e/ ,ami*+-oriented customer  ase. Cu*tura* imp*ications o, a changing neighorhood ma+ a,,ect +our usiness negative*+ or positive*+ depending on +our ai*it+ to meet the needs o, changing demographics. Econom+ The g*oa* econom+ is one o, the iggest eterna* ,actors that wi**/ at some time/ a,,ect +our  usiness. %arket ,*uctuations ased on po*itics/ terrorism attacks/ wars and currenc+ deva*uation eventua**+ trick*e down to most commercia* enterprises. 1inance )a** Street and the so*venc+ o, ig anks and ,inancia* institutions ma+ not seem to have much to do with +our usiness/ ut eventua**+ the+ ma+ a,,ect +our ai*it+ to continue doing  usiness. Interest rates/ the avai*ai*it+ o, credit and consumer *oans are eterna* ,actors +ou rare*+ can contro*. Question & Ep*ain udget preparation and monitoring techniques. You need to inc*ude sources and contents o, data required ,or udget preparation/ techniques ,or making udget estimates and common reasons ,or deviations and udget deviation management.  ew sma** usiness owners ma+ run their usinesses in a re*aed wa+ and ma+ not see the need to udget. !owever/ i, +ou are p*anning ,or +our usinessG ,uture/ +ou wi** need to ,und +our p*ans. Fudgeting is the most e,,ective wa+ to contro* +our cash,*ow/ a**owing +ou to invest in new opportunities at the appropriate time. I, +our usiness is growing/ +ou ma+ not a*wa+s e a*e to e hands-on with ever+ part o, it. You ma+ have to sp*it +our udget up etween di,,erent areas such as sa*es/ production/ marketing etc. YouG** ,ind that mone+ starts to move in man+ di,,erent directions through +our  organisation - udgets are a vita* too* in ensuring that +ou sta+ in contro* o, ependiture. " udget is a p*an toD contro* +our ,inances  ensure +ou can continue to ,und +our current commitments  ena*e +ou to make con,ident ,inancia* decisions and meet +our o9ectives  ensure +ou have enough mone+ ,or +our ,uture pro9ects  It out*ines what +ou wi** spend +our mone+ on and how that spending wi** e ,inanced. !owever/ it is not a ,orecast. " ,orecast is a prediction o, the ,uture whereas a udget is a p*anned outcome o, the ,uture - de,ined + +our p*an that +our usiness wants to achieve. FSF%4@0= - (&$1IE T!E %"&4ET Short Answer Questions @NIET Version 1.0Page 20 of 84 Assessment Question  Summarise the requirements o, the "ustra*ian %arketing Institute Code o, (ro,essiona* Conduct. The "ustra*ian %arketing InstituteGs record o, service to the marketing pro,ession goes a** the wa+ ack to our origin in =N??. $ver the intervening +ears we have continua**+ evo*ved to meet the changing needs o, marketers/ de*ivering services to he*p memers maimise their  pro,essiona* growth. Toda+ the "%I represents pro,essiona* marketers throughout "ustra*ia/ inc*uding  practitioners ,rom a** marketing ,unctions and industries. Through our uni,ied voice/ the Institute has esta*ished strong *inks with usiness/ academia and government to ecome the voice o, the marketing pro,ession. The "%IGs *eadership ro*e in advancing the marketing pro,ession has resu*ted in the emergence o, Certi,ied (ractising %arketer 6C(% accreditation as a practising enchmark/ the esta*ishment o, a Code o, (ro,essiona* Conduct/ and the move towards de,ined  practising standards ,or marketers and marketing metrics ,or organisations. %emers guide the po*ic+ and priorities o, the Institute through e*ected State Counci*s and a  ationa* Foard o, :irectors/ ensuring representation ,or ever+ state at the nationa* *eve*. Franch o,,ices in each state conduct events on topics o, *oca* interest to augment nationa*  programs. Question 2 There are a numer o, ke+ provisions o, re*evant *egis*ation and regu*ations ,rom a** *eve*s o,  government that ma+ a,,ect aspects o, usiness operations/ such asD • anti-discrimination *egis*ation • ethica* princip*es • codes o, practice •  privac+ *aws • ,inancia* *egis*ation • hea*th and sa,et+ *egis*ation • consumer *aw • credit procedures *egis*ation and regu*ations @NIET Version 1.0Page 21 of 84 Assessment )h+ is it necessar+ to have a working know*edge o, the *egis*ation invo*ved in usiness !ow in-depth must +our know*edge o, *egis*ation e and where can +ou ,ind this in,ormation That *egis*ation out*ines what it is and isnGt *ega* ,or a usiness to do/ and the ru*es on that are ver+ comp*icated these da+s. "s such/ itGs important ,or usinesses to know what their *ega* rights and responsii*ities are. I, the+ donGt know this/ the+ cou*d reak the *aw and get into serious trou*e. The+ cou*d *ose their *ega* rights to operate/ and the sta,, cou*d even go to  prison in some cases. ega**+/ ignorance is no ecuse- so even i, +ou donGt know the *aw/ i, +ou reak it +ou sti** get in trou*e 6this is to stop peop*e 9ust c*aiming the+ didnGt know something was i**ega*. Question ! )hat is quantitative research in re*ation to data co**ection and when is it he*p,u* )hether it is usiness/ marketing/ humanities/ ph+sica* sciences/ socia* sciences/ or other ,ie*ds o, stud+ or discip*ine/ data p*a+s a ver+ important ro*e/ serving as their respective starting points. That is wh+/ in a** o, these processes that invo*ve the usage o, in,ormation and know*edge/ one o, the ver+ ,irst steps is data co**ection. :ata co**ection is descried as the ;process o, gathering and measuring in,ormation on varia*es o, interest/ in an esta*ished s+stematic ,ashion that ena*es one to answer queries/ stated research questions/ test h+potheses/ and eva*uate outcomes.< :epending on the discip*ine or ,ie*d/ the nature o, the in,ormation eing sought/ and the o9ective or goa* o, users/ the methods o, data co**ection wi** var+. The approach to app*+ing the methods ma+ a*so var+/ customi5ed to suit the purpose and prevai*ing circumstances/ without compromising the integrit+/ accurac+ and re*iai*it+ o, the data. Huantitative :ata. These are data that dea* with quantities/ va*ues or numers/ making them measura*e. Thus/ the+ are usua**+ epressed in numerica* ,orm/ such as *ength/ si5e/ amount/  price/ and even duration. The use o, statistics to generate and susequent*+ ana*+5e this t+pe o, data add credence or credii*it+ to it/ so that quantitative data is overa** seen as more re*ia*e and o9ective. Question % $ut*ine what +ou need to know in order to deve*op a marketing p*an/ how +ou wou*d source in,ormation and how an organisation3s cu*ture might in,*uence the marketing p*an. E,,ective marketing starts with a considered/ we**-in,ormed marketing strateg+. " good marketing strateg+ he*ps +ou de,ine +our vision/ mission and usiness goa*s/ and out*ines the steps +ou need to take to achieve these goa*s. Your marketing strateg+ a,,ects the wa+ +ou run +our entire usiness/ so it shou*d e p*anned and deve*oped in consu*tation with +our team. It is a wide-reaching and comprehensive strategic p*anning too* thatD descries +our usiness and its products and services  @NIET Version 1.0Page 22 of 84 Assessment ep*ains the position and ro*e o, +our products and services in the market   pro,i*es +our customers and +our competition identi,ies the marketing tactics +ou wi** use  a**ows +ou to ui*d a marketing p*an and measure its e,,ectiveness.  " marketing strateg+ sets the overa** direction and goa*s ,or +our marketing/ and is there,ore di,,erent ,rom a marketing p*an/ which out*ines the speci,ic actions +ou wi** take to imp*ement +our marketing strateg+. Your marketing strateg+ cou*d e deve*oped ,or the net ,ew +ears/ whi*e +our marketing p*an usua**+ descries tactics to e achieved in the current +ear. • enera* cu*tura* know*edge inc*udes imp*icit theories aout the wor*d we *ive in that are *arge*+ shared + the memers o, our societ+. Fut in addition to this shared set o, ideas/ we a*so have persona* know*edge that can con,*ict with accepted/ cu*tura**+ derived  practices. 1or eamp*e/ a o+ growing up in China ma+ genera**+ accept the importance o, his re*ationships with others/ and there,ore seek to keep harmon+ with ,ami*+ memers. Fut more persona* know*edge R such as eing eposed to pictures o, "merican cu*tura* icons *ike reen :a+ or %adonna R ma+ *ead him to sometimes wear c*othes that his parents donGt *ike. In other words/ when pressured to ,orm a quick  9udgment/ we genera**+ re*+ on cu*tura* norms as a Ode,au*t.O Fut when making a thought,u* de*ieration/ weGre more *ike*+ to engage in an interna* deate/ and waver.  Question & ist at *east seven positioning strategies that an organisation uses when communicating with consumers aout a product. 6= #sing (roduct characteristics or Customer Fene,its as a positioning strateg+ This strateg+ asica**+ ,ocuses upon the characteristics o, the product or customer ene,its. 1or eamp*e i, I sa+ Imported items it asica**+ te** or i**ustrate a variet+ o, product characteristics such as durai*it+/ econom+ or re*iai*it+ etc. ets take an eamp*e o, motorikes some are emphasi5ing on ,ue* econom+/ some on power/ *ooks and others stress on their durai*it+. !ero C+c*es td. positions ,irst/ emphasi5ing durai*it+ and st+*e ,or its c+c*e. "t time even +ou wou*d have noticed that a product is positioned a*ong two or more product characteristics at the same time. You wou*d have seen this in the case o, toothpaste market/ most toothpaste insists on ,reshness3 and cavit+ ,ighter3 as the product characteristics. It is a*wa+s tempting to tr+ to position a*ong severa* product characteristics/ as it is ,rustrating to have some good characteristics that are not communicated. 6> (ricing as a positioning strateg+  Hua*it+ "pproach or (ositioning + (rice-Hua*it+  ets take an eamp*e and understand this approach 9ust suppose +ou have to go and u+ a  pair o,9eans/ as soon as +ou enter in the shop +ou wi** ,ind di,,erent price rage 9eans in the showroom sa+ price ranging ,rom ?A0 rupees to >000 rupees. "s soon as *ook at the 9eans o, ?A0 &upees +ou sa+ that it is not good in qua*it+. )h+ Fasica**+ ecause o, perception/ as most o, us perceive that i, a product is epensive wi** e a qua*it+ product where as product that is cheap is *ower in qua*it+. I, we *ook at this (rice  qua*it+ approach it is important and is *arge*+ used in product positioning. In man+ product categories/ there are rands that de*ierate*+ attempt to o,,er more in terms o, service/ ,eatures or per,ormance. The+ charge more/ part*+ to cover higher costs and part*+ to *et the consumers e*ieve that the product is/ certain*+ o, higher qua*it+. @NIET Version 1.0Page 23 of 84 Assessment 6? (ositioning strateg+ ased on #se or "pp*ication  ets understand this with the he*p o, an eamp*e *ike esca,e Co,,ee ,or man+ +ears positioned it se*, as a winter product and advertised main*+ in winter ut the introduction o, co*d co,,ee has deve*oped a positioning strateg+ ,or the summer months a*so. Fasica**+ this t+pe o, positioning-+-use represents a second or third position ,or the rand/ such t+pe o, positioning is done de*ierate*+ to epand the rand3s market. I, +ou are introducing new uses o, the product that wi** automatica**+ epand the rand3s market. 6@ (ositioning strateg+ ased on (roduct (rocess  "nother positioning approach is to associate the product with its users or a c*ass o, users. %akes o, casua* c*othing *ike 9eans have introduced designer *ae*s3 to deve*op a ,ashion image. In this case the epectation is that the mode* or persona*it+ wi** in,*uence the product3s image + re,*ecting the characteristics and image o, the mode* or persona*it+ communicated as a product user. ets not ,orget that 2ohnson and 2ohnson repositioned its shampoo ,rom one used ,or aies to one used + peop*e who wash their hair ,requent*+ and there,ore need a mi*d peop*e who wash their hair ,requent*+ and there,ore need a mi*d shampoo. This repositioning resu*ted in a market share. 6A (ositioning strateg+ ased on (roduct C*ass  In some product c*ass we have to make sure critica* positioning decisions 1or eamp*e/ ,ree5e dried co,,ee needed to positions itse*, with respect to regu*ar and instant co,,ee and simi*ar*+ in case o, dried mi*k makers came out with instant reak,ast positioned as a reak,ast sustitute and virtua**+ identica* product positioned as a dietar+ mea* sustitute. 6B (ositioning strateg+ ased on Cu*tura* S+mo*s  In toda+3s wor*d man+ advertisers are using deep*+ entrenched cu*tura* s+mo*s to di,,erentiate their rands ,rom that o, competitors. The essentia* task is to identi,+ something that is ver+ meaning,u* to peop*e that other competitors are not using and associate this rand with that s+mo*. "ir India uses mahara9a as its *ogo/ + this the+ are tr+ing to show that we we*come guest and give them ro+a* treatment with *ot o, respect and it a*so high*ights Indian tradition. #sing and  popu*ari5ing trademarks genera**+ ,o**ow this t+pe o, positioning. 67 (ositioning strateg+ ased on Competitors  In this t+pe o, positioning strategies/ an imp*icit or ep*icit ,rame o, re,erence is one or more competitors. In some cases/ re,erence competitor6s can e the dominant aspect o, the positioning strategies o, the ,irm/ the ,irm either uses the same o, simi*ar positioning strategies as used + the competitors or the advertiser uses a new strateg+ taking the competitors3 strateg+ as the ase. " good eamp*e o,  this wou*d e Co*gate and (epsodent. Co*gate when entered into the market ,ocused on to ,ami*+ protection ut when (epsodent entered into the market with ,ocus on >@ hour  protection and asica**+ ,or kids/ Co*gate changed its ,ocus ,rom ,ami*+ protection to kids teeth protection which was a positioning strateg+ adopted ecause o, competition. Question ' • )hat is a marketing p*an and what is a usiness p*an " marketing p*an is a comprehensive document or *ueprint that out*ines a usiness advertising and marketing e,,orts ,or the coming +ear. It descries usiness activities invo*ved in accomp*ishing speci,ic marketing o9ectives within a set time ,rame. @NIET Version 1.0Page 24 of 84 Assessment " usiness p*an is a ,orma* statement o, usiness goa*s/ reasons the+ are attaina*e/ and p*ans ,or reaching them. It ma+ a*so contain ackground in,ormation aout the organi5ation or team attempting to reach those goa*s. Question + In a paragraph ep*ain the term $est practice . " est practice is a technique or methodo*og+ that/ through eperience and research/ has  proven to re*ia*+ *ead to a desired resu*t. " commitment to using the est practices in an+ ,ie*d is a commitment to using a** the know*edge and techno*og+ at oneGs disposa* to ensure success. The term is used ,requent*+ in the ,ie*ds o, hea*th care/ government administration/ the education s+stem/ pro9ect management/ hardware and so,tware product deve*opment/ and e*sewhere. Question , :e,ine/ in a ,ew short sentences/ the ,o**owing statistica* termsD • segmentation • samp*ing %arket segmentation is the process o, dividing a market o, potentia* customers into groups/ or segments/ ased on di,,erent characteristics. The segments created are composed o, consumers who wi** respond simi*ar*+ to marketing strategies and who share traits such as simi*ar interests/ needs/ or *ocations Samp*ing is a process used in statistica* ana*+sis in which a predetermined numer o, oservations are taken ,rom a *arger popu*ation. The methodo*og+ used to samp*e ,rom a *arger popu*ation depends on the t+pe o, ana*+sis eing per,ormed/ ut ma+ inc*ude simp*e random samp*ing or s+stematic samp*ing. SITX!&%00> - &$STE& ST"11 Short answer Question  Identi,+ two sources that wou*d provide in,ormation on re*evant awards and other industria*  provisions.  The emp*o+er   overnment wesites Question 2 @NIET Version 1.0Page 25 of 84 Assessment )hen preparing sta,, rosters/ the award or enterprise agreement has a *arge impact on what the roster needs to inc*ude. )hat == things wi** the award or agreement de,ine =. &oster da+s o,,  >. $vertime rates ?. Emp*o+ees @. 1ami*+ *eave A. Sick *eave B. !o*ida+ *eave 7. Sa,et+ at work  J. Superannuation entit*ements N. (a+ and genera* working conditions =0. %inimum roster hour per week ,or part-time/ ,u**-time and casua* ==. C*othing and other a**owances Question ! You are working in a restaurant as a casua* emp*o+ee. "ccess the app*ica*e award and record the detai*s surroundingD =. eave provisions >. %andated reaks etween shi,ts ?. %aimum a**owed shi,t hours @. Standard/ overtime and pena*t+ rates (articipants shou*d access the &estaurant Industr+ "ward >0=0 The ,o**owing detai*s inc*udingD  eave provisions  eave provisions do not app*+ to casua* emp*o+ment.  %andated reaks etween shi,ts  The roster ,or a** emp*o+ees than casua* wi** provide ,or a minimum =0 hours reak  etween ordinar+ hours on a da+. In the case o, changeover o, rosters/ eight hours wi**  e sustituted ,or =0 hours.  I, an emp*o+ee/ inc*uding a casua* emp*o+ee is required to work ,or ,ive or more hours in a da+ / the emp*o+ee must give an unpaid mea* reak od no *ess than ?0 minutes. The reak must give no ear*ier than one hour a,ter starting work ad no *ater than si hours a,ter starting work.  %aimum a**owed shi,t hours  $ne each occasion a casua* emp*o+ee is required to attend wot* and the+ are entit*ed to a minimum pa+ment ,or > hours work.  Standard/ overtime and pena*t+ rates @NIET Version 1.0Page 26 of 84 Assessment  Casua* sta,,s are entit*ed to >AM *oading on pa+ rates 6inc*uding pena*t+ rates.  $n*+ ,u**-time and part-time emp*o+ees can get pa+ at overtime ,or an+ work done outside during the spread o, hours or norma* working hours. Question % )hat shou*d e considered when preparing sta,, rosters =. (*an the roster e,ore adding individua* names. )hi*e this is opposite o, the traditiona* roster method/ it puts the usiness ,irst. %anagers and supervisors shou*d egin with a**ocating shi,ts and responsii*ities ased on hour*+ rates. The net step is to add names who are ski**ed to ui*d the roster around individua* requests. >. Share schedu*e options with the entire sta,,. To avoid a perception o, ,avoritism/ managers shou*d share schedu*e options with a** emp*o+ees. )hen there is ,*eii*it+/ some peop*e 9ust ,ee* more productive at certain times and certain da+s. #*timate*+/ the ,ina* schedu*e depends on usiness needs/ ut this wi** a**ow emp*o+ees to  p*a+ an active ro*e in deciding when the+ must report to work. ?. 1i** us+ shi,ts with the most eperienced and ski**ed sta,,. "*erts to know whenever a da+ or shi,t is understa,,ed ena*es managers to ,i** us+ shi,ts. This wi** he*p to prevent a gap in coverage. T+pica**+/ emp*o+ees know which da+s are the  usiest/ ut ma+ not a*wa+s vo*unteer to e avai*a*e. %anagers guarantee coverage is met + ,i**ing time s*ots with the most ski**ed workers. @. "utomatica**+ hand*e avai*ai*it+ and time-o,, requests on*ine. Even emp*o+ees with the most eperience want a ,ew da+s o,,. %anagers wou*d e wise to grant those da+s/ especia**+ i, the+ re*+ on these emp*o+ees to ,i** schedu*e gaps. The ai*it+ to hand*e time-o,, requests on*ine is an advantage ,or ever+one. "*though the needs o, the compan+ are important/ den+ing or ,orgetting requests can impact dai*+ attendance negative*+. Some emp*o+ees ma+ egin to ca** in sick or one da+ hand in their resignation. A. Show wage cost as +ou ui*d the sta,, roster. Comining wage and sta,, rosters give managers a heads up e,ore wage costs eceed the department udget. This practice provides accurate ,orecasting and udget contro*s. B. Fegin the roster week on a us+ da+. %ost managers create the roster ased on the standard %onda+ to Sunda+ work week. !owever/ i, the usiest da+s ,or a service-oriented compan+ egins on Thursda+/ then that is the da+ schedu*ed hours shou*d egin. $therwise/ managers might egin cutting hours on the s*ow da+s. )hen this occurs/ there ma+ not e enough emp*o+ees working when usiness picks up. 7. %ake sure ever+one receives two da+s o,,. Furnout and *oss o, per,ormance is inevita*e when emp*o+ees work ,or more than ,ive consecutive da+s. otwithstanding the time dou*e shi,ts or etra da+s are necessar+ to meet dead*ines or service customers. %anagers shou*d avoid constant *ong hour shi,ts. @NIET Version 1.0Page 27 of 84 Assessment J. "**ow +our sta,, to check their roster. (reparing the roster on*ine a*so gives emp*o+ees the opportunit+ to view their schedu*es. The+ can do this without contacting !& or their managers. Se*,-service options a*so inc*udes making change requests. N. ive +our sta,, enough time to p*an ,or o*igations outside o, work. "n e,,ective roster shou*d e p*anned as ,ar in advance as possi*e. This gives emp*o+ees time to p*an around di,,erent schedu*es or see i, the+ can swap schedu*es with other emp*o+ees. "utomating swaps and time o,, stream*ines the process. Question & Ep*ain the ro*e o, rosters and their importance in contro**ing sta,, costs in the hospita*it+ industr+. Inc*ude in,ormation on s+stem capai*ities and ,unctions o, rostering so,tware programs/ di,,erent ,ormats used ,or rosters and the di,,erent methods used to communicate rosters to sta,,. &osters are used to ensure there is su,,icient sta,, working to provide the *eve* o, service required in the enterprise. This wi** var+ ,rom department to department within *arge organisations and across the who*e enterprise and ,or speci,ic pro9ects or events. " roster indicatesD  The numer o, peop*e working  The numer o, hours  The numer o, shi,ts required ,or a certain period o, time So,tware products are a,ter a range o, capai*ities. The+ can design a asic roster or as a roster and wage and *aour cost management too*. arger orgnaisation trend to comine and these s+stems with their pa+ro** or eisting accounting packages. Fasic rosters can use a )ord or Ece* spreadsheet document ut some o, the usinesses use more comp*e so,tware products which ca e ene,icia* in drawing up rosters ,or *arge organisations with a wide spread o, emp*o+ees and ro*es. So,tware programs ca s*oe use to ,ormu*ate rosters in con9unction with the organisation3s pa+ro** s+stem. &osters must e easi*+ accessed/ in a time*+ manner/ + the peop*e to whom the+ app*+. That is/ the+ shou*d e printed and p*aced on the same noticeoard at the time week*+.,ornight.moth*+. "*ternate*+/ the+ might e presented in e*ectronic ,ormat and p*aced in sta,, pigeonho*es. &egarding o, the ,ormat and method/ sta,, must know hwere hwn and how the+ can access the roster in,ormation. Question ' I, +ou were deve*oping the rosters ,or a *arge ,ive-star hote*/ what wou*d +ou need to consider )e need to considerD socia*/ cu*tura* and ski**s mi o, the team to e roster   @NIET Version 1.0Page 28 of 84 Assessment    ,u** detai*s o, human resource po*icies and procedures that cover *eave provisions and socio-cu*tura* issues. $perationa* requirements o, the usiness activit+/ department or event su9ect to roster  )age udget ,or the usiness activit+/ department or event su9ect to rostering Portfolio (art =D =. Froad consu*tation with other memers o, the organisation/ ,rom team memers to senior  management is a good wa+ to contriute to the success o, operationa* p*anning. )hen/ in the p*anning c+c*e/ shou*d it e carried out )hat outcomes wou*d +ou hope to achieve ,rom this process Consu*tation shou*d e an ongoing process throughout the operation* p*anning c+c*e. 1orma* sunmissions shou*d occur e,ore the p*anning activities commence/ nut the+ wi** not stop there. There wi** e man+ times when +ou wi** need to return to stakeho*ders and seek ,urther input. Simi*ar*+/ when +ou have a dra,t o, +our operationa* p*an in p*ace/ it wi** e use,u* to ask stakeho*ders who have made ma9or contriutions to read it and a,ter comments. "s +ou imp*ement the p*an and undertake  pro9ects/ constant*+ seeking ,eedack and input wi** a**ow +ou to deve*op ideas ,or the net +ear3s operationa* p*an and to re,ine +our p*anning process. invo*ving team memers ,rom a** *eve*s o, the usiness/ ,rom senior management to new team memer/ is a use,u* wa+ to deve*op o9ectives and targets that areD o )ide*+ supported and understood o &e*evant across the who*e usiness o Consistent across di,,erent usiness units and teams o :etai*ed and c*ear  >. )h+ do udgets need ,requent reviews and ad9ustments )ho is responsi*e ,or ensuring that udgets and other ,inancia* documents are accurate )hen creating ,inancia* reports/ what sources o, in,ormation need to e ana*+sed @NIET Version 1.0Page 29 of 84 Assessment Fecause most peop*eGs epenses change ,rom month to month/ individua*s who use 5ero ased udgets must make new spending p*ans ever+ month/ ep*ains :ave &amse+Gs o,,icia* wesite. This t+pe o, udget *ists a** o, the househo*dGs income sources on one side o, the page and *ists a** o, the househo*d epenses on the other side o, the page. Epenses ma+ inc*ude mortgage pa+ments/ vehic*e costs/ ca*e/ phones and ,ood. Individua*s uti*i5ing 5ero-ased udgets must make the income and epenses equa*. I, the income is *ess than the epenses/ the individua* must ,ind a wa+ to either increase the income or decrease the epenses. Creating a udget is ene,icia* ecause it he*ps individua*s and househo*ds revea* wasted mone+/ create priorities ,or their mone+ and reduce stress re*ated to ,inances/ notes :et.org. " udget a*so improves peop*eGs ,inancia* situations + teaching them to use mone+ as a too* ,or meeting *ong-term goa*s and ,uture ,inancia* needs. ?. Toda+/ more and more usinesses understand that eing success,u* is aout more than 9ust economic per,ormance/ ut that it is a*so aout their environmenta* and socia*  per,ormance. The+ are aware that increasing use o, the Earth3s natura* resources p*aces a strain on the p*anet. &esponsi*e usinesses are/ there,ore/ making ever+ e,,ort to ensure that the+ use resources e,,icient*+. )hat does the term resource e,,icienc+ re,er to Identi,+ ,ive things an organisation cou*d do to reduce the amount o, paper and energ+ used and wasted. E,,icient use o, resources is an essentia* part o, usiness sustainai*it+. &educing +our energ+ and ,ue* consumption wi** reduce costs as we** as improving +our environmenta* sustainai*it+ per,ormance. 1or man+ usinesses energ+ and ,ue* savings can e made throughout its operations. )ater is a signi,icant ,actor ,or some usinessesL ine,,icient use o, raw materia*s might e the iggest issue ,or others. "** +our emp*o+ees can a,,ect the e,,icient use o, resources in da+ to da+ operations. Emp*o+ees at the coa* ,ace3 o,ten have good ideas aout how to reduce energ+/ ,ue* and water use/ minimise re9ect products and wastage and what to rec+c*e or reuse. $perationa* resource e,,icienc+ ,ocuses on what can e achieved at the operationa*/ shop ,*oor or team *eve*. !owever an+ e,,icienc+ improvements wi** e temporar+ i, the new  practices are not supported + management and not emedded into dai*+ procedures and workp*ace cu*ture  ;how we do usiness<. Encouraging emp*o+ees to take a persona* interest in sustainai*it+ wi** he*p to emed new practices and procedures that might otherwise ,a** + the wa+side. !owever/ a targeted change management approach might e needed to he*p +ou address an+ pockets o, resistance. @. )h+ is it necessar+ to have a working know*edge o, the *egis*ation re*ating to operations and associated p*anning You might have to undertake the appropriate research to answer  this question. @NIET Version 1.0Page 30 of 84 Assessment I, +ou are thinking o, opening up a usiness/ regard*ess o, whether itGs a c*othes shop or co,,ee shop/ +ou wi** need to have a good working know*edge o, the *egis*ation invo*ved with +our usiness. This is important ecause it wi** ensure that +ou are aiding and comp*+ing with the *aw rather than reaking it and ,acing possi*+ harsh consequences. aws are put into p*ace to protect ever+one - the customer/ the emp*o+ee and the compan+. You are not epected to e a *aw+er/ ut eing aware o, the re*evant *egis*ations wi** he*p +our organisation run more smooth*+ and avoid comp*ications in the ,uture/ such as getting tied up in *ength+ *ega* att*es ,or un,air sta,, dismissa* etc. Some o, the common *egis*ations app*ica*e to traders inc*ude the Consumer (rotection "ct =NJ7 and the Consumer (rotection ,rom #n,air Trading &egu*ations >00J. These regu*ations are put into p*ace to protect the consumersG rights and ensure the+ receive good qua*it+ products or services at a** times. Fusinesses are a*so epected to provide their sta,, with a ,air emp*o+ee scheme. )rong,u* dismissa* o, sta,, through not ,o**owing the proper dismissa* procedure as cited in the contract wi** mean the dismissed emp*o+ee is e*igi*e to take his case to a triuna* and in man+ instances/ sue the compan+ ,or their i**ega* actions. !owever/ in some cases o, gross misconduct/ such as ,ighting or the,t/ companies are a*e to issue an automatic dismissa* without giving an+ notice. "gain/ +ou wi** need to research and ,ami*iarise +ourse*, with regu*ations *ike this to  protect +ourse*, and +our usiness ,rom un,oreseen situations. Feing a pro,essiona* and ,air-minded emp*o+er wi** make +ou an attractiveorganisation to work ,or. Your usiness ma+ a*so prosper i, +ou provide ece**ent products and services ,or the pu*ic. =. $ut*ine how the e*ow *egis*ation and regu*ator+ contet ma+ impact customer service. - Equa* emp*o+ment opportunit+ *egis*ation - "nti-discrimination *egis*ation - Competition and consumer protection *egis*ation - (rivac+ *egis*ation - Industria* re*ations *egis*ation - )ork hea*th and sa,et+ *egis*ation - Environmenta* issues o o Code o, practice EE$ ensuring that emp*o+ment practices hire the est app*icants are emp*o+ed/ supporting the de*iver+ o, qua*it+ services to customers EE$ ensuring that a** emp*o+ees have ,air access to appropriate training and deve*opment supporting etter service ,or customer needs @NIET Version 1.0Page 31 of 84 Assessment o o o "nti-discrimination princip*es supporting respect ,or the socia* and cu*tura*  ackgrounds o, a** customers (roducts and services eing provided to customers in an environmenta**+ responsi*e wa+ Customers wishing to purchase products or services that meet speci,ic environmenta* standards/ certi,ications or requirements B. Identi,+ and ep*ain the stages that shou*d e ,o**owed when dea*ing with a customer  comp*aint. :iscuss managing customer comp*aints. isten care,u**+ to what the customer has to sa+/ and *et them ,inish. :onGt get de,ensive. The customer is not attacking +ou persona**+L he or she has a pro*em and is upset. &epeat ack what +ou are hearing to show that +ou have *istened. "sk questions in a caring and concerned manner. 2. The more in,ormation +ou can get ,rom the customer/ the etter +ou wi** understand his or her perspective. I3ve *earned it3s easier to ask questions than to 9ump to conc*usions. (ut +ourse*, in their shoes. 3. "s a usiness owner/ +our goa* is to so*ve the pro*em/ not argue. The customer needs to ,ee* *ike +ou3re on his or her side and that +ou empathi5e with the situation. "po*ogi5e without *aming. 4. )hen a customer senses that +ou are sincere*+ sorr+/ it usua**+ di,,uses the situation. :onGt  *ame another person or department. 2ust sa+/ OIGm sorr+ aout that.< "sk the customer/ O)hat wou*d e an accepta*e so*ution to +ouO 5. )hether or not the customer knows what a good so*ution wou*d e/ I3ve ,ound it3s est to  propose one or more so*utions to a**eviate his or her pain. Fecome a partner with the customer in so*ving the pro*em. So*ve the pro*em/ or ,ind someone who can so*ve itR quick*+Q 6. &esearch indicates that customers pre,er the person the+ are speaking with to instant*+ so*ve their pro*em. )hen comp*aints are moved up the chain o, command/ the+ ecome more epensive to hand*e and on*+ add to the customerGs ,rustration. 1. A. Feing a*e to provide good customer service is not an innate ski**. It requires that emp*o+ees receive appropriate training and *earn to understand their ro*e8s with regard to customer service. This app*ies to those emp*o+ees who are in direct contact with customers and those who have no direct contact with customers. Emp*o+ees who have good customer service ski**s wi** genera**+ encounter ,ewer comp*aints. :escrie the wa+s in which emp*o+ees can *earn the ski**s needed to provide good customer service. Induction and training programs shou*d e initiated. )here pro*ems arise or emp*o+ees indicate a need ,or increased ski**s deve*opment/ coaching/ mentoring/ work shadowing etc might e uti*i5ed. In answering this question participant shou*d draw on the tet to descrie the di,,erent *earning procedures that might e initiated. The+ shou*d a*so acknow*edge the ,act that might @NIET Version 1.0Page 32 of 84 Assessment  e initiated. The+ shou*d a*so acknow*edge the ,act that adu*t *earning needs and understanding o, *earner pre,erences shou*d a*so e accommodated. B. )hat are the questions that a** customers ask themse*ves 6conscious*+ or suconscious*+  e,ore the+ commit to a purchase and how is the presented product8 service und*e *ike*+ to a,,ect a customer3s purchasing decision Huestions might inc*udeD :o I have a need or do I simp*+ want this product o :oes this product meet m+ needs o )hat ene,its accompan+ this purchase o "m I receiving a proper *eve* o, accompan+ing service o "m I happ+ with the overa** product8 service o,,ering o :oes this meet m+ perception6 epectation o, va*ue on the asis o, product/ service o or und*e )i** I receive va*ue ,or mone+ i, I u+ o Can I a,,ord this o Customers do not purchase prducts a*one  the+ purchase product8 service und*es. )hen a customer enters a retai* out*et the+ wi** epect to e ake to purchase the product the+ require and to receive an appropriate *eve* o, service to go with the purchase. The required *eve* o, service wi** re*ate to attention/ time*iness/ in,ormation provision/ ,riend*iness and the competence o, the sa*es personne*. This is ca**ed und*ing. I, an organisation cannot provide an appropriate product 8service und*e/ then customers wi** choose to purchase e*sewhere. Even though +our organisation might have the product required + the customer/ poor service *eve*s wi** mean that customers wi** turn to +our competitors- who can provide oth the product and high *eve*s o, service. This app*ies whether +ou o,,er se*,-service/ ,ace-to-,ace service/ phone sa*es service/ on*ine sa*es or direct sa*es etc. 7. In an+ organisation there are oth interna* and eterna* customers. These are a** part o, the customersupp*ier chain. 1or the customer8 end-user to receive qua*it+ products8 services it is necessar+ that a** aspects o, the customersupp*+ chain meet speci,ic qua*it+ o9ectives. )ho actua**+ sets these qua*it+ standards and how are the+ set Service standards set a target ,or companies to meet customer needs through the use o, its  peop*e/ s+stems and techno*og+. StandardsD Esta*ish a goa* to direct +our e,,orts ive a c*ear sense direction @NIET Version 1.0Page 33 of 84 Assessment Te** what *eve* must e reached ive something to measure success against Service standards can ecome a va*ua*e management too*. $nce +ou have deve*oped a comp*ete *ist o, service standards the+ can ,orm a asis ,or recruitment/ 9o descriptions/ induction processes/ training and per,ormance appraisa* and ,eedack. S%"&T StandardsD )hen writing qua*it+ service standards/ the+ shou*d e written using S%"&T or S%"&TS criteriaD Speci,ic - the+ shou*d e precise in meaning %easura*e - the+ need to e quanti,ia*e/ or a*e to e measured "chieva*e - the+ must e rea*istic to the work to e done with the avai*a*e resources &e*evant - the+ need to ,ocus on the correct priorities/ that is/ the needs o, the customer  Time imited - there shou*d e a time ,rame set on the standard to indicate how o,ten or how quick*+ an action is to occur  Supported - this inc*udes the s+stems/ techno*og+ and processes that support the service sta,,. )hi*e this criteria does not have to e written into the standard itse*,/ others in the organisation shou*d a*so e he*d accounta*e ,or ensuring that the standards can e achieved. "n eamp*e o, a S%"&T standard might eD O&etrieve and return ca** to I'& customers and wesite ca** ack customers within three working hours.O :eve*oping Service StandardsD )hen deve*oping service standards/ the+ shou*dD Fe p*anned and agreed upon + the sta,, a,,ected + the standard Fe created care,u**+ Fe stated in writing %eet customer needs @NIET Version 1.0Page 34 of 84 Assessment Fe c*ear*+ written Fe supported + management Fe changed i, the+ are not working or outdated Fe added to &e,*ect organisationa* goa*s Fe communicated e,,ective*+ and continua**+ J. !ow can an organisation encourage supp*iersRoth interna* and eterna*Rto participate in active*+ ensuring qua*it+ standards are maintained so that ,ewer customer comp*aints are *ike*+ F#I:I $$: &E"TI$S!I(S )IT! S#((IE&S It pa+s to invest time in ui*ding good re*ationships with +our ke+ supp*iers. I, +ou can save mone+ or improve the qua*it+ o, the goods or services +ou u+ ,rom +our supp*iers/ +our usiness stands to gain.  !ints on dea*ing with +our supp*iers Consider some o, the ,o**owing when working with +our supp*iersD  %eet +our contacts ,ace-to-,ace and see how their usiness operates. #nderstanding how +our supp*ier works gives +ou a etter sense o, how it can ene,it +our usiness.  %eet the peop*e whoG** e managing +our account and make sure the+ can e easi*+ contacted.  "sk aout their p*ans ,or deve*opment or epansion. )i** this a,,ect the goods or  services the+Gre providing to +ou  !e*p +our supp*iers + p*acing orders in good time/ eing c*ear aout dead*ines and  pa+ing on time. See the page in this guide on how +ou can he*p +our ke+ supp*iers.  4eep an e+e open ,or an+ opportunities +ou can pass their wa+ -in a good customersupp*ier re*ationship the+G** do the same ,or +ou.  %ake +our usiness important to +our supp*iers and the+ wi** work harder ,or +ou. Some supp*iers ma+ o,,er etter dea*s i, +ou promise to use them ec*usive*+. !owever this ma+ cause signi,icant pro*ems i, the+ go out o, usiness. @NIET Version 1.0Page 35 of 84 Assessment :onGt ignore opportunities o,,ered e*sewhere. 4eep +our options open + monitoring the dea*s o,,ered + other supp*iers. Consider whether a contract or a service *eve* agreement 6S" is necessar+. This process wi** guard against comp*acenc+ on the part o, the supp*ier. See the page in this guide on service *eve* agreements. !$) Y$# C" !E( Y$#& 4EY S#((IE&S It is in ever+oneGs interests that +ou do we** out o, ke+ supp*ier re*ationships. Supp*iers warrant care,u* attention/ as their per,ormance ma+ e crucia* to +our usiness. !ere are some wa+s that +ou can he*p +our ke+ supp*iersD  Co-ordinate +our production schedu*e with theirs.  :iscuss wa+s to reduce overa** costs through si5e or timing o, orders8contracts.  Consider additiona* products or services that +our supp*ier cou*d provide.  #pdate them on strategic changes or new products ear*+ on - this he*ps them adapt to meet those changes.  "na*+se how we** +ou ,orecast sa*es and p*an to meet +our supp*+ needs. Sharing the resu*ts o, this ana*+sis with +our supp*iers wi** a**ow +ou to deve*op accurate sa*es  p*ans and hone shared sa*es ,orecasts and schedu*es.  #se a purchase order s+stem to contro* and monitor the u+ing o, goods and services ,rom supp*iers - this ,aci*itates interna* ,inancia* contro*s and prevents speci,ication misunderstandings at the supp*ierGs end. See our guide on stock contro* and inventor+.  (a+ i**s prompt*+. (a+ing *ate wi** strain +our re*ationship with the supp*ier and cou*d *ead to *ess ,avoura*e terms in ,uture. Idea**+ +ou shou*d have a pa+ment  po*ic+ that commits +our usiness to pa+ing undisputed i**s on time - a cop+ shou*d  e sent to +our supp*iers. There are man+ wa+s in which techno*og+ - especia**+ Internet-ased communications can he*p +ou deve*op and maintain a good re*ationship with +our supp*iers. #SE TEC!$$Y T$ I%(&$'E E11ICIECY " high speed Internet connection such as roadand wi** a**ow +ou to co**aorate more c*ose*+ with +our supp*iers through sharing p*ans/ ,orecasts and consumer data. Sharing such in,ormation with +our supp*iers makes it easier ,or +ou toD @NIET Version 1.0Page 36 of 84 Assessment  ana*+se rea*-time in,ormation aout sa*es/ orders or market trends  ,orecast and react quick*+ to changes in demand  improve e,,icienc+ - accurate in,ormation on stock means +ou wi** on*+ order the supp*ies +ou need 01colla$oration with +our supp*iers/ such as using emai* and sharing spreadsheets/ can e simp*e/ ut the greatest ene,its come ,rom sharing in,ormation in Orea* timeO. This requires more sophisticated techno*og+/ such as the ,o**owingD  In"entory planning  or ,orecasting s+stems - use +our inventor+ records to ,orecast the market demand ,or +our product.  nline analytical processing  s+stems - ana*+se past sa*es per,ormances and compare the ,orecasts ,rom di,,erent supp*iers.  0nterprise resource planning  6E&( s+stems - can p*an and schedu*e +our entire  usiness. F+ connecting +our order and purchasing s+stem with that o, +our supp*iers/ orders can automatica**+ e p*aced and tracked and the supp*ier wi** automatica**+ issue an invoice. These s+stems can e ver+ epensive. E&( s+stems can e rented ,rom an "pp*ication Service (rovider - however there wi** sti** e some etra costs/ such as sta,, training. )hen sharing in,ormation/ make sure that +our data and +our supp*iersG data is protected. SE&'ICE E'E "&EE%ETS Service *eve* agreements 6S"s are agreements or contracts with supp*iers that de,ine the service the+ must provide and the *eve* o, service to e de*ivered/ and which a*so set out responsii*ities and priorities. S"s themse*ves are contractual o$ligations  and are o,ten ui*t into a contract - in the ,orm o, one or more c*auses or as an entire section. S"s can e used in an+ supp*ier  contract where a usinessG ai*it+ to meet its customer requirements is dependent on the supp*ier. S"s are comp*e documents that shou*d e we** de,ined and cannot e drawn up in an ad hoc ,ashion.  :rawing up an S" It is important that +ou are invo*ved in drawing up the agreement together with the supp*ier. @NIET Version 1.0Page 37 of 84 Assessment T+pica* S"s set outD  the service eing provided  the standards o, service  the timeta*e ,or de*iver+  respective responsii*ities o, supp*ier and customer      provisions ,or *ega* and regu*ator+ comp*iance mechanisms ,or monitoring and reporting o, service  pa+ment terms  how disputes wi** e reso*ved  con,identia*it+ and non-disc*osure provisions  termination conditions I, supp*iers ,ai* to meet agreed *eve*s o, service/ S"s usua**+ provide ,or compensation/ common*+ in the ,orm o, reates on month*+ service charges. )hen drawing up +our S" with +our supp*ier/ high*ight the most critica* components o, the dea* so +ou can app*+ the strictest pena*ties to these. Fui*d periodic performance re"iews  into the S". S"s require constant discussion and updating. I, the needs o, +our usiness change/ +ou ma+ require di,,erent per,ormance criteria. ikewise improvements in techno*og+ shou*d  e taken into account when reviewing +our S". N. !ow can +ou co**ect customer ,eedack aout customer service *eve*s/ their satis,action with products and services and an+ comp*aints the+ might have #ollecting information )hen co**ecting in,ormation aout customers/ tr+ to ,ind out what +our customers are  u+ing/ wh+ the+ are u+ing/ and how o,ten the+ are u+ing. Inc*ude an+ potentia* customers who have made enquiries aout +our goods or services. @NIET Version 1.0Page 38 of 84 Assessment There are man+ wa+s to co**ect in,ormation on +our customers/ inc*udingD  order ,orms  enquiries  comp*aints  warrant+ cards  customer rewards programs  customer satis,action surve+s  ,eedack cards  customer competitions  +our wesite. =0. Ep*ain how consumer or u+er ehaviour can e identi,ied and how understanding  u+er ehaviour wi** in,*uence the e*ements o, the marketing mi. :e,inition o, Fu+ing FehaviorD Fu+ing Fehavior is the decision processes and acts o, peop*e invo*ved in u+ing and using  products.  eed to understandD  wh+ consumers make the purchases that the+ make  what ,actors in,*uence consumer purchases  the changing ,actors in our societ+. Consumer Fu+ing Fehavior re,ers to the u+ing ehavior o, the u*timate consumer. " ,irm needs to ana*+5e u+ing ehavior ,orD  Fu+ers reactions to a ,irms marketing strateg+ has a great impact on the ,irms success.  The marketing concept stresses that a ,irm shou*d create a %arketing %i 6%% that satis,ies 6gives uti*it+ to customers/ there,ore need to ana*+5e the what/ where/ when and how consumers u+.  %arketers can etter predict how consumers wi** respond to marketing strategies.  " consumer3s u+er ehaviour is in,*uenced + ,our ma9or ,actors @NIET Version 1.0Page 39 of 84 Assessment  = Cu*tura*/  > Socia*  ? (ersona*  @ (s+cho*ogica*.  These ,actors cause consumers to deve*op product and rand pre,erences. "*though man+ o, these ,actors cannot e direct*+ contro**ed + marketers/ understanding o, their impact is essentia* as marketing mi strategies can e deve*oped to appea* to the  pre,erences o, the target market. ==. )hat statistica* techniques are common*+ used + usiness organisations to gather  marketing in,ormation Summarise a numer o, techniques and ep*ain how +ou might use them to identi,+ markets and marketing opportunities. Conduct appropriate research to answer this question. )hi*e there are man+ wa+s to per,orm market research/ most usinesses use one or more o, ,ive asic methodsD surve+s/ ,ocus groups/ persona* interviews/ oservation/ and ,ie*d tria*s. The t+pe o, data +ou need and how much mone+ +ou3re wi**ing to spend wi** determine which techniques +ou choose ,or +our usiness. . Sur"eys.  )ith concise and straight,orward questionnaires/ +ou can ana*+5e a samp*e group that represents +our target market. The *arger the samp*e/ the more re*ia*e +our resu*ts wi**  e.  In-person surve+s are one-on-one interviews t+pica**+ conducted in high-tra,,ic *ocations such as shopping ma**s. The+ a**ow +ou to present peop*e with samp*es o,  products/ packaging/ or advertising and gather immediate ,eedack. In-person surve+s can generate response rates o, more than N0 percent/ ut the+ are cost*+. )ith the time and *aor invo*ved/ the ta ,or an in-person surve+ can run as high as =00 per interview. @NIET Version 1.0Page 40 of 84 Assessment  Te*ephone surve+s are *ess epensive than in-person surve+s/ ut cost*ier than mai*. !owever/ due to consumer resistance to re*ent*ess te*emarketing/ convincing peop*e to participate in phone surve+s has grown increasing*+ di,,icu*t. Te*ephone surve+s genera**+ +ie*d response rates o, A0 to B0 percent.  %ai* surve+s are a re*ative*+ inepensive wa+ to reach a road audience. The+3re much cheaper than in-person and phone surve+s/ ut the+ on*+ generate response rates o, ? percent to =A percent. :espite the *ow return/ mai* surve+s remain a coste,,ective choice ,or sma** usinesses.  $n*ine surve+s usua**+ generate unpredicta*e response rates and unre*ia*e data/  ecause +ou have no contro* over the poo* o, respondents. Fut an on*ine surve+ is a simp*e/ inepensive wa+ to co**ect anecdota* evidence and gather customer opinions and pre,erences. =>. ist and descrie three di,,erent t+pes o, meetings. The description shou*d inc*ude the structure and t+pica* arrangements ,or each meeting t+pe/ and an+ specia* considerations. =. Status update meeting -Status update meetings is one o, the most common meeting t+pes. This categor+ inc*udes regu*ar team and pro9ect meetings/ where the primar+ goa* is to a*ign the team via updates on progress/ cha**enges/ and net steps. Common*+ ,ound group activities in these kinds o, meetings are pro*em so*ving/ decision making/ prioriti5ation/ and task assignment. >. In,ormation sharing meeting -(resentations/ pane* deates/ ke+notes/ and *ectures are a** eamp*es o, in,ormation sharing meetings. The primar+ goa* o, these meeting is ,or the speakers to share in,ormation with the attendees. This cou*d e in,ormation aout things *ike upcoming changes/ new products and techniques/ or in depth know*edge o, a domain. 'isua* communication too*s/ *ike s*ides and videos/ are power,u* too*s ,or making the shared in,ormation more memora*e. "t in,ormation sharing meetings the attendees have historica**+ een passive *isteners. )ith new techno*ogies *ike %eetingSi,t the+ can use their smart devices to go ,rom passive spectators to active participants/ making the meeting more engaging and productive ,or a**. ?. :ecision %aking %eetings - The vast ma9orit+ o, usiness decisions are made + groups in meetings. )hi*e ma** decisions are made in a** kinds o, meetings/ the more important decisions o,ten get their own dedicated meetings. There are di,,erent t+pes o, group decision making processes/ and care shou*d e taken to choose a process that est matches the @NIET Version 1.0Page 41 of 84 Assessment situation. " decision making process can inc*ude group processes *ike in,ormation gathering and sharing/ rainstorming so*utions/ eva*uating options/ ranking pre,erences/ and voting. Part 2 "FC !ote* provides ec*usive hote* services. The organisation is committed toD - $,,er innovative product so*utions and meet the changing needs o, customers - (roviding high qua*it+ products and services to customers - :e*iver great customer service - Emp*o+ing pro,essiona* and enthusiastic sta,,  - #ndertaking continuous improvement processes The usiness has a A +ears p*an which is to conso*idate its position in the market ,or high qua*it+ ec*usive services. To do this/ "FC wi** ,ocus on the ,o**owing $usiness goals D 1inancia* stai*it+D - Increase revenue + =AM 6compared to the previous => months + the end o, the ,inancia* +ear - %aintain annua* pro,it *eve*s o, =AM o, revenue ,or a** products and services/ ca*cu*ated at the end o, each ,inancia* +ear - &einvest 7AM o, pro,it ack into the usiness at the end o, each ,inancia* +ear %arket positionD - %aintain the numer one rating in the annua* nationa* industr+ customer service awards - aunch new high qua*it+ ec*usive services to meet customer demand/ ahead o,  competitors/ within udget and + the agreed dead*ines &ight peop*eD - (rovide induction training at the commencement o, emp*o+ment to train new emp*o+ees to e know*edgea*e/ he*p,u* and enthusiastic - (rovide the ph+sica*/ human and time resources to support an annua* pro,essiona* deve*opment program ,or a** "FC emp*o+ees Sta3eholders inc*ude senior management team/ retai* store manager/ sa*es sta,,/ on*ine store manager/ customers and recruitment agenc+. Acti"ity $6ecti"e 7esources Procedures 7esponsi$l (hen* 4(hat is to 4(hy will 4(here 4How will it e person $e done*5 we do it*5 will it $e $e done*5 4(ho will done*5 do it*5 8udget @NIET Version 1.0Page 42 of 84 Assessment &evisit sa*es  udgets and deve*op out*et-+out*et sa*es strategies that add onto the nationa* sa*es strateg+. To increase the sa*es o, the services componen t o, the  usiness  + =AM + ?0 2une It wi** e done across the who*e organisati on. #pdate 1inance service %anager  department3s sa*es udgets to re,*ect the increased targets. Each service department is to deve*op a sa*es strateg+ to support the new targets. ?0 2une ?/000/0 00 tota* and needs to  e supporte d + a  usiness case "cquire To additiona* ,aci*itate resources   communic videoation con,erencin  etween g a** equipment. departmen ts and reduce time and costs. Insta** a mu*tichanne* dedicated videocon,erenci ng ,aci*it+. Contact "FC IT manager IT service and support to arrange ,or  supp*+ and insta**ation. "**ocate costs  ack. ?= "ugust A/000  per  departme nt "cquire To provide additiona* a de*iver+ resources   service Service and Fus.  provide  rand recognitio n (urchase new uses and detai* it with the marketing *ogo. Contact !ead o,,ice ?= 2u*+ supp*iers/ marketing otain quotes manager and purchase the required  us. Contact sign writers to have marketing deca*s attached to the Fuses. >A0/000  per Fus &eorgani5e  ew ,itures and decoration ,ittings   hote*. It wi** e done across the who*e  ui*ding. !ave p*ans !ead o,,ice drawn up. managers !ire *oca* construction compan+ A00/000 ?0 Septem  er @NIET Version 1.0Page 43 of 84 Assessment Train sa*es sta,, to  provide a,ter sa*es support. To mu*tiski** sta,,  and to improve the *eve* o, a,ter   sa*es support It wi** e :e*iver  done training across a**  programs the who*e service departmen t. Service department manager  ?= "ugust In house. "ddition a* resources avai*a*e  ut a  usiness case is required. %aintain ,u** sta,,ing capacit+ through rapid recruitment to ,i** vacancies. To maintain and increase sa*es capacit+  + recruiting new sta,,  as soon as eisting  positions are vacated Thirteen "FC new ,u**- recruitment time sa*es  procedures sta,, wi** rep*ace sta,,  vacancies !&  manager  &ecruitment agenc+ ?= "ugust >/000 recruitme nt costs  per  vacant  position #onsultation strategy Sta3eholder 7ole in the pro$lem $6ecti"e #onsultation method Senior management  p*an %ade the decision to increase sa*es + =AM annua**+ 4eep in,ormed 1eedack session Emai* communications  ews*etters 'ideocon,erencing %anager :eve*op an operationa* p*an and imp*ement the p*an to increase sa*es Imp*ement p*an Consu*t Sta,, meetings $ut*et manager meetings via videocon,erencing Interviews Sa*es sta,, Imp*ementers o, the  p*an to achieve the intended resu*ts Consu*t 4eep motivated and engaged %eetings 1eedack sessions $n*ine and phone Sa*es (rovide sa*es Consu*t ,requent*+ 'ideocon,erencing @NIET Version 1.0Page 44 of 84 Assessment %a9or customers (eop*e who make ma9or purchases o, "FC services Consu*t (hone ca**s (ersona* visits Emai* communication  ews*etters Customers (eop*e who make sma** purchases o, "FC services $tain ,eedack Emai* communication  ews*etters &ecruitment agenc+ Invo*ved in recruiting sta,, Consu*t %eetings In the event that "FC does not meet these o9ectives/ the+ have udgeted an additiona* AM o,  training costs to emp*o+ a training consu*tant to provide additiona* training resources. =. You work as a retai* store manager ,or "FC !ote* and +our managing director o, "FC !ote* requires +ou to create an operationa* p*an on 2anuar+. You must cover e*ow points in +our p*anD - resources requirements - ke+ per,ormance indicators - monitoring processes - ,inancia* contingenc+ p*ans  Eecutive Summar+ "FC !ote* provides ec*usive hote* services. The organisation is committed toD o $,,er innovative product and service so*utions and meet the changing needs o,  customers o (roviding high qua*it+ products and services to customers o :e*iver great customer service o Emp*o+ing pro,essiona* and enthusiastic sta,,  o #ndertaking continuous improvement processes Fusiness oa*s 1or the ,o**owing A +ears/ "FC wi** conso*idate its position in the market ,or high qua*it+ @NIET Version 1.0Page 45 of 84 Assessment ec*usive products and services. To do this/ "FC wi** docus on the ,o**owing usiness goa*sD 1inancia* stai*it+D o Increase revenue + =AM 6compared to the previous => months + the end o, the ,inancia* +ear  o %aintain annua* pro,it *eve*s o, =AM o, revenue ,or a** products and services/ ca*cu*ated at the end o, each ,inancia* +ear  o &einvest 7AM o, pro,it ack into the usiness at the end o, each ,inancia* +ear  %arket positionD o %aintain the numer one rating in the annua* nationa* industr+ customer service awards o aunch new high qua*it+ ec*usive consumer products to meet customer demand/ ahead o, competitors/ within udget and + the agreed dead*ines &ight peop*eD o (rovide induction training at the commencement o, emp*o+ment to train new emp*o+ees to e know*edgea*e/ he*p,u* and enthusiastic o (rovide the ph+sica*/ human and time resources to support and annua* pro,essiona* deve*opment program ,or a** "FC emp*o+ees #onsultation strategy Sta3eholder 7ole in the pro$lem $6ecti"e #onsultation method Senior management  p*an %ade the decision to increase sa*es + =AM annua**+ 4eep in,ormed 1eedack session Emai* communications  ews*etters 'ideocon,erencing %anager :eve*op an operationa* p*an and imp*ement the p*an to increase sa*es Imp*ement p*an Consu*t Sta,, meetings $ut*et manager meetings via videocon,erencing Interviews Sa*es sta,, Imp*ementers o, the  p*an to achieve the intended resu*ts Consu*t 4eep motivated and engaged %eetings 1eedack sessions @NIET Version 1.0Page 46 of 84 Assessment $n*ine and phone Sa*es (rov (rovid idee sa*e sa*ess Cons Consu* u*tt ,req ,reque uent nt*+ *+ 'ideo ideoco con, n,er eren enci cing ng %a9or customers (eop*e who ma make ma9or purchases o, "FC services Consu*t (hone ca**s (ersona* visits Emai* communication  ews*etters Customers (eop*e who make sma** purchases o, "FC services $tain ,eedack Emai* communication  ews*etters &ecr &ecrui uitm tmen entt agen agenc+ c+ Invo Invo*v *ved ed in recruiting sta,, Consu*t %eetings (*an Stakeho*ders inc*ude senior management team/ retai* store manager/ sa*es sta,,/ on*ine store manager/ customers and recruitment agenc+. Acti"ity 9PI 4what is to $e done*5 &evisit sa*es udgets and deve*op out*et-+The sa*es o, the usiness increased + =AM out*et sa*es strategies that add onto the  + the end o, the ,inancia* +ear  nationa* sa*es strateg+. "cquire additiona* resources  video"** video- con,erencing equipment insta**ed con,erencing equipment.  + ?= "ugust "cquire "cquire additio additiona* na* resource resourcess  Service Service Fus. Fus. Fuses Fuses purchase purchased d and and deca* deca*ss attach attached ed + + ?= ?= 2u*+ &eor &eorga gani ni5e 5e ,it ,itur ures es and and ,it ,itti ting ngss  hote hote*. *. 1inis inish h dec decor orat atio ion n + + ?0 ?0 Sep Septe tem mer  er  Train sa*es sta,, to provide a,ter sa*es "** eisting service sta,, training in mu*tisupport. ski**ing comp*eted + ?= "ugust %aintain ,u** sta,,ing capacit+ through rapid =? new sa*es sta,, emp*o+ed/ induct and recruitment to ,i** vacancies trained + ?= "ugust 1inancia* contingenc+ p*an The time*+ recruitment and training o, new sta,, is a ke+ success ,actor in meeting the strategic o9ectives o, the usiness p*an. In order to meet the o9ectives/ it is necessar+ to have recruited the new sta,, and upski**ed our current sta,, in a,ter sa*es product support + ?= "ugust. In the event that we do not meet these o9ectives/ we have udgeted an additiona* AM o, training costs to emp*o+ a training consu*tant to provide additiona* training resources. %onitoring process It is critica* that our managers3 monitor the progress o, their operationa* p*ans against the target 4(s esta*ished. To that end/ it is essentia* to review the operationa* p*an month*+. >. &ead &ead the issues e*ow. e*ow. You You are required required to deve*op deve*op imp*ement imp*ementatio ation n strateg strategies ies ,or sta,,  sta,,  memers to ,o**ow/ ensure the+ achieve the 4(Is. @NIET Version 1.0Page 47 of 84 Assessment  The organisation organisation needs to maintain maintain ,u** sta,,ing capacit+ through rapid recruitment recruitment to ,i** vacancies and there are =? new sa*es sta,, needing to e employed: inducted and trained in the net > months.  acquiring physical resources and ser"ices  the marketing department has provided +ou with some speci,ications ,or the design o,  the deca*s ,or the uses. You need to take this in,ormation to a graphic artist and request a design ,or use on the sides and ack o, the uses. Fe,ore entering into an+  purchasing agreement/ prepare p repare a short rie,ing  rie,ing document d ocument the out*ines out*in es the intellectual property issues  that ma+ e associated with the supp*+ o, this design.  Create an accepta*e *eve*s o, variation  #se the 4(Is to deve*op a monitoring process process  ,or the imp*ementation o, the detai*ed operationa* p*an. "FC !ote* is committed to se*ecting and recruiting competent/ capae and suita*+ qua*i,ied sta,,. "** new app*icants must meet the ,o**owing minimum criteriaD o (ossess suita*e qua*i,ications and eperience o (ass 9o-speci,ic interview questions o #ndertake approved re,erence testing o "ttend and comp*ete an+ training courses/ induction and assessment as prescried  prior to or on commencement o, their emp*o+ment. "cquires resources and services. The organi5ation wi**D o Endeavor to a*wa+s get va*ue ,or mone+ o Fe he*d accounta*e ,or a** procurement resu*ts o Ensure the decision-making process is transparent and documented o Ensure that a** sta,, invo*ved in the purchasing process possess and demonstrate at a** times high*+ deve*oped pro,essiona* ethics and standards o, persona* integrit+ o Comp*+ with a** aspects o, "ustra*ian *aws and regu*ations that pertain to purchasing goods and services o Integrate the practice o, sustainai*it+ 6wherever possi*e into the acquisition o, goods and services +/ where possi*e/ prioriti5ing products thatD - contain the highest  percentage o, postconsumer pos tconsumer rec+c*ed content co ntent possi*e  are made with renewa*e energ+  are reusa*e/ rec+c*a*e or io-ased8composta*e  have minima* packaging @NIET Version 1.0Page 48 of 84 Assessment o Serve severa* ,unctions 6e.g. generic c*eaning detergents - have minima* e,,ect on the dep*etion o, natura* resources and iodiversit+ Inte**ectua* propert+ issues "** records created + sta,, 6inc*uding contractors in the course o, their duties remain the  ph+sica* and inte**ectua* inte**ect ua* propert+. (ersona* use o, records and in,ormation in, ormation is prohiited un*ess approved + the Fusiness $perations %anager or senior management. &ecord keeping is p*anned to ensure that a** records emod+ the required characteristicsL authenticit+/ integrit+/ re*iai*it+ and usai*it+. enera**+/ there is an accepta*e *eve* o, variation/ either a ,ied amount or 6more common*+ a percentage. 'ariance ana*+sis is usua**+ reported on a month*+ asis. Care shou*d a*so e taken to ensure that annua* ependiture patterns are taken into account. In considering the variance/ it is important to determine the reson ,or the variations. ook ,or ep*anation and determine ,i action needs to e taken. Simp*+ shi,ting savings or additiona* income to overruns on costs or to o,,set a *ower-thanepected income area in not addressing the cause. The monitoring process shou*d inc*ude a reakdown o, the overa** p*an into tasks/ time*ines and responsii*ities assigned ,ir each task and a mechanism to quantitative*+ ana*+se the *eve* o, comp*etion o, each task 6e.g =A de*ivered equates to =0M comp*eted ?. $nce $nce +ou comp comp*e *ete te the operat operatio iona* na* p*an/ p*an/ +ou need need to commu communi nicat catee e,,e e,,ecti ctive* ve*+ + with with re*evant stakeho*ders to ep*ain the p*an and supporting in,ormation/ seek approva*s/ negotiate variations. 1irst*+/ +ou need to plan a meeting. (*ease provide +our answers ,or the items e*owD - :eve*op an agenda ,or this ,orma* pro9ect team meeting - (repare a *ist o, instructions ,or the 9unior pro9ect administrator to ,o**ow ,or the  pro9ect meetings. These instructions shou*d inc*udeD 6a. Identi,+ Ide nti,+ meeting participants 6. !ow to check participants3 avai*ai*it+ 6c. !ow to send out invitations and other  noti,ications as required - !ow to organise and con,irm meeting arrangements @NIET Version 1.0Page 49 of 84 Assessment - :escrie how +ou wi** ensure that meetings and other re*evant notes wi** re,*ect a true and accurate record o, the meeting. !ow to document them Second*+/ +ou need to chair the meeting . Your assessor wi** act as +our managing director  and other stakeho*ders who need to view +our operationa* p*an. :uring the meeting/ +ou need toD - Take part in and chair a meeting - (artic (articipat ipatee in vera* vera* echange echangess using using appropri appropriate ate st+*e/ st+*e/ tone and vocau*a vocau*ar+ r+ ,or  audience/ contet and purpose - Ensur En suree the the meet meeting ing is ,ocuse ,ocused/ d/ time time e,,i e,,icie cient nt and achi achieve eve the the approv approva* a* o, the operationa* p*an - isten ,or speci,ic in,ormation during the meeting - "sk questions and *isten to responses to c*ari,+ understanding "n agenda was created to ensure accurac+ and comp*eteness o, a** required in,ormation using the re*evant temp*ate and ,o**owing the re*evant organi5ationa* conventions and procedures. "n agenda wi** out*ineD o %eeting3s purpose o :ate/time and *ocation o, meeting o  ominated chairperson and minute taker  The meeting must inc*ude managing director/ re*evant stakeho*ders/ and chairperson and minute taker. Fe,ore a meeting can take p*ace the purpose shou*d e c*ear*+ identi,ied. :etermine wh+ the meeting needs to e he*d and what it is intended to achieve. Send emai* to con,irm avai*ai*it+. " reminder emai* is a*so needed to e sent e,ore the meeting. )hen p*anning the meeting +ou wi** considerD o 'enue o Seating o &e,reshments 6i, app*ica*e o Timing and time,rames o In,ormation to e presented and methods o, presentation @NIET Version 1.0Page 50 of 84 Assessment o 1ormat 6,orma* or in,orma* o Too*s and8 or techno*og+ to e used 6equipment/ ((T/ charts whiteoards etc o !andouts 6written materia*s o %ethods o, in,orming attendees o, the meeting o Speci,ic ro*es to e p*a+ed + sta,, memers 6who take the meeting minutes etc %inutes shou*d inc*udeD o Issues ,or discussion. It is important to inc*ude the issues that were no decisions taken aout them. This ensures that the+ do not get *ost and that it is easier to pick up *ater on these issues. o :ecision. :ecisions must e c*ear*+ noted so that ever+od+ is aware o, the decision and so that there is a written record. !uman memor+ and human perception are notorious*+ unre*ia*e and it is not productive ,or *ater meetings to e concerned with t+ping to come to consensus on 9ust what an ear*ier decision was. o "ction. &ecord the actions that wi** happen as a resu*t o, the decision. &ecording the actions a**ows +ou to check whether the actions have een ,o**owed through. o Time*ines. It is a*so important to indicate a time*ine + which actions must e comp*eted. This again a**ows +ou to check whether the action has occurred within the set time*ines. o (ersons responsi*e ,or the actions/ "ctions that ,*ow decisions must e carried out + a person or group o, peop*e. F+ recording this in,ormation in the minutes there shou*d  e *itt*e dout aout who is responsi*e. This a**ows ,or checking that the decision has  een imp*emented. 1ar too o,ten organisations do not record this asic/ +et vita*/ in,ormation and then spend unproductive time working out whether an+thing has happened- or not. "ssessor needs to use the e*ow meeting per,ormance check*ist to assess the meeting. Items Yes8o Comments %eeting st+*e and structure were appropriate ,or the  purpose o, the meeting Take part in and chair a @NIET Version 1.0Page 51 of 84 Assessment meeting (articipate in vera* echanges using appropriate st+*e/ tone and vocau*ar+ ,or audience/ contet and  purpose Ensure the meeting is ,ocused/ time e,,icient and achieve the approva* o, the operationa* p*an isten ,or speci,ic in,ormation during the meeting "sk questions and identi,+ing to responses to c*ari,+ understanding @. $nce the operationa* p*an has een approved/ +ou need to start to make detai* p*ans to comp*ete each task. "ssume +ou are a pro9ect manager to *ead +our team to acquire additiona* de*iver+ van ,or the compan+. (*ease ,ind the detai*s e*ow. The current month is 2anuar+. Acti"ity $6ecti"e 7esources Procedures 7esponsi$l (hen* 4(hat is to 4(hy will 4(here 4How will it e person $e done*5 we do it*5 will it $e $e done*5 4(ho will done*5 do it*5 8udget @NIET Version 1.0Page 52 of 84 Assessment "cquire To provide additiona* a de*iver+ resources   service Service and Fus.  provide  rand recognitio n (urchase new uses and detai* it with the marketing *ogo. Contact !ead o,,ice ?= 2u*+ supp*iers/ marketing otain quotes manager and purchase the required  us. Contact sign writers to have marketing deca*s attached to the Fuses. >A0/000  per Fus :e,ine the parameters o, the pro9ect inc*udingD - (ro9ect scope - (ro9ect stakeho*ders/ inc*uding own responsii*ities - &e*ationship o, pro9ect to organisationa* o9ectives and other pro9ects - &eporting requirements - &esources requirements (ro9ect scope is to provide a de*iver+ service and provide rand recognition e,ore ?= 2u*+ within udget. This pro9ect stakeho*der inc*udes retai* shop manager/ head o,,ice marketing manager/ and supp*ier and sign writer. This pro9ect contriutes to the organisation to achieve a** the 4(s according to the operationa* p*an. The managing director might require +ou to report +our progress throughout the pro9ect. You might e required to make reports at speci,ied dates 6week*+/ month*+ or quarter*+ or as certain things are achieved. You wi** need to make time to write these reports and wi** need to inc*ude a** the in,ormation required + the de*egating authorit+. You are required to purchase uses and detai* it with the marketing *ogo. A. There is a risk that +our team cou*d not acquire additiona* vehic*es on time. (*ease prepare work reakdown/ time*ines/ and action p*an to treat the risk. "na*+se in,ormation ,rom a range o, sources to identi,+ the scope and contet o, the risk management process inc*udingD - Stakeho*der ana*+sis @NIET Version 1.0Page 53 of 84 Assessment - (o*itica*/ economic/ socia*/ *ega*/ techno*ogica* and po*ic+ contet - Current arrangements - $9ectives and critica* success ,actors ,or the area inc*uded in scope &isks that ma+ app*+ to scope Contnuous process elemens Communicaton and consulaton Managing risk necessarily involves people because:  The interests of people are part of the organizaon’s objecves  People ill nee! to take "or not take# parcular acons in or!er for risk to be manage! e$ecvely  People have most of the knole!ge an! informaon on hich e$ecve risk management relies  %ome people might have a right to be informe! or consulte!. &ommunicaon an! consultaon are therefore key supporng acvies for all parts of the risk management process. &ommunicaon an! consultaon are processes an! not outcomes. They normally take place ith stakehol!ers' !e(ne! as those persons or organizaons that can a$ect' be a$ecte! by or perceive themselves to be a$ecte! by a !ecision or acvity. Monioring and review Monitoring an! revie are to !isnct processes inten!e! to !etect change an! !etermine the ongoing vali!ity of assumpons. )oth are necessary to ensure that an organisaon maintains a current an! correct un!erstan!ing of its risks' an! that those risks remain ithin its risk criteria. )oth re*uire a systemac approach' integrate! into an organisaon’s management systems' that re+ects the spee! at hich change occurs ithin the internal an! e,ternal environment. Sep-wise process elemens Esablishing he conex )efore any risk management acvity takes place an! especially before risk assessment occurs' the e,ternal' internal an! risk management conte,ts shoul! be establishe!. @NIET Version 1.0Page 54 of 84 Assessment A key aim of the -establish the conte,t’ step in the risk management process is to i!enfy the organizaon’s objecves' an! those e,ternal an! internal factors that coul! be a source of uncertainty' so that risks can be i!en(e! more rea!ily. stablishing the conte,t also provi!es the informaon that allos the other steps of the risk management process to occur. Risk identfcaton &arrie! out thoroughly' the risk i!en(caon step reveals hat' here' hen' hy an! ho something coul! happen or occur an! the range of possible e$ects on objecves. /n some cases' these e$ects or conse*uences might only occur at some future point or they might be e,perience!' at a (,e! or variable rate' over me. 0isk i!en(caon oul! normally occur in a orkshop involving appropriate stakehol!ers. A traine! facilitator an! recor!er shoul! normally be present. Risk analysis 0isk analysis invesgates an! !ras upon:  The informaon on risks generate! !uring risk i!en(caon  The e$ecveness an! reliability of controls  A!!ional informaon from the statement of conte,t  %upporng stascal !ata' results of pre!icve mo!elling or e,pert ju!gement  The risk criteria !evelope! !uring establishing the conte,t. The aim of risk analysis is to gain an un!erstan!ing of the nature of each risk' inclu!ing the magnitu!e of its conse*uences an! their likelihoo!s' an! therefore to !erive the level of risk. 0isk analysis enables each risk "or group of risks hen consi!ere! in the aggregate# to be evaluate! in or!er to !etermine hether risk treatment is nee!e!. Risk evaluaton 0isk evaluaon uses the informaon generate! by risk i!en(caon an! risk analysis to make !ecisions about hether each risk falls ithin an organisaon’s risk criteria an! hether it re*uires treatment. 1ormally organisaons specify the acons re*uire! by managers for risks at each level of risk an! the me alloe! for their compleon. They also specify hich levels of management ill be permi2e! to accept the connue! e,posure an! tolerance of certain levels of risk. @NIET Version 1.0Page 55 of 84 Assessment Risk reamen At its simplest' risk treatment involves a process to mo!ify a risk by changing the conse*uences that coul! occur or their likelihoo!. This process re*uires creave consi!eraon of opons an! !etaile! !esign' both inputs being necessary to (n! an! select the best risk treatment. 3nce implemente!' risk treatments ill either create ne controls or amen! e,isng controls. 0isk treatment takes place in to !isncve conte,ts: 4. /n the proacve conte,t' here an organisaon has successfully integrate! risk management into a system of management' risk treatment is integral to an! e$ecvely in!isnguishable from !ecision5making. Therefore' at the me a !ecision is (nalise! the risk create! by the !ecision ill be ithin the organisaon’s risk criteria. 6. /n a reacve conte,t' the organisaon is looking retrospecvely at the risk create! by !ecisions taken an! implemente! previously' an! so any risk treatments foun! necessary ill be reme!ial in nature. /n both conte,ts' those risks that the organisaon ju!ges are unacceptable shoul! be treate!. reparing !or risk assessmen Esablishing he conex /t is impossible to con!uct an e7cient an! e$ecve risk assessment unless there is suitable preparaon. This involves the 8establishing the conte,t8 step of the risk management process' hich is normally con!ucte! through !iscussions ith the sponsor of the risk assessment an! selecte! stakehol!ers. 9e oul! normally establish the conte,t by consi!ering the folloing !iscrete acvies: 4. aining agreement on the scope an! objecves for the risk management process 6. Analysing important stakehol!ers to !etermine their objecves an! the preferre! means to communicate an! consult ith them ;. /!enfying the signi(cant factors in the e,ternal environment that give rise to uncertainty. This coul! inclu!e' for e,ample' the social' regulatory' cultural' physical' (nancial an! polical environment' e,ternal stakehol!ers an! key e,ternal organizaonal !rivers. @NIET Version 1.0Page 56 of 84 Assessment <. /!enfying the signi(cant factors in the internal environment that give rise to uncertainty. This coul! inclu!e' for e,ample' the organisaon’s culture' internal stakehol!ers' the capabilies' strengths an! eaknesses of he organisaon in terms of resources' people' systems an! processes' an! the relevant organizaonal goals an! objecves. =. %e>ng the scope an! boun!aries of a risk assessment by !e(ning the organizaonal part' project' acvity or change an! its goals an! objecves' specifying the nature of the !ecisions that have to be ma!e base! on the risk assessment outcomes' !e(ning any speci(c criteria that ill be use! as part of risk evaluaon' !e(ning the e,tent of the change or acvity or funcon in terms of me an! locaon' an! any boun!aries' i!enfying any scoping stu!ies nee!e! an! their scope' objecves an! the resources re*uire!' an! !e(ning the !epth' brea!th an! rigour of the risk assessment' inclu!ing speci(c inclusions an! e,clusions. stablishing the conte,t is normally con!ucte! several !ays before risk i!en(caon. /t is not a!visable to un!ertake it in the same session. "riefng noe To ensure that those ho parcipate in the risk assessment are properly prepare!' it is normal that the informaon gathere! !uring 8establishing the conte,t8 is summarise! in a brie(ng note that is sent to them prior to the orkshop. The brie(ng note an! the conte,t informaon it contains shoul! be preserve! as part of the risk assessment recor!. Risk assessmen #dent!ying he risks 0isk assessment involves the i!en(caon of hat' hy' here' hen an! ho events or situaons coul! either harm or enhance the ability of the organisaon to achieve its objecves. &omprehensive i!en(caon using a ell5structure! an! systemac process is crical' because risks not i!en(e! at this stage are e,clu!e! from further analysis an! treatment. /!en(caon shoul! inclu!e all risks' hether or not they are un!er the !irect control of the organsiaon. )roa!leaf uses many metho!s for risk i!en(caon from brainstorming to more rigorous an! highly5structure! processes such as ?A@3P an! MA. 9hichever metho! e use' e follo the same general process for risk i!en(caon given belo. /n all cases' the key element structure prepare! !uring the conte,t step shoul! be folloe!. @NIET Version 1.0Page 57 of 84 Assessment $ha could happen% where and when& 3ur aim is to generate a comprehensive list of events' situaons or circumstances that might have an impact on the achievement of each of the relevant objecves. The events or circumstances might prevent' !egra!e' !elay or enhance the achievement of the objecves. They are then consi!ere! in more !etail to i!enfy hat coul! happen. 'ow and why could i happen& ?aving i!en(e! hat might happen' e help our client consi!er possible causes. There are many ays an event coul! occur or a circumstance might arise. /t is important that no signi(cant causes' parcularly root causes' are omi2e!. This informaon is recor!e! in a risk register. /t is normally ine7cient for one person to facilitate the orkshop an! recor! the outcomes at the same me. 9e use ,cel or 9or! templates to capture the informaon. /t is normally not e7cient to a2empt to input the informaon !irectly into a risk management !atabase !uring the orkshop session. (nalysing he risks 0isk analysis is about !eveloping an un!erstan!ing of each risk. /t provi!es an input to !ecisions on hether risks nee! to be further controlle! an! the most appropriate an! cost5 e$ecve treatment acons to take. 0isk analysis involves consi!eraon of the posive an! negave conse*uences an! the likelihoo! that those conse*uences may occur. actors that a$ect conse*uences an! likelihoo! may be i!en(e!. 0isk is analyse! by combining conse*uences an! likelihoo!' taking into account the e,isng controls. )roa!leaf uses a *ualitave metho! of risk analysis to priorise risks for a2enon' at least inially. ven if *uantave analysis is re*uire! later' e normally (n! it e7cient to use a *ualitave system for screening purposes. Buantave approaches can be use! hen more !e(nion an! rigour are nee!e!. /n general they are only use!:  9here the most likely conse*uence is high  9here reliable *uantave !ata is available or can be generate!  9here the level of !e(nion re*uire! by !ecision makers is high. @NIET Version 1.0Page 58 of 84 Assessment 9e oCen con!uct the risk rang process !uring the orkshop use! for risk i!en(caon. ?oever' somemes it is preferable to analyse the risks at another me using subject ma2er specialists' an! then reconvene the original orkshop team to agree an! verify the rangs. 9e alays analyse the risk in terms of ho the organisaon currently operates' an! in parcular taking into account e,isng controls an! their e$ecveness. 9e use control e$ecveness "&# to take into account both the a!e*uacy an! e$ecveness of the controls for a parcular risk. 9e also !etermine a measure of potenal e,posure "P# that represents the total plausible ma,imum impact on the organisaon arising from a risk ithout regar! to controls. This is esmate! by consi!ering the conse*uences that coul! arise if all e,isng controls ere ine$ecve or missing. This measure is use to i!enfy the key controls that shoul! be subject to assurance an!' in parcular' monitore! connuously for e$ecveness. rom the risk analysis output e can a!vise clients on:  The preferre! strategies for risk treatment  The priority ith hich risks shoul! be consi!ere! for treatment  Those risks that shoul! be the subject to senior level oversight' parcularly in terms of monitoring the progress of risk treatment plans  The risks an! the associate! controls that shoul! be subject to planne! assurance' parcularly through connual monitoring as ell as perio!ic revie. Risk reamen )ptons /t is usually not cost5e$ecve or even !esirable to implement all possible risk treatments. /t is' hoever' necessary to choose' priorise an! implement the most appropriate combinaon of risk treatments. Treatment opons' or more usually combinaons of opons' are selecte! by consi!ering factors such as costs an! bene(ts' e$ecveness an! other criteria of relevance to the organisaon. actors such as legal' social' polical an! economic ma2ers may nee! to be taken into account. Treatment of in!ivi!ual risks sel!om occurs in isolaon' an! opons shoul! be consi!ere! together as part of an overall treatment strategy. ?aving a clear un!erstan!ing of a complete treatment strategy is important to ensure that crical !epen!encies an! linkages are not compromise! an! to ensure the use of resources an! bu!gets is e7cient. or this reason !evelopment of an overall treatment strategy shoul! be a top5!on process' !riven jointly @NIET Version 1.0Page 59 of 84 Assessment by the nee! to achieve objecves an! sasfy organizaonal an! bu!getary constraints hile controlling uncertainty to the e,tent that this is !esirable. 9e a!vise our clients to be +e,ible about risk treatment opons an! consult broa!ly ith stakehol!ers as ell as ith peers an! specialists. Many treatments nee! be acceptable to stakehol!ers or those ho are involve! in implementaon if they are to be e$ecve an! sustainable. 9e oCen use bo5e analysis to help our c lients i!enfy possible risk treatment measures base! on control gaps. Cos benef analysis The primary consi!eraon for most risks is hether the risk can be further treate! in a ay that is reasonable an! cost e$ecve. /n general this involves consi!ering:  9hether the risk is being controlle! to a level that is reasonably achievable  9hether it oul! be cost5e$ecve to further treat the risk  The organisaon’s illingness to tolerate risks of that kin!. Determining the cost5e$ecveness of further treatment involves the applicaon of cost bene(t analysis. This shoul! consi!er all !irect costs an! ancillary costs "!is5bene(ts# as ell as all the !irect bene(ts an! ancillary bene(ts "opportunies#. /f most of the costs or the bene(ts are unlikely to be e,perience! ithin the (rst year or so then it may be necessary to !iscount the bene(ts an! costs to allo the assessment to be ma!e -in to!ay’s money’. 9e help our clients i!enfy possible opons for risk treatment an! then test each of these using cost bene(t analysis. As ith risk assessment' preparaon for a risk treatment orkshop is vital if it is to be e$ecve an! e7cient. The table belo contains an e,ample of cost bene(t analysis applie! to risk treatment opons. *able +, *reamen optons associaed wih sur!ace rac accidens a a mine sie *reamen Completon opton "enefs .isadvanages Resul dae %urvey En!erstan! 9ill re*uire Fes ;45Gul54; current rules the current some e$ort to an! situaon an! achieve. May @NIET Version 1.0Page 60 of 84 Assessment *reamen Completon opton "enefs .isadvanages variaons the potenal conclu!e that across for confusion. the removal of company. Move to !espatch is not Develop a un!erstan! !esirable from stan!ar! for the nee! for a safety safe !riving !espatch or perspecve. in mines an! the safe alternaves. behaviours. Elmately it &onsi!er the ill re!uce role of the likelihoo! !espatch on of acci!ents each mine. that can cause Resul dae Fes ;45Gul54; Maybe ;45Dec54; !eath an! serious injury an! plant !amage. &on!uct a &urrently 9ill re*uire stu!y to there are no e$ort to !etermine stan!ar!s or achieve "but safe spee!s rules. Many coul! be belo an! vehicles !o con!ucte! at above not have the same me groun!. spee!os. as 4#. Develop a %pee!s are strategy to enforce! by limit spee!s removal of through gears hich blocking places motors gears etc. un!er stress. %urvey Development 9ill take some @NIET Version 1.0Page 61 of 84 Assessment *reamen Completon opton "enefs .isadvanages pe!estrian of a soluon e$ort to an! vehicle that is achieve. 9ill interacons suitable for all lea! to some belo an! mines. opposion as above &onsistency it may restrict groun!. beteen here people &onsi!er mines an! alk. pro,imity avoi!ance of !evices as ambiguity. part of the Provi!e a soluon. basis for Develop training an! stan!ar!s in enforcement terms of of stan!ar!s. Resul dae !elaminate! areas' alking areas etc. Train all mine sta$ on rules an! enforce. Risk reamen plans 9e help our clients generate an! recor! potenal opons for risk treatment as that shon above. or each opon' the bene(t an! costs or !isa!vantages are e,presse! an! a !ecision is place! in the (nal column. The !ecision is either -yes’ because the risk treatment opon is value accreve' or -no’ because it is not. /f the evaluaon in inconclusive' a -maybe’ is recor!e! an! more !etaile! bene(t5cost analysis may be re*uire!. All those opons marke! -yes’ go ahea! as risk treatment measures an! plans are !evelope! for their implementaon. )ur capabiliy @NIET Version 1.0Page 62 of 84 Assessment All members of )roa!leaf are highly pro(cient in preparing for an! con!ucng risk assessment orkshops an! risk treatment orkshops. very client’s nee!s are !i$erent' an! e are able to tailor the basic process an! ulise the appropriate tools an! metho!s to generate the most e7cient process an! most reliable outcomes. 9e also specialise in training our clients to con!uct risk assessments for themselves. This training is highly intensive an! praccal so that parcipants *uickly learn the skills they re*uire an! gain the con(!ence to facilitate their on orkshop sessions. B. "ccording to the operationa* p*an/ "FC !ote* wou*d *ike to de*iver great customer service  + providing training sa*es sta,, to provide a,ter sa*es product support. Acti"ity $6ecti"e 7esources Procedures 7esponsi$l (hen* 4(hat is to 4(hy will 4(here 4How will it e person $e done*5 we do it*5 will it $e $e done*5 4(ho will done*5 do it*5 8udget Train sa*es sta,, to  provide a,ter sa*es support. In house. "ddition a* resources avai*a*e  ut a  usiness case is required. To mu*tiski** sta,,  and to improve the *eve* o, a,ter   sa*es support It wi** e :e*iver  done training across a**  programs the who*e service departmen t. Service department manager  ?= "ugust 4. "s a manager +ou need to deve*op and manage +our action p*an to a*ign with the organisation p*an. You need to coverD - )hat is +our action p*an 6+ou can reak +our overa** activit+ into sma** tasks/ time*ines and responsii*ities assigned ,or each task and mi*estones - !ow to imp*ement +our p*an - !ow to monitor +our p*an - !ow to review +our p*an @NIET Version 1.0Page 63 of 84 Assessment - I, there are comp*e comp*aints and s+stem pro*ems that *ead to poor customer  service/ what can +ou do Students need to reak the overa** activit+ into sma** tasks/ time*ines and responsii*ities assigned ,or each task and a mechanism to quantitative*+ ana*+se the *eve* o, comp*etion o, each task. The answers ma+ var+/ ut the ke+ point isD $vera** activit+ is to train sa*es sta,, to provide a,ter sa*es support. Sma** tasks ma+ inc*ude ana*+sis current sta,, know*edge/ identi,+ training scope/ con,irm training price/ *ocation/  provider/ sumit a usiness case to get ,ina* approva*/ imp*ementation and review. To monitor and review the p*an. (response ma+ inc*ude a discussion o, the pros and cons o,D o "na*+5ing and assessing sa*es ,igures and service turnover  o 4eeping a c*ose e+e on the 4(Is and 4&"s o $serving and assessing the attitudes among customer service representatives o !o*ding meetings to co**ect in,ormation and discuss issues re*ated to customer interactions o Co**ecting quantitative data to monitor per,ormance o Co**ecting and ana*+5ing qua*itative data aout customer service per,ormance o $serving ,ace-to-,ace service situations o %arket research 7. )rite a report to ep*ain marketing mi according to "FC !ote*3s operationa* p*an. =. You work as a pa+ro** o,,icer ,or "FC !ote* and +ou have etracted the e*ow in,ormation ,rom the compan+ histor+ cardsD ;ame Staff A Staff 8 Staff # 0mployee num$er = > ? @NIET Version 1.0Page 64 of 84 Assessment Address = Samp*e Street/ Sunn+p*ace > Samp*e Street/ Sunn+p*ace ? Samp*e Street/ Sunn+p*ace )ate of 8irth =@8 =>8=NJA N8=>8=NJ@ =>80B8=NJ0 0mployment status 1u**-time Casua* 1u**-time ccupation Supervisor &eception Team *eader   )ate #ommenced =80=8>00@ >80>8>0=> ?80?8>000 #urrent wage rate or annual salary >@8 hour =B8 hour =J8 hour    ote that emp*o+ees are paid under an award that requires ?J hours per week o, work 6,or 7.B0 hours per da+. "n+ emp*o+ees who work over 7.B0 hours per da+ wi** receive overtime  pa+ment at =.A times the norma* rate on %onda+ to Saturda+. Sunda+ is dou*e pa+. This is week A and the ending work date is >B80>8>0XX. You are required to comp*ete the timesheets and ca*cu*ate the tota* gross pa+ment amount ,or a** ? sta,, memers. The ? sta,, memers working hours areD Staff A Staff 8 Staff # Monday J.?0am to B.?0 pm with = hour reak  J.00am to B.00 pm with = hour reak  N.?0am to B.?0pm with = hour reak  /uesday N.00am to A.?0 pm with 0.A hours  reak  J.?0am to A.?0 pm with = hour reak  J.00am to A.?0pm with = hour reak  (ednesday J.?0am to B.00 pm with = hour reak  J.?0am to 7.?0pm with = hour reak  7.?0am to A.00pm with = hour reak  /hursday N.00am to 7.00pm with = hour reak  N.00am to A.=0 pm with 0.A hours  reak  • .00 pm with o.A hours reak  @NIET Version 1.0Page 65 of 84 Assessment N.00am to =.00pm Sunday Samp*e timesheetD 0mployee name= Staff A (ee3 ;um$er= & 0mployee ;um$er=  (ee3 0nding=2'.2.>> )ay Starting time .00 pm 0.A hours @.A0 Sunday @7.A0 /otals ?J.00 N.A0 /otal hours wor3ed during the wee3= %+ hours ! minutes /otal gross payment= @2&% 0mployee name= Staff 8 (ee3 ;um$er= & 0mployee ;um$er= 2 (ee3 0nding= 2'.2.>> )ay Starting time .@0 /hursday N.00 am A.=0 pm 0.A hours 7.B0 7.B0 > )ay Starting time to prepare sta,,  "3s emp*o+ee earnings card/ cash ana*+sis sheet and Sta,, "3s emp*o+ee pa+ advice s*ip. The re*evant temp*ates have een provided. ;ame Staff A Staff 8 Staff # @NIET Version 1.0Page 67 of 84 Assessment )eductions= Health insurance Superannuation >> per week  >A per week  => per week   i*  i*  i* A8# Hotel Payroll register for wee3 ending= 0mployee ;ame /otals Staff A Staff 8 Staff # >7= 7@ =A= H7S (790)  orma* hours $vertime hours 6 =.A $vertime hours 6 > 0;/I/B0M0;/S  orma* pa+ 6 $vertime hours  =.A  norma* pa+ rate 6 $vertime hours  >  norma* pa+ rate 6 C7SS PAY 4@5 )0)#/I;S 4@5 Income ta 6 @NB %edica* association 6 Superannuation 6 //AB )0)#/I;S 4@5 @NIET Version 1.0Page 68 of 84 Assessment ;0/ PAY 4@5 0mployee earnings card for year ending= 2'.2.2>>  ameD Emp*o+ee noD "ddressD Pay period ending :ate Cross pay ;orm al @ .& @ Accumulated totals )eductions 2.  @ Cross pay @ PAY C taD Medi cal assEn @ @ Sup er /ota l @ @ ;et pay @ Fa*ance s Cross pay @ /aD withh eld @ =0/000. 00 ??00. 00 >B.0>.X X A8# Hotel #ash analysis sheet for wee3 ending= 2'.2.>> ;otes 0mployee name ;et pay @ #oins @& @2 @ @& @2 @  &F 2F F &F Sta,, " Sta,, F Sta,, C /otals @NIET Version 1.0Page 69 of 84 Assessment A8# Hotel pay slip ad"ice slip Emp*o+ee noD (a+ period endingD 0mployee name= (ages: o"ertime and allowances Hours 7ate Amount )ages $vertime "**owances " " Payment summary " /his pay )ages ross pa+ ("Y ta :eductions  et pa+ )eductions Amount ("Y ta Superannuation !ea*th insurance Tota* deductions A8# Hotel Payroll register for wee3 ending= 0mployee ;ame /otals Staff A Staff 8 Staff #  orma* hours ?J ?J ?J ==@ $vertime hours 6 =.A N.A A.= ? =7.B H7S (790) @NIET Version 1.0Page 70 of 84 Assessment $vertime hours 6 > @ @ B0J BJ@ >>0@ =>>.@ J= A@A.@ =@@ =@@ 0;/I/B0M0;/S  orma* pa+ 6 N=> $vertime hours  =.A  norma* pa+ rate 6 ?@> $vertime hours  >  norma* pa+ rate 6 C7SS PAY 4@5 =>A@ 7?0 N0N >JN?.@ Income ta 6 >7= 7@ =A= @NB %edica* association 6 >> => Superannuation 6 >A )0)#/I;S 4@5 ?@ >A //AB )0)#/I;S 4@5 ?=J JB =A= AAA ;0/ PAY 4@5 B@0.@ 7A@ >/??B.@ N?> 0mployee earnings card for year ending= 2'.2.2>>  ameD Sta,, " Emp*o+ee noD = "ddressD Pay period ending :ate = Samp*e Street/ Sunn+p*ace Cross pay ;orm al @ .& @ Accumulated totals )eductions 2.  @ Cross pay @ PAY C taD Medi cal assEn @ @ Sup er /ota l @ @ ;et pay @ Cross pay @ @NIET Version 1.0Page /aD withh eld @ 71 of 84 Assessment Fa*ance s >B.0>.X X N=> ?@> =>A@ >7= >> >A ?=J =0/000. 00 ??00. 00 N>> ==/>A@ ?A7= &F 2F A8# Hotel #ash analysis sheet for wee3 ending= 2'.2.>> ;otes 0mployee name ;et pay Sta,, " N?> Sta,, F @ #oins @& @2 @ N = = B@0.@ B > Sta,, C 7A@ 7 = /otals >??B.@ >> = @& @  @2 F &F = > > ? = ? > A8# Hotel pay slip ad"ice slip Emp*o+ee noD = (a+ period endingD >B.0>.>0XX 0mployee name= staff A (ages: o"ertime and allowances Hours 7ate )ages ?J $vertime N.A ?B ?@> "**owances " " " Payment summary >@ Amount /his pay )ages N=> ross pa+ =>A@ ("Y ta >7= :eductions N=> @7 @NIET Version 1.0Page 72 of 84 Assessment  et pa+ N?> )eductions Amount ("Y ta >7= Superannuation >> !ea*th insurance >A Tota* deductions ?=J =0. Ep*ain how and the procedures to reconci*e tota* wages ,or pa+ period/ check and correct irregu*arities and re,er to designated persons ,or reso*ution. The numer o, emp*o+ees to e paid ,or the period shou*d e checked against the numer o, emp*o+ee histor+ cards and the numer o, time sheets sumitted ,or the pa+ period. " comparison can e made o, the norma* and overtime hours recorded on the emp*o+ee time sheets/ with the hours recorded in the pa+ro** register. The numer o, cheques or pa+s prepared ,or emp*o+ees must ta**+ with the numer o, emp*o+ees on the pa+ro** register. $rganisations are a*ogated to pa+ emp*o+ees on time and depending upon the award or enterprise argaining agreement in p*ace/ pena*ties ma+ app*+ ,or *ate pa+ment to emp*o+ees. Fe,ore a pa+ro** register is re*eased ,rom the pa+ro** o,,icer/ an authori5ed person in the organisation shou*d ensure that pa+ro** has een prepared according to the organisation3s  procedures/ that reconci*iations have een done. >. Ep*ain at *east > di,,erence methods that can e used to pa+ emp*o+ees. You are a*so required to descrie where to ,ind in,ormation aout pa+ments in an organisation and the records that correspond to di,,erent pa+ment methods. $rganisatios pa+ emp*o+ees + cash/ cheque or e*ectronic trans,er ,o ,unds. %ethods are se*ected according to the organisation3s po*icies and individua* emp*o+ee @NIET Version 1.0Page 73 of 84 Assessment needs. In,ormation aout pre,erred pa+ment methods shou*d e ,ound in the organisation3s  po*icies and procedures manua* and in emp*o+ee histor+ cards. &ecords o, pa+ment inc*ude the pa+ro** register/ cash ana*+sis sheet/ cheques/ cheque  utts/ ank statements and pa+ advice s*ips. ?. I, +ou work as the pa+ro** o,,icer ,or "FC !ote* and +ou are a part-time sta,, memer. "t the end o, each week +ou prepare the pa+ro** register using the time sheets provided + the management and in,ormation can e ,ound on each emp*o+ee3s histor+ card. ",ter the  pa+ro** register is reconci*ed/ +ou a*so prepare the pa+ advice s*ips are prepared and +ou write up and sign the cheque. (*ease ep*ain the ,au*ts in this pa+ro** procedure. The ookkeeper has too man+ tasks. The preparation o, the pa+ro** and the preparation o, cheques shou*d e undertaken + di,,erent peop*e so that checks can e made o, the pa+ro** process. The pa+ro** shou*d not e re*eased unti* it has een authori5ed + someone with authorit+ to do so. @. Identi,+ the ke+ provisions o, re*evant *egis*ation standards and codes that ma+ a,,ect  pa+ro** operations. Codes o, practice and ethica* princip*es/ which can ne workp*ace-ased or app*ied + a pro,essiona* association/ govern the responsii*it+ required o, peop*e invo*ved in handing and processing ,inancia* in,ormation. "t a pa+ro** processing *eve*/ it requires integrit+ in ,o**owing procedures and reporting errors and pro*ems as the+ emerge. Taation *egis*ation ,orD :etermining deductions ,or !E( and S1SS det o o :etermining ("Y withho*ding ta o Ca*cu*ating superannuation guarantee pa+ments o 4eeping pa+ro** records ,or taation reporting. o (rivac+ *egis*ation ,orD %aintaining con,identia*it+ and securit+ o, pa+ro** in,ormation o %aintaining individua* privac+ in,ormation. "nti-discrimination *egis*ation ,orD Ensuring the pa+ro** process does not discriminate against peop*e according to o the *egis*ation. )!S *egis*ation ,or D @NIET Version 1.0Page 74 of 84 Assessment o Ensuring hea*th and we**eing is maintained/ particu*ar*+ ,or data entr+ operators. A. ist and ep*ain at *east > di,,erent t+pes o, pa+ro** s+stems %anua*  where pa+ro**s are prepared + hand. These are most suita*e ,or ver+ sma** organisations where there ma+ on*+ e one or two emp*o+ees. So,tware  the pre,erred approach ,or handing pa+ro**. %ost usinesses wi** use so,tware to organi5e a** o, the tasks o, preparing and managing a pa+ro**. (a+ro** so,tware o,ten requires minima* input ,rom the emp*o+er ecept to input emp*o+ee wage in,ormation and hours. The so,tware wi** then access in,ormation aout the emp*o+ee and ca*cu*ates pa+ detai*s and withho*dings automatica**+. Part 3 Case Study ABC Coffee Summary 8rand name "FC Co,,ee 6one o, the ,ranchise store Cross turno"er = 2u*+ >XX= to ?0 2une >XX> =/>00/000 Ad6usted net profit = 2u*+ >XX= to ?0 2une >XX> NJ/000 = 2u*+ >XX> to ?0 2une >XX? 7J/000 6annua*ised pro9ection Monthly rent Current month*+ invoiceD =B/000 p*us ST Current month*+ outgoingD =/J00 p*us ST Current market promotion ,eeD J=0 p*us ST Stoc3 at Galue 4SAG5 "pproimate*+ A/000 %anagers 6= ,u**-time8 = part-time8 casua* > Cooks = "ssistant Cook  "ppro. @ Faristas8 B-7 1*oor Sta,,  6sta,, requirementD appro. =@ Sta,, rostered each week ec*uding %angers Seating Current seating provided in (*ant and Equipment inc*udes =0B seats and ?A ta*es Strengths Eisting usiness with *o+a* customer ase (rime *ocation in us+ shopping centre in rapid*+ growing area pportunities The opportunit+ to share in the success o, an instant*+ recognisa*e and high*+ success,u*  rand/ with a proven track record throughout "ustra*ia. Question  Fook time with +our assessor to do ro*e p*a+s to sol"e ! different customer complaints . You act as waiter8 waitress and +our assessor wi** e di,,erent angr+ customers. You are required to respond to and reso*ve these comp*aints according to organisationa* po*icies and  proceduresD • using negotiation techniques • using appropriate e+e-contact using a moderate tone o, voice in a ca*m manner  • • • • maintaining po*iteness at a** times #se appropriate communication ski**s to address and reso*ve customer comp*aints within the scope o, +our responsii*it+. • isten attentive*+ to their comp*aints and work with them to negotiate satis,actor+ reso*utions. • Check with the customers to ensure that the+ are happ+ with the pro*em so*ution. This might invo*ve vera*/ ,ace-to-,ace communication or te*ephone or emai* communication a,ter the event. • I, necessar+/ esca*ate the comp*aint to someone who can make suita*e decisions. #omplaint  @NIET Version 1.0Page 76 of 84 Assessment "n angr+ customer who has een waiting ,or his8 her ,ood ,or more than ?0 minutes. The da+ is ver+ us+ and the store does not have capacit+ to accept too man+ orders. #omplaint 2 You serve one customer/ ut the mea* is di,,erent with what the customer ordered. The customer ordered an e+e ,i**et/ ut +ou accident*+ took another customer3s rump stake to him8 her. #omplaint ! The customer 9ust sits down/ ut he8 she ,ind that the ta*e is ver+ dirt+. !e8 she is not happ+ and he8 she asks +ou to c*ean it immediate*+/ ut +ou 9ust aout to serve another customer. Items Satisfactory or not #omments using negotiation techniques using appropriate e+e-contact using a moderate tone o,  voice in a ca*m manner  maintaining po*iteness at a** times #se appropriate communication ski**s to address and reso*ve customer  comp*aints within the scope o, +our responsii*it+ isten attentive*+ to their  comp*aints and work with them to negotiate satis,actor+ reso*utions. Check with the customers to ensure that the+ are happ+ with the pro*em so*ution. This might invo*ve vera*/ ,ace-to-,ace communication or te*ephone communication event. or emai* a,ter the I, necessar+/ esca*ate the comp*aint to someone who can make suita*e decisions. @NIET Version 1.0Page 77 of 84 Assessment &ecommendationD Case = Investigate *ead times o &e-priorities de*iver+ schedu*es. o Train sta,, to provide more accurate de*iver+ data to c*ients o Case > Train sta,, aout the menu o Ensure the de*iver+ is accurate o %ake sure sta,, ep*ain and apo*ogies o Case ? Train sta,, aout po*ic+ o Check capacit+ o Sta,, training o Question 2 ",ter +ou so*ve those pro*em/ +ou are required to think aout these issues and provide recommendation. :iscuss those issues and recommendation with +our assessor and write a customer ser"ice policy  ,or "FC Co,,ee ,or those ? areas 6take order/ serve customer/ maintain a c*ean environment. The organisation has its own :ocument St+*e uide. (*ease see the detai*s e*ow. @NIET Version 1.0Page 78 of 84 Assessment A8# #offee )ocument Style Cuide Purpose and scope In accordance with the "FC In,ormation (o*ic+/ these procedures descrie the requirements ,or producing and storing ,orma* documents in a consistent ,ormat through appropriate st+*ing/ consistent document handing procedures and appropriate protoco*s. 7esponsi$ilities "** "FC sta,, memers are responsi*e to ,o**ow the po*ic+ when creating ,orma* usiness documents. - The purpose/ tone/ ,ormat and communication st+*e o, the document shou*d e suita*e ,or the intended audience. "** documents shou*d e checked ,or readai*it+/ grammar/ spe**ing and sentence and paragraph construction e,ore the+ are distriuted. Copies and documents shou*d e ,i*ed sa,e*+ Style guide =. "** documents are to e distriuted even*+ >. The standard ,ont is Times ew &oman => ?. "** topics need to have c*ear heading @. :ates use date month +ear/ ,or eamp*e >J 2une >0=B A. :ocumentation shou*d e produced using %S )ord. This wi** ensure portai*it+ o,  ,i*es and consistenc+ o, operation. B. #se "@ page *a+out. 7. #se "ustra*ian spe**ing/ ,or eamp*e/ co*our/ organisation. &e,er to the %acquarie :ictionar+. Check that %S )ord is set to Eng*ish 6"ustra*ian. J. Time use == am/ =>.?0pm N. #se a ,riend*+/ c*ear st+*e. #se *anguage that is unamiguous/ inc*usive and nondiscriminator+. #ustomer Ser"ice Policy ur aim The "FC Co,,ee Customer Service (o*ic+ app*ies to a** "FC emp*o+ees  casua*/ p*art-time/ ,u**-time/ permanent or temporar+. It is the aim o, "FC to provide our customers with the highest *eve* o, customer service at a** times/ In order to achieve this/ sta,, memers shou*d a*wa+s demonstrate the ,o**owingD (ro,essiona* courtes+ in a** dea*ings with interna* and eterna* customers o @NIET Version 1.0Page 79 of 84 Assessment o o o "ccurac+ and e,,icienc+ with regards to the products and services the+ promote and8 or provide "ccountai*it+ ,or their actions/ their dea*ing with customers and the service the+  provide E,,ective communication ski**s o Integrit+/ honest+ and re*iai*it+ o !igh *eve*s o, product and service know*edge )ealing with internal and eDternal customers o o o "** sta,, wi** provide interna* and eterna* customers with the same high *eve* o, service at a** times "** sta,, must show courtes+ to oth interna* and eterna* customers in a** situations "** sta,, must active*+ *ook ,or wa+s to enhance the customer service eperience "** impediments to the provision o, good customer service must e proper*+ addressed /he A8# commitment to deli"ering outstanding customer ser"ice standards "FC sta,, wi** e provided with communication ski**s training during their induction period to improve their genera* communication ski**s/ and customer service training on a regu*ar  asis to assist them in the provision o, e,,ective customer service. o )ealing with customer complaints Comp*aints made + "FC customers must e hand*ed in accordance with the customer comp*aints procedure. This is *ocated in the po*icies and procedures section o, the "FC intranet. Accounta$ilities "** "FC sta,, are epected to D (rovide high qua*it+ customer service at a** times o Identi,+ poor customer service standards o &eport poor customer service to their supervisor/ team *eader or manager  o %anagement mustD "ct immediate*+ i, poor customer service is rought to their attention + sta,,  o )here appropriate/ review customer service procedures o :ocument and report on this process/ where required o Question ! (repare rosters across three di,,erent roster periods 6J-==/ ==-@/ @-N ,or "FC Co,,ee. You need to prepare approimate*+ =@ sta,, rostered each week ec*uding managers. Current*+ +ou haveD • > %anagers 6= ,u**-time8 = part-time8 casua* • > Cooks • = "ssistant Cook  • "ppro. @ Faristas8 B-7 1*oor Sta,,  @NIET Version 1.0Page 80 of 84 Assessment (*ease use the roster temp*ate e*owD Ser"ice attendant Mon /ue (ed /hu 0=B Ca**s a meeting o, managers and the+  present and discuses p*ans ,or the ,o**owing +ear3s pro9ected *eve* o, activit+ :irector  The+ department managers work with the director to prepare an estimate ,or the department3s coming +ear. :epartment managers and director  =B %a+ >0=B Comp*eted udgets are presented + the :epartment managers department managers to their director ?0 %a+ >0=B >J "pri* >0=B @NIET Version 1.0Page 82 of 84 Assessment ,or review and approva*. 2usti,ication o, the udget request ma+ :epartment managers  e required in writing. In most cases/ the department manager ta*ks with their  director aout udget requirements. Income Ependiture (ro,it &einvest >0=A-=B =A0/000/000 =>7/A00/000 >>/A00/000 =B/J7A/000 >0=B-=7 =7>/A00/000 =@B/7>A/000 >A/77A000 =N/??=/>A0 >0=7-=J =NJ/?7A/000 =BJ/B=J/7A0 >N/7BA/>A0 >>/?=7/=JJ >0=J-=N >>J/=?=/>A0 =N?/J7A/000 ?@/BN>/=JJ >A/BN>/=JJ =A 2une >0=B >0=N->>B>/?A0/N?7 >>>/NNJ/>N7 >N/A=@/@J0 >N/A=@/@J0 1inancia* stai*it+D o increase revenue + =AM 6compared to the previous => months + the end o, the ,inancia* +ear  o %aintain annua* pro,it *eve*s o, =AM o, revenue ,or a** products and services/ ca*cu*ated at the end o, each ,inancia* +ear  o &einvest 7AMo, pro,it ack into the usiness at the end o, each ,inancia* +ear   et pro,it margin U net pro,it8revenue !:-&&?!%:&2=00 U=0.@M  et pro,it ratio U net pro,it8revenue U =?/NAA8=?@/A>0U0.=0@ Cash ,*ow return on assets U cash ,*ow ,rom operation8 tota* assets U J?/=J?8>BN/7J= U 0.?= &eturn on owner3s equit+ ratioU net pro,it8 owner3s equit+ U =?/NAA8>A>/?00U0.0B !ori5onta* ana*+sis *ooks at the changes in each item o, the ,inancia* statements in ? wa+sD o The change in aso*ute monetar+ va*ue o The percentage change ,rom the va*ue o, previous period o )hether the change was ,avoura*e or un,avoura*e ,or the organisation The great impact on usiness3s pro,it and *oss are pa+ment to supp*iers/ sa*aries and marketing ,ee. The tota* income increases ever+ +ear. The ma9or variances are pa+ment to supp*iers and inventoriesL when the gap is too ig/ it wi** a,,ect compan+ to make accurate udget p*an. Trends ma+ e identi,ied + p*otting ke+ ratios on a graph/ giving a visua* representation o, changes happening over time ,rom di,,erent ,inancia* periods/ The cash,*ow ratio  provides the in,ormation that he*ps managers to ,orecast their organisation3s cash,*ow. @NIET Version 1.0Page 83 of 84