Part B – Case Study Scenario Company Background Bazaar Ceramics Studio has been operating for 20 years. We started as a small collective, operating in the picturesque township of Hahndorf, South Australia – known for its quality arts and crafts. Over the years the studio has passed through several transformations. In the first 7 years of its existence – as a co-operative, it was well known for producing quality domestic ware and fine individually designed art pieces. Each member of the co-operative was responsible for designing, throwing, glazing and firing their own work. A gallery director was employed to look after the gallery and all aspects of marketing. As the reputation of the studio grew nationally, and production expanded to meet demand, the structure of the business changed to its present form. Kim Hayward bought the business and moved into larger premises in Stepney, Adelaide. The production staff increased and currently includes a production manager, 2 full time ceramic designers and 6 production potters. Bazaar Ceramics has a wide range of products to meet the needs of clients both nationally and internationally. The studio produces exquisite one-off sculptural pieces for the individual and corporate collector. Commissions make up approximately 40% of this work. These pieces can be found in board rooms, international hotels and private homes as far away as the US and Germany. Bazaar Ceramics also produce unique, individually designed domestic ware, including full dinner sets and ovenware. The Products The current range of products consist of one-off ceramic forms (e.g. vase and bottle forms and dishes) using several traditional glazes that are highly prized amongst ceramic collectors. These include: Copper RedReduced LustreCeladonJun The other area of ceramic production is the “domestic” ware range. These pieces are also individually designed, and hand crafted to the highest quality, however unlike the individual art pieces, our customers can purchase entire dinner, coffee and ovenware in a range of designs. Products available in this range include: Earthenware dinner sets in a range of brightly colored contemporary designsStoneware tea and coffee setsStoneware oven and serving dishes Job Profiles Title:Business ownerReports to:nilSubordinates:Gallery Director/Manager Marketing and SalesManager FinanceManager ProductionMajor activities:Overall direction and scope of the companyEstablishes business objectives – in consultation with managersAuthorises capital expenditureEmploys staff and negotiates contractsEstablishes distribution channels – in consultation with Manager Marketing and SalesNegotiates with suppliersSets wages, commissions, and incentivesRemuneration basisBased on profits (Profit = revenue – expenses) Title:Gallery Director Manager Marketing and SalesReports to:Business ownerSubordinates:nilMajor activities:Develop marketing and sales plansResponsible for external perception of company imageNegotiates sales with customers – receives most of the customer ordersResponsible for customer serviceFollows up sales leadsWorks from the shop sales counter most daysMonitors sales targets and achievementApproves new designs of productsRemuneration basisRewarded for increased total sales (revenue) Title:Manager FinanceReports to:Business ownerSubordinates:nilMajor activities:Produce financial reportsMonitors profitability and costsEstablishes minimum pricingMonitors local inventory investmentAuthorises accounts for regular customersResponsible for setting discount pricing for old stockRemuneration basisRewarded for high Return on Investment (ROI) Title:Manager ProductionReports to:Business ownerSubordinates:Local workers (three) Remote workers (three)Major activities:Coordinate the production of goods Orders raw materials for local workers Coordinates dispatch of delivered goodsCoordinates the receipt of goods from remote workersRemuneration basisRewarded for high productivity of local and remote workers Rewarded for low production costs (expenses) Title:Local workersReports to:Manager ProductionSubordinates:nilMajor activities:Designs productsProduces productsRemuneration basisBase wage, plus minimal commission on products that the worker has manufactured, and the shop has sold. Title:Remote workersReports to:Manager ProductionSubordinates:nilMajor activities:Designs productsProduces productsOrders own raw materialsPays for costs associated with running their remote locationPacks and freights products to the shop or direct to customersRemuneration basisMinimal base wage. Significant commission paid on products that the worker has manufactured, and the shop has sold. Remote workers receive higher commissions than local workers. Organisational chart Mission Statement Bazaar Ceramics is committed to producing unique, evocative contemporary Ceramic Art of the highest technical quality. Our Goals To produce unique hand-crafted pieces for the individual and corporate collectorTo showcase the best of Australian Ceramic Art and DesignTo provide an extensive range of well-crafted and designed domestic wareTo showcase technical excellence in ceramic technology Strategic Direction 6.1 Critical Issues Bazaar Ceramics is Facing In determining our strategic direction for the next five years, the following points have been considered: Our business has been growing steadily over the last five years. This is due in part because of our new marketing focus towards the International ceramic art market. This has had a flow on effect in terms of our overall local and international profile.Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaign.The main source of revenue continues to be from gallery sales.Direct retail sales achieve the highest mark-up.Sales to account customers are growing steadily but these are mostly interstate and overseas client who find the current arrangements for purchasing cumbersome. Many have suggested we develop a website to streamline the process.Our competitors continue to make inroads into the E-Commerce technology and there is evidence that we will be left behind if we don’t embark on this marketing tool. 6.2 Current Status We are continuing to grow our reputation for unique highly sought-after collectable ceramics and professionally designed domestic ware. The key to this success is maintaining the highest technical and artistic standards and investment in marketing our products correctly. 6.3 Longer Term Vision We will continue to produce fine contemporary domestic ware; however, we consider it is the art market where we have the greatest potential for growth. To grow in this area, it is important to establish a strong international reputation. This gives our work credibility on the national stage as well. The marketing manager recently wrote a convincing report on the benefits of the Internet as a marketing and sales tool. We therefore intend to adopt this strategy to increase our profile nationally and internationally, reduce traditional advertising costs, streamline sales and get greater feedback from customers – both retail and wholesale. 7. Strategic Plan 7.1 Environmental Analysis Internal Environment Strengths: Bazaar Ceramics Studio has been operating for 20 yearsWide range of productsSells exclusive art piecesEstablished customer baseResponsive to the requirements of their clientsUnique and contemporary productsGrowing reputationNiche marketOutstanding business growth over last five yearsIncreased sales by 233% in last five yearsExceeding targeted sales growthInternational demand for productCeramic designers and gallery director communicate regularlyHigh quality productSales to account customers are growing steadilyProducts are made to the highest technical and artistic standardsExisting IT infrastructure Weaknesses Cost of selling product (manual processes)Ordering of products must be done in person, by phone/fax, or by emailOrdering process time consumingReturn on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaignThe main source of revenue continues to be from gallery sales (in person)Interstate and overseas clients find the current arrangements for purchasing cumbersomeNo IT or technical staff employed by Bazaar CeramicsIncreased employee numbers have increased fixed costs of the businessThe showroom has increased fixed costs dramatically in the last three yearsNegative return on investment in the last three yearsDecline in mark-up on product in the last five yearsCost of goods sold has increased over last five yearsShowroom not big enough to display all productsProduction of unsaleable productsInability to capture sales information about popular productsDouble handling of products made by remote workersAny advertising brochures become quickly out of date due to uniqueness of each productOrders from international customers entails time zone differencesInability of international customers to order by phone (time zone differences)Only personal customers can view products adequatelyManual order forms (costs of printing)Time consuming to fill in order forms for phone/fax ordersStaff can make errors transcribing information onto forms (5% errors)Redundant information due to multiple forms External Environment Opportunities: Business expansionExpand into national marketFurther expansion into the international marketCustomer requests to provide online ordering facilitiesCreate communication and product websiteCreate website to market products (brochure site)Decrease marketing costsIncrease profileCreate website to sell products (e-Commerce technology)Increase customer baseIncrease business reachEstablish a strong international reputation in the ‘art market’Move to smaller showroom to reduce fixed costsGather and incorporate more feedback from customers Threats Competition: Competitors continue to make inroads into the e-Commerce technologyCompetitors have a pricing advantage because of their website (reduced marketing and sales costs)Fear of being ‘left behind’ by competitors if website is not implementedHigh advertising costsHigh value of Australian dollar is a constraint to exporting into international marketsProducts less affordable to overseas customersGrowing bargaining power of account customers (25% discount fair?) 7.2 Critical Issues and Strategic Objectives Critical Issue 1: Gallery costs Strategic Analysis: Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaignThe main source of revenue continues to be from gallery sales (in person)Cost of goods sold has increased over last five yearsThe showroom has increased fixed costs dramatically in the last three yearsStrategic Objective: Explore alternatives to selling in gallery sales Critical Issue 2: Manual processes Strategic Analysis: Manual order formsCost of selling product (manual processes)Ordering processes time consumingStaff can make errors transcribing information onto forms (5%mistakes)Redundant information due to multiple formsStrategic Objective: Automate processes for employees Critical Issue 3: Double handling of Products Strategic Analysis: Double handling of products made by remote workersStrategic Objective: Develop direct shipping processes from remote workers to client All the above could come under one heading “production costs” with strategic objective: automate production processes where possible and improve efficiency in handling goods. Critical Issue 4: Pressure on profit Strategic Analysis: Increased employee numbers have increased fixed costs of the businessThe showroom has increased fixed costs dramatically in the last three yearsNegative return on investment in the last three yearsDecline in mark-up on product in the last five yearsManual order forms (costs of printing)High advertising costsExchange rateStrategic objective: Reduce fixed costs Critical Issue 5: Ordering process for customers Ordering of products must be done in person, by phone/fax, or by emailOrdering process time consumingInterstate and overseas clients find the current arrangements for purchasing cumbersomeOrders from international customers entails time zone differencesInability of international customers to order by phone (time zone differences)Time consuming to fill in order forms for phone/fax ordersStrategic Objective: Automate ordering process for customers Critical Issue 6: Lack of IT support Strategic Analysis: No IT or technical staff employed by Bazaar CeramicsStrategic Objective: Hire IT staff Critical Issue 7: Lack of showroom space Strategic Analysis: Showroom not big enough to display all productsStrategic Objective: Explore alternatives to gallery display Critical Issue 8: Inadequate sales information Production of unsaleable products: Inability to capture sales information about popular productsStrategic Objective: Improve feedback mechanism from customers Critical Issue 9: Advertising processes cumbersome Strategic Analysis: Any advertising brochures become quickly out of date due to uniqueness of each productStrategic Objective: Find alternative methods of advertising Critical Issues 10: Competition Strategic Analysis: CompetitionCompetitors continue to make inroads into the e-Commerce technologyCompetitors have a pricing advantage because of their website (reduced marketing and sales costs)Fear of being ‘left behind’ competitors if website is not implementedGrowing bargaining power of account customers (25% discount fair?)Strategic Objectives: Explore opportunities to improve competitiveness 8. Computing Infrastructure Company IntranetItemSpecificationsLAN InfrastructureEthernetWAN infrastructureFibre connected to the InternetServer (1)1.4 GHz (64-bit processor) or faster for single core 1.3 GHz (64-bit processor) or faster for multi-core Server softwareItemSpecificationsOperating SystemWindows server 2019Web serverMS IISEmailMicrosoft Exchange Server PC softwareItemSpecificationsOperating SystemMS Windows 10Web browserGoogle ChromeEmailMS outlookVirus checkerAvast Bazaar Ceramics has an office/shop/workshop. This area has a basic network setup.Some employees are remote workers – this means that that they work from their own home.All employees have PCs, Internet access and email accounts.There are no IT or technical staff employed by Bazaar Ceramics. If part of the computing infrastructure needs maintenance or upgrades, Bazaar Ceramics contact a service provider.Bazaar Ceramics would like to move away from this situation. 9. Project Brief You are employed as an analyst, project manager and a developer. In other word you will be responsible for all aspects of project implementation which may include: Develop and communicate mission and vision statementExamine organisational environmentSet objectives and targetsDevelop action plansReview and implement strategic plan Your task is to review the Strategic direction, Strategic Plan, Critical Issues, Strategic Objectives and the current system of Bazaar ceramics. You are then to prepare a solution report based on your recommendations for improvements. The Client The owner of the company – Kim Hayward – has become increasingly aware of the importance of the Internet as a marketing and sales tool. Many of their competitors and industry partners now have websites and Kim has decided that in order not to be left behind, the company must develop a web presence. Bazaar Ceramics are seeking to develop a dynamic website and shopping cart that enables new and existing customers to select products for purchase. A web presence will enable them to showcase their wares, increase sales and enable feedback from potential customers. You have been asked to develop their dynamic website and shopping cart. The project will be implemented over a number of assessments. ***deleted*** Task requirements This assessment task requires you to create strategic in alignment with organisational Information and Communications Technology (ICT) goals and strategies. The assessment activities are mentioned within the assessment task. Part 1: Develop and communicate mission and vision statement Instruction A Mission Statement defines the company’s business, its objectives and its approach to reach those objectives. A Vision Statement describes the desired future position of the company. Elements of Mission and Vision Statements are often combined to provide a statement of the company’s purposes, goals and values. A Mission Statement defines the company’s business, its objectives and its approach to reach those objectives. A good mission statement can surprise, inspire, and transform your business. They provide a clearly stated purpose of your business and the goals you have for succeeding. The best mission statements go hand-in-hand with corporate philosophy and culture and help guide a company from the present into the future. Notes to the students: After you have gone through the case study, you found that a strategic direction for the company needs to be formulated. The first strategic directions for any company to create its mission, vision and values statements and document them properly. Your task is to create mission, vision and values statements for your client Mr. Kim Hayward and present it to him for his approval. To complete this part of the task, you need to form a group of Your classmate can be a group member and your facilitator can play a role of Mr. Kim Hayward the owner of Bazaar Ceramics. In a team you need to carry out the following tasks and document them in a professional manner. Your tasks are (Please open the sample mission statement given to you in your resources folder and develop one in the space provided): Task 1. Develop a mission statement for the organisation that states the purpose, values and business activities Task 2. Develop a vision statement for the organisation that describes its future operation and success Task 3. Create a memo or meeting agenda or may be a signature sheet which shows that you had an active consultation with team members and management to develop the mission and vision statements. Which will state the date of the meeting, discussion topics etc. (Note: a sample has provided in your resources folder for you to follow. You may create the memo in the spaces provided or attach as a separate document.) Task 4. Document mission and vision statements (Note: in this task you need to create a professional document which will have the proper header and footer, document history and version control, purpose of the document, author of the document, approval by, date created, mission, vision and values statement etc. a sample has been provided in your resources folder for you to follow. You may create the document in the spaces provided or attach as a separate document) Task 5. Communicate mission and vision statement to stakeholders and other authorities in the organisation (note: in this task you need to create a memo or a feedback form or even an email messages for Mr. Kim Hayward to check, how did you go with your mission, vision and values statement. Provide a provision in your document to collect his feedback. please provide your communication evidence in the spaces provided or attach as a separate file). Deliverables Mission & Vision statement document Communication evidence Feedback or signature from the team members Part 2: Examine organisational environment Instructions Both internal and the external environment affects any business or and organisation. Therefore, before creating any strategic direction for any organisation these two factors must be checked and researched thoroughly for any future strategic directions. After you have successfully completed the first strategic direction for Bazaar Ceramics, the management wants you to move forward and continue in creating the strategic direction for Mr. Kim Hayward for him to do the successful future planning. Task 1. In this task you need to assess the current internal situation of the organisation, taking into account its strengths and weaknesses and list them in the spaces provided.Cost of selling product (manual processes)Ordering of products must be done in person, by phone/fax, or by emailOrdering process time consumingReturn on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaignThe main source of revenue continues to be from gallery sales (in person)Interstate and overseas clients find the current arrangements for purchasing cumbersomeNo IT or technical staff employed by Bazaar CeramicsIncreased employee numbers have increased fixed costs of the businessThe showroom has increased fixed costs dramatically in the last three yearsNegative return on investment in the last three yearsDecline in mark-up on product in the last five yearsCost of goods sold has increased over last five yearsShowroom not big enough to display all productsProduction of unsaleable productsInability to capture sales information about popular productsDouble handling of products made by remote workersAny advertising brochures become quickly out of date due to uniqueness of each productOrders from international customers entails time zone differencesInability of international customers to order by phone (time zone differences)Only personal customers can view products adequatelyManual order forms (costs of printing)Time consuming to fill in order forms for phone/fax ordersStaff can make errors transcribing information onto forms (5% errors)Redundant information due to multiple forms Task 2. In this task you need to assess the external environment of the organisation e.g. the competitors of Bazaar Ceramics. Taking into account what type of opportunities and threats they have from the external factors. Please list them in the spaces provided.Competition: Competitors continue to make inroads into the e-Commerce technologyCompetitors have a pricing advantage because of their website (reduced marketing and sales costs)Fear of being ‘left behind’ by competitors if website is not implementedHigh advertising costsHigh value of Australian dollar is a constraint to exporting into international marketsProducts less affordable to overseas customersGrowing bargaining power of account customers (25% discount fair?) Task 3. Trends and developments mean what new things they need to introduce for the future direction of the business. In this task you need to determine trends and developments which may be a big impact on the strategic direction of the organisation. Please list and explain all the trends and development which may impact in the strategic directions of Bazaar Ceramics in the spaces provided below. (Note: you may read the topics trend and development from this link: https://www.ibtimes.com/5-most-prominent-management-trends-21st-century-271373 and read the critical issues in your case study above, which will guide you through answering this.)The melting of barriers among nations and their increasing interconnectedness, accelerated by technology, has led to a change in the world order that has had a profound impact on global business. The emergence of nations such as India and China has replaced the era of unquestioned dominance of the Western countries or any one particular region, paving the way for a flattened business arena where developments in one part of the other are certain to have a spiraling impact. Perhaps the best evidence of this is the recent financial crisis. A recent 335-page study by the AACSB, the leading accreditation agency for business schools around the world, highlights the implications of this and asserts that rising expectations from business and society for graduates with global competencies, coupled with the increasing complexity and global connectedness of higher education, command the attention of business schools around the world. Technology If the current wave of globalization has been the driving force behind the most far-reaching and powerful changes in business, then information technology has indisputably been the facilitator. Drawing attention to the fact that four out of the top five companies in Businessweek’s annual list of most innovative companies are technology-driven businesses, Professor Teresa Amabile writes in Working Knowledge, Customers are courted and supply chains are managed via websites, social media, and email; marketing, manufacturing, and distribution processes are managed by sophisticated real-time information systems; colleagues working 12 time zones apart can see and hear each other as they work at their desks-or in airport lounges on opposite sides of the planet. Task 4. Critical issues are the barrier for any organisation to move forward. From your case study scenario above please determine and list down the critical issues that Bazaar Ceramics facing.Critical Issue 1: Gallery costs Strategic Analysis: Return on investment has decreased due to the high costs of running the gallery and maintaining our international marketing campaignThe main source of revenue continues to be from gallery sales (in person)Cost of goods sold has increased over last five yearsThe showroom has increased fixed costs dramatically in the last three yearsStrategic Objective: Explore alternatives to selling in gallery sales Critical Issue 2: Manual processes Strategic Analysis: Manual order formsCost of selling product (manual processes)Ordering processes time consumingStaff can make errors transcribing information onto forms (5%mistakes)Redundant information due to multiple formsStrategic Objective: Automate processes for employees Critical Issue 3: Double handling of Products Strategic Analysis: Double handling of products made by remote workersStrategic Objective: Develop direct shipping processes from remote workers to client All the above could come under one heading “production costs” with strategic objective: automate production processes where possible and improve efficiency in handling goods. Critical Issue 4: Pressure on profit Strategic Analysis: Increased employee numbers have increased fixed costs of the businessThe showroom has increased fixed costs dramatically in the last three yearsNegative return on investment in the last three yearsDecline in mark-up on product in the last five yearsManual order forms (costs of printing)High advertising costsExchange rateStrategic objective: Reduce fixed costs Critical Issue 5: Ordering process for customers Ordering of products must be done in person, by phone/fax, or by emailOrdering process time consumingInterstate and overseas clients find the current arrangements for purchasing cumbersomeOrders from international customers entails time zone differencesInability of international customers to order by phone (time zone differences)Time consuming to fill in order forms for phone/fax ordersStrategic Objective: Automate ordering process for customers Critical Issue 6: Lack of IT support Strategic Analysis: No IT or technical staff employed by Bazaar CeramicsStrategic Objective: Hire IT staff Critical Issue 7: Lack of showroom space Strategic Analysis: Showroom not big enough to display all productsStrategic Objective: Explore alternatives to gallery display Critical Issue 8: Inadequate sales information Production of unsaleable products: Inability to capture sales information about popular productsStrategic Objective: Improve feedback mechanism from customers Critical Issue 9: Advertising processes cumbersome Strategic Analysis: Any advertising brochures become quickly out of date due to uniqueness of each productStrategic Objective: Find alternative methods of advertising Critical Issues 10: Competition Strategic Analysis: CompetitionCompetitors continue to make inroads into the e-Commerce technologyCompetitors have a pricing advantage because of their website (reduced marketing and sales costs)Fear of being ‘left behind’ competitors if website is not implementedGrowing bargaining power of account customers (25% discount fair?)Deliverables Explanation and answers to the above topics Part 3: Set objectives and targets in a strategic plan Instructions Strategic planning is an organization’s process for defining their strategy so that they can accomplish specific goals and objectives. Strategic planning may be utilized on a large scale, such as planning for business growth over several years or to help a non-profit or governmental organization reach its stated mission. A strategic plan can also be used on a smaller scale, such as crafting a marketing plan or developing strategy for the goals of one department within a business or organization. Notes for the students: In this task you need to create a strategic plan for your client Bazaar Ceramics for them to give a future business direction and overcome and solve the problems associated with the critical issues that you have identified in your previous activities. Your strategic plan must include the following: strengths, weaknesses, opportunities, threats (SWOT) and critical issues facing the organisation in the strategic plan documentUse critical issues to develop objectives and targets for the organisation after active consultation with team members and managementstrategies that meet organisational objectives and reflect overall organisational mission and valuesEnsure strategies are obtainable, realistic and able to meet basic mission critical parametersDetermine constraints associated with the strategies and objectives developedInclude strategies, objectives and constraints in strategic plan documentation Parts of a Strategic Plan One way to think about strategic planning is that it identifies any gaps between a current state and desired future state, and then dictates how to close those gaps — how you get from where you are to where you want to be. To that end, various factors are taken into consideration in order to formulate an effective plan. Here are some of the elements often included in a strategic plan. The following two guidelines will help you to create your strategic plan for Bazaar Ceramics. Also, a sample strategic plan document is given in your resources folder for you to follow: Strategic Plan guidelines 1: parts of a Strategic Plan Cover pageTable of ContentsDocument history and version controlPurpose of the documentExecutive Summary: This final summary helps employees, investors, or other readers quickly understand your plan. No matter what type of strategic plan you are working on, using a template provides a simple and quick outline to organize your process. In the following sections, you’ll find free, downloadable planning templates for business, non-profit, human resources, marketing, IT strategic planning, and more.Introductory Statement: The introductory statement should briefly describe why the strategic plan was developed and for what time period and list the authors of the plan.Problem Statement: Some plans include a problem statement, which can outline key or discrete issues that need to be addressed.Background Statement: This section may provide information about the organization, such as history, management structure, and supporting partners or agencies. Alternatively, you could use this section as a brief business statement — more of an elevator pitch — to concisely describe your business.Organizational Structure: Include this information if it’s relevant to evaluate how your business or organization operates and is structured, from governing board to staffing.Vision: A vision statement should briefly describe what a company wants to achieve or become. This is one of the primary organizational tenets to consider, along with values and mission.Values: These are the principles that an organization stands for and abides by. Many businesses create core value statements to guide company culture.Mission Statement: A mission statement describes the purpose of a business or organization. This is distinct from a vision statement because it is not a projected goal for the future.SWOT Analysis: A SWOT analysis provides a foundation and context for developing strategy by examiningthe strengths and weaknesses within and organization as well as external opportunities and threats.Goals: As stated earlier, a strategic plan may include long-term as well as short-term (i.e, monthly or quarterly) goals. Objectives should be measurable and broken down into actionable steps, and the action plan for each goal should specify who is responsible for implementing the strategy, a timeline for starting and ending the action, and how the outcome will be evaluated.Evaluation: Methods for evaluation should be spelled out in the strategic plan. This could includetracking key performance indicators (KPIs) and documenting the progress of action steps on an ongoing basis.Conclusion and recommendation Strategic Plan guidelines 2: Contents of a strategic plan document: Cover pageTable of ContentsDocument history and version controlExecutive summary – A summary of the plan; you may wish to make this summary something you can promote outside the organisation, to build support and keep stakeholders informed.Introduction – The purpose of the plan; background about where the is in its development; brief statistics about the numbers of staff/volunteers; a description of service users (snapshot).Purpose – Cover the (new) mission, vision and values for the organisation – this is the backdrop for the plan; say how you use these important statements.Internal appraisal – Provide a concise review of the current health of the organisation; summarise the strengths and weaknesses and their implications; make sure you cover key achievements in the previous period. Ensure you provide an overview of governance arrangements.Future potential – Outline what the challenges are for the future (external opportunities, threats, other player potential, stakeholder needs etc.).Strategic aims and priorities for change for the next three years – Cover the main areas of work the organisation needs to focus on for the next three years. Each objective should have key tasks and outcomes associated with it – from which you can develop annual goals and teams and individuals can develop their work plans.Delivering the plan (resources and timetable) – This is where you need to be convincing about the organisation’s ability to resource the plan. Attach a budget and a ‘timeline’ to show when and how the strategic objectives will be met and how they will be managed (covering all the main areas of work of the organisation).Budget and time constraints – money and time required to implement the planConclusion and recommendationDeliverables Strategic plan documentation Part 4: Develop action plans Project Scenario After you have successfully completed the strategic plan for Bazaar Ceramics to overcome their critical issues, it’s now time to sit with Mr. Kim Hayward the owner of Bazaar Ceramics to review the strategic plan and ask his acceptance and sign-off to implement the plan. Instructions An action plan is a plan that contains enough detail to achieve an objective or goal. This typically includes an outline of goals, objectives, measurements, action steps and responsibilities for each step. In some cases, dates and budget are also included. Developing an action plan can help change makers turn their visions into reality and increase efficiency and accountability within an organization. An action plan describes the way your organization will meet its objectives through detailed action steps that describe how and when these steps will be taken. Your tasks are to develop an action plan for the management of Bazaar Ceramics and communicate with the owner of Bazaar Ceramics Mr. Kim Hayward your ideas and finding the actions for their critical issues they are facing. You need to complete the following tasks to achieve his goals: Task 1. Action plans are very important to implement the strategic plans in action. In this task you need to develop an action plan for the strategies and objectives you have identified in your strategic plan. You may work in a group of 2 to create this plan and don’t forget to create a meeting agenda to consult with your group member who will play as a role of a team member and your facilitator as Mr. Kim Hayward. Your meeting agenda must include the discussion topics you had discussed with your team members e.g. what is action plan, how to create one, what needed to be in the action plan etc. please keep provisions like participant name, date, agenda and signature column to prove that you had an active consultation with team members and management. (Note: a sample action plan has been added in your resources folder. You may follow that to create your action plan. You may paste your action plan in the spaces provided or attach as a separate document). Task 2. Checking always makes your work perfect. In this task you need to create a checklist to ensure that you have identified all the actions required to overcome the critical issues and the future directions for Bazaar ceramics. Also check that your action plans have clear, comprehensive and concise details. (Note: a sample has been provided for you in the resources folder for you to follow. You may create your checklist in the spaces provided below or attach as a separate document. Task 3. Check that action plans are adhered to (Note: in this task you need to create an office memo to notify all the team member about the action plan. Invite them to read the action plan thoroughly and create a provision in your office memo to collect feedback and the sign from the team members and the stakeholders of Bazaar Ceramics. A sample is provided in your resources folder for you to follow or you may create your own. You may create the office memo in the space provided or attach as a separate file). Task 4: Include action plans in strategic plan documentation (Note: in this task you need to open your strategic plan that you have created in the previous task and attach your action plan from this part of the activities before the conclusion and recommendation.) Deliverables action plan documentupdated strategic plan with action plan included to it Part 5: Review and implement strategic plan Instructions Strategy can be, defined in many ways, but generally involves setting an objective, the actions required to meet the objective, mapped against the necessary resources needed to execute the objective. The strategic planning review process explores the following questions with your existing strategic plan: What has worked and what hasn’t worked in the past 12 months?What has changed in your environment?What do we take out and what new things do we put into the strategic plan? The management of Bazaar Ceramics want your inputs to review and implement the strategic plan and the action plan you have created in the previous tasks and implement them. You need to complete the following tasks to achieve this review and implementation goal for Bazaar Ceramics: Note: To complete this task, you need to create the following documents and submit it with the other documents. Task 1. Review strategic plan with stakeholders and management (Note: review means checking that everything is in proper order and fulfilling the requirement by the client. In this task you may create a review checklist or a review report that states that you have successfully completed all the required tasks given by your client in the case study. Then sit with your stakeholders and management and collect their feedback and any amendments required. A sample review checklist is given in your resources folder you may follow or create your own. You may create the review checklist or the review report in the spaces provided below or attach as a separate document). Task 2. Incorporate changes and improvements as recommended (Note: suppose that Mr. Kim Hayward checked the strategic plan and the action plan that you have created and happy with the budget, time constraints and the strategies you have included in the action plan. But he is bit concerned that the work quality and the expertise of the team members and the new technology trends requirements are not listed neither mentioned anywhere. He requested if you can include the team expertise, technology e.g. hardware and software required in your strategic plan and also in the action plan before implementing it. Please update your strategic plan to incorporate changes and improvements recommend by Mr. Kim Hayward and include the newer technology hardware and software and the team members skills and knowledge required to implement the strategic plan.) Task 3: Implement action plans as set out in the strategic plan (Note: to implement any action plans it is highly required to create an implementation plan according to the action plan you have created. An implementation plan required you to mention the date, time, resources required, responsible person required to implement the plan. Please create an implementation plan according to your action plan and attach it after the action plan in your strategic plan. You may create the implementation plan in the spaces provided or create as a separate document). Task 4. Review and evaluate success of strategic plan after action plans have been implemented (Note: review can be a checklist or a review report. Please create either a checklist or a report based on the action plan and the success or failure of the implementation plan. Please include feedback and the evaluation from the client and sign-off for the successful implementation of your strategic plan.) Deliverables Action plan Implementation plan Review checklist Final Deliverables checklist Did the student successfully submit the following documents? Evidence Need to be collectedYNMission And Vision Statements Team Members and Management Consultation Consent Checklist Strengths, Weakness, Opportunities and Threats (SWOT) Analysis Strategic Plan Action Plans Review Checklist Implementation Of Action Plan Evaluate Strategic Plans Following Implementation Meeting minutes template: Minutes of Meeting Meeting Objective: Attendees: Venue: Date: No.Points DiscussedActions SuggestedTarget Date Signature of attendee 1: Signature of attendee 2: Signature of attendee 3: Signature of attendee 4:
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