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Assessor Assessment Pack

Develop Organisational Marketing Objectives

BSBMKG608

82 BSBMKG608 Develop Organisational Marketing ObjectivesAssessor Assessment Pack © Precision Group (Australia) Pty Ltd

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© Precision Group (Australia) Pty Ltd

BSBMKG608 Develop Organisational Marketing Objectives

Content in the Assessment Pack has been reproduced with kind permission from material produced and owned by the Department of Education, Training and the Arts.

83BSBMKG608 Develop Organisational Marketing Objectives Assessor Assessment Pack © Precision Group (Australia) Pty Ltd

Table of Contents


85 Assessment Delivery Assessor Information

Steps for Assessors

Assessment Agreement

91 Assessment Tasks

Context

Marking Schedule

121 Recording Record of Assessment

Unit of Competency and Assessment Requirements

127 BSBMKG608 Develop Organisational Marketing Objectives


Assessor Assessment Pack Assessment Delivery


Assessor Information

This Assessor Assessment Pack is designed to assist you in assessing Learners

completing the assessment for BSBMKG608 Develop Organisational Marketing

Objectives. It may refer to the simulated business, Bounce Fitness and contains

examples of what is in the Learner Assessment Pack, suggestions for assessing and

the parameters of information required to provide a ‘Satisfactory’ or ‘Needs More

Evidence’ decision. Notes, key points, and answers to guide and assist you are

contained in this version, but are not in the Learner version. If you prefer to use the

business of the Learner, simply substitute that business name.

The simulated business, Bounce Fitness, is accessed by going to http://bounce.

precisiongroup.com.au. You will have been given an access code for each Trainer/

Assessor Pack that you purchased. You will also have received an access code for

each Learner Pack that you purchased. Access is valid for 12 months from the date of

first log in. If you require access after this time, it may be purchased by going to http://

www.precisiongroup.com.au.

Each Learner has a Learner Assessment Pack and that is where it is intended that they

will complete their assessment tasks using the simulated business, Bounce Fitness. If

you prefer to use the organisation of the Learner or your own business model, simply

inform the Learner and request that they replace references to Bounce Fitness with

the name of your preferred organisation.

Each Assessor Assessment Pack is made up of three parts:

Assessment Delivery

Assessor Information

Steps for Assessors


Assessment

Tasks

Context

Marking Schedule

Recording

Record of Assessment

Copy of Unit of Competency

Copy of Assessment Requirements



Before you commence assessing, ensure that you have a good knowledge of the

subject, the assessment requirements, situation of the Learner, and the expectations

of the industry to which the assessing is related.

Most assessments are designed to be completed using the simulated business, but

your Registered Training Organisation (RTO) may prefer to use the industry of the

Learner or their own business model.

Learners may be required to demonstrate knowledge and skills which may be difficult

for the Assessor to witness. An Evidence Record is supplied which will allow the

knowledge or skill to be verified by at least one third party signatory and preferably

two or more. These witnesses would usually be current or recent supervisors, or you,

the Assessor.

As you encounter each task, explanations are made and it is up to you to use your

experience and background knowledge of assessing theory to make a judgement as

to whether it is sufficient and credible.

Remember to be governed by the guidelines of the RTO for whom you are assessing.

This organisation will have quality assurance documentation defining standards and

processes to which you must adhere.

Records must be kept of all aspects of the assessment in the Learner Pack. This will

all evidence the ‘why’ of your judgement. Keeping detailed notes is vital, as is the rationale for judgement. Be sure to keep records of any reasonable adjustments to

the Assessment Task/s that you may have applied.

The way you record all information is crucial. It is essential that you ask:

1. What did you see or hear? Write it down!

2. How does this vision or information relate to this unit? Write it down!!

3. What professional judgement did you make? Why? Write it down!!!

The record of assessment is a legal document and must be signed, dated, and stored

as required by your RTO.

Please note that while each performance criterion has been noted, holistic assessment

is desirable. It is in the interests of accuracy and credibility that all performance criteria

are included. Individual gaps in performance are able to be noted more effectively if

necessary.



Steps for Assessors

Before you receive the completed Learner Assessment Pack:

1. Carefully study the unit topic, Assessment, and industry. Investigate the

simulated business or conduct conversations with employers as appropriate,

to understand any processes, policies, or procedures that may be necessary

for Learners to know, and to which they may refer. Understand the industry

requirements and how any legislative requirements impact on their organisation.

You will need this information to properly assess their employees.

2. Explain the conditions of assessment to the Learners and complete the

Assessment Agreement.

3. Prepare your Tasks to contextualise the Assessment to meet the needs of the

industry for which you are providing the training. You may prefer to print these

and include them with this Assessment. In the Assessor Assessment Pack

Recording section, note your additional Tasks and mapping under the Context

Detail heading, to enable you to record the Learner Assessment results for the

contextualised Tasks.

Conducting the Assessment:

1. Prior to commencement of the Assessment, Learners will be given their copy

of the Learner Assessment Pack and access to the simulated business. They

will have discussed with you the Assessment format and have signed the

Assessment Agreement.

2. At this stage you will commence assessing any Tasks against the Assessment

Marking Schedule supplied. If you are not using the simulated business for

assessment, you will need to have obtained information from the employer.

Because there is so much diversity, it is impossible for all variations and

permutations in legislation, codes, awards, organisational processes, etc. to

be included here. Again, it is your judgement that will decide if the response to

questions and Tasks is sufficient.

Recording Sheets for Tasks have been provided. Please record each Learner’s

information and outcomes in their Learner Assessment Pack and ensure that

you include your justification for your final decision. There must be enough

detail to allow anyone who was not involved in the process to understand your

judgement.

3. Once Learners have completed and returned their Assessment to you, you will

arrange a time with them for the feedback discussion and to advise if there

are any further steps for them to take. Learners have the right to appeal any

decision.



Have you signed off:

Classroom

Small Group

One-on-One

Online

Other (please describe)

Learner’s Organisation – Pre-assessment meeting conducted

Simulated Business

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the business development - marketing field of work and include access to:

• Examples of previous marketing strategy, analyses and plans

• Office equipment and resources

• Relevant legislation, regulations, standards and codes

• Case studies and, where possible, real situations.

Assessors must satisfy NVR/AQTF assessor requirements.

I confirm that the activities and assessment completed as part of this unit are my

own work and comply with all relevant copyright and plagiarism rules. I understand

that if there is any doubt of the authenticity of any piece of my assessment I can

be orally examined and the signatory of evidence records may be contacted.

Learner Name

Learner Signature Date

Assessor Name

Assessor Signature Date

Delivery Method

Assessment Method

Example OnlyComplete this section in the Learner Assessment Pack for each Learner.



Assessment Conditions


Assessor Assessment Pack Assessment


Tasks

Learners are required to complete all tasks as instructed. Consider evidence as

required by tasks and use accordingly to contextualise and meet the needs of each

Learner.

Contextualisation of Assessments by RTOs

Precision Group recommends to all RTOs that they contextualise with additional tasks

to suit particular industry requirements and specific organisational requirements.

Contextualisation must retain the integrity of the assessment and the outcome of the

unit of competency.

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Example OnlyThe Learner must complete these tasks on their own paper.

To be assessed for this competency, you must demonstrate your ability to:

• Develop marketing objectives for an organisation including:

• Undertaking strategic analysis reviewing current marketing performance

• Formulating short and long term marketing objectives

• Develop a marketing risk management strategy.

The following Assessment Tasks must be completed by you to enable you to demonstrate these skills. These must be conducted:

Using the simulated business Bounce Fitness

or

In your own workplace if you are able to access all the documents and conduct all of the activities.

If you are using your own business, simply replace references to Bounce Fitness with the name of your organisation.

Ensure that you gain the approval of your choice with your Assessor before commencing.

The documents you will require if you are using the simulated business Bounce Fitness can be found on the Bounce Fitness website:

• Infrastructure tab / Bounce Strategy and Planning Documents / All

• Infrastructure tab / Current Projects folder / Bounce Fitness Corporate Marketing Plan

• Infrastructure tab / Current Projects folder / Bounce Fitness Corporate Marketing Plan Review

• Infrastructure tab / Current Projects folder / Bounce Fitness ‘Fitness in Maturity’ Advertising Brief

• Infrastructure tab / Current Projects folder / Bounce Fitness ‘Fitness in Maturity’ Advertising Brief Review

• Policies tab / Customer Relationship Management folder

• Policies tab / Human Resources folder

• Policies tab / Quality folder

• Procedures tab / Administrative Procedures folder / Bounce Fitness Style Guide

You may also need to conduct further research.



Task 1 – Theory: Short Answer Questions

Task 1 requires the Learner to demonstrate their knowledge of how to conduct a strategic analysis to develop organisational marketing objectives. This involves reviewing the organisation’s internal and external environments, evaluating past and current marketing performance, and exploring and evaluating new marketing opportunities.

To enable you to do this, answer the following questions. If you require more space, use your own paper placing your name and group identifier at the top and the question number beside your answer.

If you use your own business, include copies of all documentation to which you refer to for your Assessor.

1a Summarise financial management techniques.

Assessor Assessment PackAssessor Assessment Pack


Task 1 – Theory: Short Answer Questions (continued)

1b Identify and briefly describe key provisions of relevant legislation, codes of practice and national standards affecting marketing operations.

1c Briefly discuss the principles and concepts of marketing and evaluation methodologies.

Assessor Assessment PackAssessor Assessment Pack



1d Compare and contrast strategic, operational and tactical analysis techniques.

Include copies of any documents to which you refer for your Assessor.



Marking Schedule

Key Points and Suggested Answers

Record what you saw or heard, how it related to the PC, your judgement, and why

you made that judgement in the Learner Assessment Pack. Also ensure that you

record your feedback .


Task 1 requires the Learner to demonstrate their knowledge of how to conduct a strategic analysis to develop organisational marketing objectives. This involves reviewing the organisation’s internal and external environments, evaluating past and current marketing performance, and exploring and evaluating new marketing opportunities.

To enable them to do this, they must answer the following questions. If they require more space, they may use their own paper placing their name and group identifier at the top and the question number beside their answer.

If they use their own business, they must include copies of all documentation to which they refer for the Assessor.

1a Summarise financial management techniques.

Financial Management Techniques

Financial management relates to internal organisational issues, such as the basic financial structure of the business and team performance. Financial management techniques are the basic actions that financial managers accomplish, at a general level, during the course of their duties, which encompass a broad range of actions and must take many variables into consideration in building their models.

What Are the Purposes of Business Finance?

Financial analysis allows business owners to use quantitative methods to measure an organisation’s performance. Business finance formulas help owners and managers measure cash inflows, return on major investments and the amount of time needed to earn back spent capital. Owners and managers also can create benchmarks to review against past performance or the industry standard.




Planning Software

The basic technique of financial management is to plan for the future. Therefore, the manager is to use models and statistical data to predict how the current financial structure of the organisation will endure over time. The real issue in using planning software is the sheer number of variables that must be inserted for any real model to provide useful information. The manager must take into account all relevant variables without using variables that overlap. For example, if, in a statistical model, a financial manager uses the variables of ‘government policy’ and ‘regulation’ as two variables, then the model will be harmed, since these are, in reality, one variable. The basic work here is clear thinking, economy of resources and lean variable definition. While highly technical, it does get to the heart of the discipline.

Managing Risk

One of the main areas where the basic software packages are programmed to perform is in the identification of risk. Financial planning is about forecasting risks and planning methods of dealing with them. For example, if a firm is considering buying oilfields in Nigeria, then the financial manager will collect data on the Nigerian oil industry. The risks that may show are the lack of coordination in government policy, shoddy equipment, substantial competition and the corruption in the industry. Political instability and ethnic violence will be other risk factors. The manager then performs a sophisticated cost and benefit analysis to see whether the projected profits could ever outweigh the risks in investing in that climate. The technique here is to take these risk variables and attach a real price tag to them.

Cost Forecasting

Financial managers and managerial accountants may worry about the value of assets, costs and risks over time. Financial managers must be regularly involved in forecasting any possible increase or decrease in cost. For example, if a financial manager is working for a firm that makes aluminium products, a government in Canada may be elected that wants to take steps to nationalise that country’s substantial bauxite reserves. Bauxite is the main ingredient in making aluminium. The manager then writes out a series of scenarios and their projected costs. If the government does nationalise, it needs to be determined if the cost of bauxite will go up, if the government is the contact in these matters and what the country’s record in government industries is. These are the main issues that will have to be addressed for an intelligent report to the board.




1b Identify and briefly describe key provisions of relevant legislation, codes of practice and national standards affecting marketing operations.

Legal and ethical requirements will include:

• Australian Direct Marketing Association (ADMA) Direct Marketing Code of Practice

• Australian E-commerce Best Practice Model

• Australian Government Policy Framework for Consumer Protection in Electronic Commerce

• Confidentiality requirements

• Copyright laws

• Defamation laws

• Free TV Australia Commercial Television Industry Code of Practice

• Anti-discrimination legislation and principles of equal opportunity, equity, and diversity

• Privacy laws

• Sweepstakes regulations

• Trade Practices Act.

There is a great deal of information on each in the Trainer Manual and in the Learner Resource, and the Learner should demonstrate a clear understanding and be able to make the relationship as to what impacts on what elements and how.

1c Briefly discuss the principles and concepts of marketing and evaluation methodologies.

Principles and Concepts of Marketing and Evaluation Methodologies

When evaluating marketing performance, organisations should measure marketing outcomes from the consumers’ points of view, include all marketing activities, measure across a continuous time period, and meet statistical and technical criteria required of all measurement systems.

To accurately measure the effectiveness of marketing activities, key performance indicators (KPIs) must be integrated within the business and management of the organisation.

To ensure meaningful comparisons among activities, organisations should employ a common scale, and measurement error must be quantified so that managers can react to changes in conditions.

Evaluating Marketing Performance

Organisations use various methods to evaluate marketing key performance indicators (KPIs) or metrics. Marketing Performance Measurement, Marketing Performance Management, Marketing Return on Investment (ROI), Return on Marketing Investment (ROMI), and Accountable Marketing are all metrics that organisations use to connect marketing performance to the financial performance of the organisation.




Using an established methodology to evaluate marketing effectiveness helps companies accurately measure performance and assess business needs.

In order for marketing KPIs to be integrated within the business and management of the enterprise, and ensure consistency and reliability across the marketing mix, they must meet these minimum requirements:

• Measure marketing outcomes from the consumers’ points of view

• Include all marketing activities

• Be repeated over time

• Meet statistical and technical criteria required of all measurement systems.

Consistency is Key

Marketing materials can be designed to inform, portray products and services attractively, and influence purchasing behaviour. The methods for evaluating the performance of, and responses to, these materials range from simple calculations measuring return on investment, to tallying the number of visits to a website. Since marketing campaigns are typically integrated across all channels (e.g., print, email, and social media), these channels are measured together to understand the overall effect on target markets.

To ensure meaningful comparisons among activities, brands, markets, and time periods, organisations may employ a common scale to analyse performance metrics. Using different measurements to evaluate different communications activities, competitors, and markets does not allow direct comparison and results in lost synergies. Organisations using formalised methodologies continually gather and monitor marketing data to understand where the marketing plan is strong and where it needs improvement. Long-term observation also brings true insight about unanticipated changes and ‘red flags’ in the data.

All measurement systems should take into account accuracy, repeatability, reproducibility, bias, data shifts, and data drifts. Measurement error must be quantified so that managers can react to changes in conditions, but not to changes due to measurement variation. Independent organisations evaluate the validity of commonly used measurement systems to produce standards and best practices for evaluating marketing and advertising data.

1d Compare and contrast strategic, operational and tactical analysis techniques.

Strategic

Strategic management provides overall direction to the enterprise. Strategy formulation requires examining where the organisation is now, deciding where it should go, and determining how to get it there. Strategic assessment involves situation analysis, self-evaluation, and competitor analysis, internal and external, micro-environmental and macro-environmental.





Objectives are determined by the results of the strategic assessment. These objectives should run parallel on a timeline, some short-term and others long-term. This involves crafting vision statements (long-term projections for the future), mission statements (describing the organisation’s role in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives. These objectives should suggest a strategic plan that provides details (tactics) for achieving these objectives.

Tactics

Strategy involves the future vision of the business; tactics involve the actual steps needed to achieve that vision. For example, a marketing strategy for a motel might be to develop a business package targeting travel agents that includes an e-commerce solution. Tactics are practical steps for implementing strategy. Other tactics for the Bounce Fitness Corporate Marketing Plan strategy might include:

• Building a list of local business in each area

• Preparing a business incentive scheme to develop addition users (family of corporate members)

• Outlining how they can use the Bounce Fitness website to make appointments and keep up-to-date

• Personally visiting the businesses to follow up

• Monitoring the response to determine if the sales target is met.

One can see from this that strategy always comes first, followed by tactics. For example, a value-based commitment to environmentally responsible fitness centres could be reflected strategically by working toward ISO 14001 Environmental Management System certification and tactically by incorporating energy efficient showers and solar panel in each Centre.

Operational Control

Operational control regulates the day-to-day output relative to schedules, specifications, and costs. Are products and service output high-quality and delivered on time? Are inventories of raw materials, goods-in-process, and finished products being purchased and produced in the desired quantities? Are the costs associated with the transformation process in line with cost estimates? Is the information needed in the transformation process available in the right form and at the right time? Is the energy resource being used efficiently?

Operational control can be a very big job, requiring substantial overhead for management, data collection, and operational improvement. The idea behind operational control is streamlining the process to minimise costs and work as quickly and efficiently as possible.




Strategic Planning

Strategic planning is an organisation’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. Generally, strategic planning deals, on the whole business, rather than just an isolated unit, with at least one of following three key questions:

• What do we do?

• For whom do we do it?

• How do we excel?

Typically strategic choices look at 3 to 5 years, although some extend their vision to 20 years (long term). Because of the time horizon and the nature of the questions dealt, mishaps potentially occurring during the execution of a strategic plan are afflicted by significant uncertainties and may lie very remotely out of the control of management (financial crisis, geopolitical shocks, etc.). Those mishaps, in conjunction to their potential consequences are called ‘strategic risks’. Untapped opportunities can also be seen as strategic risks, but we will not analyse those upward-risks aspects at this time.

Tactical Planning

Tactical planning is short range planning emphasising the current operations of various parts of the organisation. Short Range is generally defined as a period of time extending about one year or less in the future. Managers use tactical planning to outline what the various parts of the organisation must do for the organisation to be successful at some point one year or less into the future. Tactical plans are usually developed in the areas of production, marketing, personnel, finance and plant facilities. Because of the time horizon and the nature of the questions dealt, mishaps potentially occurring during the execution of a tactical plan should be covered by moderate uncertainties and may lie closer to the control of management (next year shipping prices, energy consumption, but not a catastrophic black-out, etc.) than strategic ones. Those mishaps, in conjunction to their potential consequences are called ‘tactical risks’.

Operational Planning

Operational planning is the process of linking strategic goals and objectives to tactical goals and objectives. It describes milestones, conditions for success and explains how, or what portion of, a strategic plan will be put into operation during a given operational period.

An operational plan addresses four questions:

• Where are we now?

• Where do we want to be?

• How do we get there?

• How do we measure our progress?




Operational Risks

Operational risks are those arising from the people, systems and processes through which an organisation operates and can include other classes of risk, such as fraud, legal risks, physical or environmental risks. Operational risks are those resulting from inadequate or failed internal processes, people and systems, or from external events (floods, fire). A dam failure, a black-out (man-made or natural external hazard), and explosion in a processing plant are all operational hazards generating operational risks.

Since upper Management generally have a better understanding of the organisation as a whole than lower level managers do, upper Management generally develops strategic plans. Because lower level managers generally have better understanding of the day-to-day organisational operations, generally they develop tactical and operational plans. Because strategic plans are generally longer term and are surrounded by more uncertainties in terms of their occurrence and consequences.

However, despite their differences, strategic, tactical and operational planning is integrally related. Managers need both tactical and strategic planning programs, and these programs must be closely related to be successful.

Strategic Business Analysis

Strategic Business Analysis (aka Enterprise Analysis) encompasses all of the pre- work to identify business problems, define business opportunities, develop a business case, and recommend whether to initiate a project. This level of business analysis is relatively methodology independent. The only impact is the form in which the outcome is expressed.

Project Scope and Business Requirements.

Strategic Business Analysis defines the high-level concepts of the project which are less formal and postpone details until the developers need them. In either case, those performing this level of business analysis need a broad set of tools and techniques to ensure that the resulting projects support the organisation’s business goals and objectives.

Tactical Business Analysis

Tactical Business Analysis targets the project level and is more the traditional ‘Business (System) Analyst’ role. This will impact this level of business analysis in two ways:

1. Timing of Analysis

2. Level of Detail of the Outcome




Tactical Business Analysis exists in traditional methodologies to ferret out Stakeholder Requirements based on the business requirements for the project. Tactical Business Analysis assumes sufficient knowledge of specific business analysis techniques to get the current job done. People who do not have a business analyst title often perform this function. Whoever is wearing the business analyst hat maintains a backlog of Stakeholder Requirements and decomposes them into improvement initiatives as the development team needs them. This moves all analysis results closer to their moment of impact.

Operational Business Analysis

Operational Business Analysis is the level most concerned with the business use of information technology. It uses Stakeholder Requirements in the traditional sense to define functional and quality and transition requirements. Developers themselves use business analysis techniques at this level to flush out the details of a Stakeholder Requirement or work item to the level of comfort they need. Which specific business analysis techniques work best depends heavily on the application.


Task 2 – Practical: Identify Strategic Direction

Task 2 requires the Learner to undertake a review of strategic marketing performance.

In order to show their competency in this area, they may use the Bounce Fitness Corporate Marketing Plan and the Bounce Fitness Vision, Mission and Values.

If the Learner is completing their Assessment on an activity in their own business, they must provide a copy of these from their business for you.

The answers supplied by the Learner must include the following which is a guide. Use your experience, question the Learner (or their manager during the Evidence Record interview if appropriate), conduct further research and make your judgement.

2a How the goals of the Bounce Fitness Corporate Marketing Plan meet the requirements of the strategic organisational documents and intended strategic direction of Bounce Fitness.

Discussion of how the goals of the Corporate Marketing Plan and the strategic documents of Bounce Fitness are aligned. The Learner should refer to the vision, mission, and values, the customer service policies, code of conduct, quality policies, and strategic marketing plans. The Corporate Marketing Plan does meet the needs in all aspects of the organisation. If the Learner argues otherwise, question them to ensure that they understand and that their comments have credibility. If the Learner has used their own organisation, confirm with their Supervisor during the Evidence Record interview.

2b Complete a situational analysis identifying factors impacting on the direction and performance of the business. This will also be used to support your marketing objectives for the Bounce Fitness ‘Fitness in Maturity’ initiative.

The situational analysis chosen by the Learner should accurately reflect the items that would be considered in this situation. Obviously the current interest of baby boomers in using health initiatives as benefits to increase motivation as well as health, greater interest in remaining healthy rather than relying on medicine would be factors. Look carefully at the information supplied by the Learner and using your experience, make your judgement. If the Learner has used their own organisation, confirm with their Supervisor during the Evidence Record interview.



Task 2 – Practical: Identify Strategic Direction (continued)

2c Identify the legal and ethical requirements that the organisation would have to have considered and managed in relation to Bounce Fitness.

Legal and ethical requirements will include:

• Australian Direct Marketing Association (ADMA) Direct Marketing Code of Practice

• Australian E-commerce Best Practice Model

• Australian Government Policy Framework for Consumer Protection in Electronic Commerce

• Confidentiality requirements

• Copyright laws

• Defamation laws

• Free TV Australia Commercial Television Industry Code of Practice

• Anti-discrimination legislation and principles of equal opportunity, equity, and diversity

• Privacy laws

• Sweepstakes regulations

• Trade Practices Act.

There is a great deal of information on each in the Trainer Manual and in the Learner Resource, and the Learner should demonstrate a clear understanding and be able to make the relationship as to what impacts on what elements and how. If the Learner has used their own organisation, confirm with their Supervisor during the Evidence Record interview.

2d How you will consult with key internal stakeholders in the development of objectives. Ensure that you name who they are.

The Learner should have included the Bounce Fitness CEO, GM Marketing, GM Finance and Centre Managers as a minimum. Consider the reasoning of the Learner and using your experience make your judgement. This could be face-to-face, teleconference or by attending each Centre. However, the communication plan should include at least one group activity (face-to-face, teleconference) to allow discussion. Follow ups could include Newsletters, email, phone or teleconference as the Centre Managers are located in the other distant cities.

If the Learner has used their own organisation, confirm with their Manager during the Evidence Record interview.

The Learner must have printed and included any documents they used from the Bounce Fitness website or their organisation (as appropriate) and reference any other information for the Assessor.



Task 3 – Practical: Review Marketing Performance

Task 3 requires the Learner to undertake a review of marketing performance. In order to show their competency in this area, they may use the Bounce Fitness Corporate Marketing Plan and the Review documents.

If the Learner is completing their Assessment on an activity in their own business, they must provide a copy of a marketing plan and review from their business for the Assessor.

The answers supplied by the Learner must include the following which is a guide. Use your experience, question the Learner (or their manager during the Evidence Record interview if appropriate,) conduct further research and make your judgement.

3a Evaluate the effectiveness of the Bounce Fitness Corporate Marketing Plan and Review marketing and positioning strategies to identify lessons learned.

The evaluation should clearly state that the results were disappointing, but even though losses were sustained, there was still a profit margin and it should be continued.

The long and short term marketing objectives should be realistic and achievable. They must improve on the actual figures but not exceed the forecast. Check to see that they are appropriate. The discussion of the market segment must focus on corporate markets. The Learner may choose to add products which are unnecessary. Check that they will not exceed any profits in costs. The initial project must be profitable before making any expensive changes apart from those necessary to attain the profit.

If the Learner has used their own organisation, confirm with their Manager during the Evidence Record interview.

3b Complete a situational analysis of the Bounce Fitness Corporate Marketing Plan in terms of their key services.

See the SWOT Analysis contained in the Bounce Fitness Corporate Marketing Plan. The Learner should have emphasised what they offer customers rather than just the business itself.

3c Evaluate the Bounce Fitness Corporate Marketing Plan as an opportunity captured by Bounce Fitness and examine their potential profitability.

In the case of the Bounce Fitness Corporate Marketing Plan successfully executed will contribute to the organisational goals, is achievable in terms of outlay and infrastructure and will enhance the brand. It will also improve the reputation of the Centres as having expertise and by making a positive contribution to the health of the community. The main risk is ensuring the uptake of places in the programs.

Consider the answer and evidence of the Learner and using your experience make your judgement.



Task 3 – Practical: Review Marketing Performance

3d Describe the critical success factors and areas for improvement related to the Bounce Fitness Corporate Marketing Plan.

The critical success factors must be taken from the objectives originally established for the Bounce Fitness Corporate Marketing Plan. These include both Marketing and Financial objectives on page 7.




Task 4 – Project: Scope Marketing Opportunities

Task 4 requires the Learner to demonstrate their ability to formulate marketing objectives. In order to show their competency in this area, they may use the Bounce Fitness ‘Fitness in Maturity’ Advertising Brief document.

If the Learner is completing their Assessment on an activity in their own business, they must provide a copy of a marketing brief from their own business.


4a Identify and analyse this marketing opportunity for viability and likely contribution to the business.

If it were successful, there would be an increase in membership, income, enhanced branding and the ability to be seen as an ‘expert’ in the senior area.

If it were not successful, infrastructure would have to be down-sized but there would be little cost if the budget was met consistently. The branding could take a beating depending on the size of the failure and how it was measured and publicised. If the funding came from government agencies, then the damage to the brand and being able to undertake future projects could be severely curtailed.

4b Using the Bounce Fitness ‘Fitness in Maturity’ Advertising Brief complete a situational analysis (SWOT.)

The situational analysis chosen by the Learner should accurately reflect the items that would be considered in this situation. Obviously the ageing population of often with a fixed income, greater interest in remaining healthy rather than relying on medicine would all be factors. Look carefully at the information supplied by the Learner and using your experience, make your judgement. If the Learner has used their own organisation, confirm with their Manager during the Evidence Record interview.

4c Evaluate the Bounce Fitness ‘Fitness in Maturity’ Advertising Brief as an opportunity captured by Bounce Fitness and examine their potential profitability.

The Learner must have, at a minimum conducted a situation analysis, self-evaluation (for the business), and competitor analysis, internal and external, micro-environmental and macro-environmental. There are too many variables here to provide hard answers. You must use your experience and make a judgement on accuracy and usefulness.

Ensure that the decision of the Learner as to whether this opportunity should be taken up or abandoned is thoroughly and accurately supported by evidence supplied in the answer of the Learner.



Task 4 – Project: Scope Marketing Opportunities (continued)

4d Describe the critical success factors and areas for improvement related to the Bounce Fitness ‘Fitness in Maturity’ Advertising Brief.

The critical success factors described by the Learner must include positioning, communication, quality of personal trainers and other support people, doctor’s referrals (gaining their confidence).

There are too many variables here to provide hard answers. You must use your experience and make a judgement on accuracy and usefulness.





Task 5 – Project: Formulate Marketing Objectives

Task 5 requires the Learner to demonstrate your ability to formulate marketing objectives. In order to show their competency in this area, they may use the Bounce Fitness ‘Fitness in Maturity’ Advertising Brief.

If the Learner is completing their Assessment on an activity in their own business, they must provide a copy of a Marketing Brief from their business for the Assessor.


5a Identify and analyse this marketing opportunity for viability and likely contribution to the business.

5b Document the marketing objectives.

The Learner must develop objectives that do relate to the key performance indicators by service, market segment and overall. They must be precise and concise and contain valid measures.

5c Develop objectives that are attainable and measurable, and that identify nature and extent of what is to be achieved.

The objectives presented by the Learner must be SMART.Ensure that the decision of the Learner as to whether this opportunity should be taken up or abandoned is thoroughly and accurately supported by evidence supplied in the answer of the Learner.

5d Explain how the objectives are consistent with forecast needs of the business and market.

The Learner must have explained how the achievement of their objectives will enhance the achievement of the overall organisational objectives and desirable in the target market.

5e Explain how the objectives are compatible with the organisation’s projected capabilities, resources and financial position.

The Learner must clearly explain how the objectives can be met in terms of staffing, plant, sites, policies and procedures.

5f Explain how the objectives will meet legal and ethical requirements.

The Learner must have addressed the Bounce Fitness Policies and Procedures and used this to ensure legislative compliance.



Task 5 – Project: Formulate Marketing Objectives

5g Develop a risk management strategy to identify risks and manage contingencies, and to ensure marketing objectives are met in accordance with overall organisational requirements.

The Learner must provide a risk management plan that provides assurance that the marketing objectives can be met.

There must be planning in three areas:

• Market

• Operational Model

• Financial Model.

The plan supplied by the Learner must be appropriate and useful to the objectives in Task 4. Information may include:

• Contingency Planning

• Difficulties and Risks

• Problems developing a sufficiently large client base

• Significant economic downturns.

Worst Case Risks include:

• Determining that the business can no longer support itself

• Having to liquidate equipment to cover liabilities.

More information is available in the Trainer Manual if you are unsure.


Task 6 – Evidence Record

The Evidence Record must be completed by the Assessor in discussion with the supervisor of the Learner. All areas must be satisfactory for the Learner to be deemed ‘Satisfactory’.


Tasks Sign-Off Sheet


Learner Name Assessor Name

Learner Signature Assessor Signature

Date Date



Assessor Assessment Pack Recording


Learner Details Assessor Details

Name Name

Course Code Site and Date

Unit Code

BSBMKG608

Unit Name

Develop Organisational Marketing Objectives

Performance Criteria Mapping

Assessment Activity PC Mapping SatisfactoryNeeds More

Evidence

Task 1 – Theory: Short Answer Questions KE 1, 2, 3, 4, 5

Task 2 – Practical: Identify Strategic Direction

1.1, 1.2

1.3

1.4

1.5

Task 3 – Practical: Review Marketing Performance 2.1, 2.2, 2.3, 2.4

Task 4 – Project: Scope Marketing Opportunities 3.1, 3.2, 3.3, 3.4

Task 5 – Project: Formulate Marketing Objectives4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7

Task 6 – Evidence Record

1.1, 1.2, 1.3, 1.4, 1.5

2.1, 2.2, 2.3, 2.4, 2.5

3.1, 3.2, 3.3, 3.4

4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7



Record of Assessment

Task 2a

Task 2b

Task 2c

Task 2d


Performance Evidence Mapping SatisfactoryNeeds More

Evidence

PE1

Develop marketing objectives for an organisation including:


• Formulating short and long-term marketing objectives

Tasks 3, 5 and 6

PE2Develop a marketing risk management strategy

Tasks 5 and 6

Knowledge Evidence Mapping SatisfactoryNeeds More

Evidence

KE1Summarise financial management techniques

Tasks 1a and 6

KE2

Identify and provide overview of key provisions of relevant legislation, codes of practice and national standards affecting marketing operations

Tasks 1b and 6

KE3Analyse organisational structure, policies, procedures, products or services and overall strategic plans of an organisation

Tasks 3 and 6

KE4Discuss principles and concepts of marketing and evaluation methodologies

Tasks 1c and 6

KE5Compare and contrast strategic, operational and tactical analysis techniques.

Tasks 1d and 6


Context Mapping PC Mapping SatisfactoryNeeds More

Evidence



Foundation Skills Mapping

Skill Description ACSF Level Mapping Satisfactory

Needs More Evidence

Reading Accesses, analyses and evaluates information from a range of sources relating to the marketing process

6Tasks 1, 2, 3, 4, 5 and 6

Writing

Uses a range of writing styles to articulate complex concepts

6Tasks 1, 2, 3, 4, 5 and 6

Revises and edits documents based on feedback

6Tasks 1, 2, 3, 4, 5 and 6

Uses appropriate formats and grammatical structures to present information logically for different audiences

6Tasks 1, 2, 3, 4, 5 and 6

Oral Communication

Uses appropriate language and non-verbal features to explain and present information to a range of personnel

6Tasks 1, 2, 3, 4, 5 and 6

Uses active listening and questioning to elicit feedback and clarify or confirm understanding

6Tasks 1, 2, 3, 4, 5 and 6

NumeracyAnalyses complex numerical information on trend data, targets and budgets

6Tasks 2, 3, 4, 5 and 6

Navigate the world of work

Works autonomously making high-level decisions to ensure organisational objectives and regulatory requirements are met

6Tasks 1, 2, 3, 4, 5 and 6

Understands own legal and ethical rights and responsibilities

6Tasks 1, 2, 3, 4, 5 and 6

Interact with others

Recognises importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate with whom, why and how

6Tasks 2, 3 and 4

Fosters a collaborative culture within own sphere of influence, facilitating a sense of commitment to shared goals

6Tasks 1, 2, 3, 4, 5 and 6

Get the work done

Uses logical planning processes, and an increasingly intuitive understanding of context, to extract relevant details when conducting strategic analysis

6Tasks 1, 2, 3, 4, 5 and 6

Systematically analyses information to formulate and evaluate alternative strategies

6Tasks 1, 2, 3, 4, 5 and 6

Makes a range of critical and non-critical decisions in relatively complex situations, taking a range of factors into account

6Tasks 1, 2, 3, 4, 5 and 6



Learner Comments

Assessor Comments

Details of further evidence required

After reassessment the Learner isCompetent

Not Yet Competent

Assessor Signature Date

The signature confirms that I have submitted all my own work and agree with the assessment decision

and feedback.

Learner Signature Date

(please tick appropriate box) Yes No

Comments and future action noted in Learner Assessment Pack

Results discussed and agreed to

You have the right to appeal the outcome of your assessment.

The Learner is Competent

Not Yet Competent


Unit of Competency and Assessment RequirementsBSBMKG608 – Develop Organisational Marketing Objectives


Unit of Competency


Modification HistoryRelease 1 – This version first released with BSB Business Services Training Package Version 1.0.

Application

This unit describes the skills and knowledge required to conduct a strategic analysis to develop organisational marketing objectives. This involves reviewing the organisation’s internal and external environments, evaluating past and current marketing performance, and exploring and evaluating new marketing opportunities.

It applies to senior marketing professionals who are responsible for providing strategic direction to the marketing function of an organisation. Their responsibilities include analysing information on internal and external business and marketing environment; examining current marketing performance; identifying new marketing opportunities arising from emerging trends; and devising strategies to achieve overall business objectives.

Individuals operating at this level generally conduct these activities using information gathered by people working under their direct and indirect supervision at lower levels of the organisation.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector Business Development – Marketing

ELEMENTS AND PERFORMANCE CRITERIA

Element

Elements describe the essential outcomes.

Performance Criteria

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Identify strategic direction

1.1. Confirm organisation’s mission, vision, purpose and values from current organisational materials or from owners, directors or senior management

1.2 Analyse strategic organisational documents to identify organisational directions and targets

1.3 Complete a situational analysis identifying factors impacting the direction and performance of the business

1.4 Identify legal and ethical requirements for the organisation

1.5 Document and confirm strategic direction of the organisation with owners, directors or senior management, and identify its impact on marketing activities

Unit of Competency


Unit of Competency

ELEMENTS AND PERFORMANCE CRITERIA

Element

Elements describe the essential outcomes.

Performance Criteria

Performance criteria describe the performance needed to demonstrate achievement of the element.

2. Review marketing performance

2.1 Evaluate effectiveness of previous marketing and positioning strategies to identify lessons learned

2.2 Analyse current key products or services and major markets for strengths, weaknesses, opportunities and threats

2.3 Evaluate previous marketing opportunities captured by the organisation, and examine and document their profitability

2.4 Evaluate marketing performance against previous objectives, targets to identify critical success factors, and areas for improvement

3. Scope marketing opportunities

3.1 Identify and analyse marketing opportunities for viability and likely contribution to the business

3.2 Use an assessment of external factors, costs, benefits, risks and opportunities to determine scope of each marketing opportunity

3.3 Analyse opportunities for likely fit with organisational goals and capabilities

3.4 Evaluate each opportunity to determine its likely impact on current business and customer base

4. Formulate marketing objectives

4.1 Develop objectives in consultation with key internal stakeholders that are attainable and measurable, and that identify nature and extent of what is to be achieved

4.2 Ensure objectives are consistent with forecast needs of the business and market

4.3 Ensure objectives are compatible with the organisation’s projected capabilities, resources and financial position

4.4 Ensure objectives are compatible with the organisation’s direction and purpose, and meet legal and ethical requirements

4.5 Formulate long-term strategic objectives and related key performance indicators by product or service, market segment and overall

4.6 Develop a risk management strategy to identify risks and manage contingencies, and to ensure marketing objectives are met in accordance with overall organisational requirements

4.7 Document marketing objectives


Unit of Competency

FOUNDATION SKILLS

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Skill Performance Criteria Description

Reading 1.1, 1.2, 1.4, 2.1-2.4, 3.1-3.3, 4.3, 4.4, 4.6

• Accesses, analyses and evaluates information from a range of sources relating to the marketing process

Writing 1.3, 1.5, 2.3, 4.1, 4.5-4.7

• Uses a range of writing styles to articulate complex concepts

• Revises and edits documents based on feedback

• Uses appropriate formats and grammatical structures to present information logically for different audiences

Oral Communication

1.1, 1.5, 4.1 • Uses appropriate language and non-verbal features to explain and present information to a range of personnel

• Uses active listening and questioning to elicit feedback and clarify or confirm understanding

Numeracy 1.2, 2.2, 2.3, 3.2 • Analyses complex numerical information on trend data, targets and budgets

Navigate the world of work

1.1, 1.2, 1.4, 3.3, 4.4, 4.6

• Works autonomously making high-level decisions to ensure organisational objectives and regulatory requirements are met

• Understands own legal and ethical rights and responsibilities

Interact with others

1.1, 1.5, 4.1 • Recognises importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate with whom, why and how

• Fosters a collaborative culture within own sphere of influence, facilitating a sense of commitment to shared goals

Get the work done

1.3, 2.1-2.4, 3.1-3.4, 4.2, 4.3, 4.5, 4.6

• Uses logical planning processes, and an increasingly intuitive understanding of context, to extract relevant details when conducting strategic analysis

• Systematically analyses information to formulate and evaluate alternative strategies

• Makes a range of critical and non-critical decisions in relatively complex situations, taking a range of factors into account


UNIT MAPPING INFORMATION

Code and title current version

Code and title previous version

CommentsEquivalence status

BSBMKG608 Develop organisational marketing objectives

BSBMKG608A Develop organisational marketing objectives

Updated to meet Standards for Training Packages

Equivalent unit

LINKS

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

Unit of Competency


Assessment Requirements

LINKS

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

PERFORMANCE EVIDENCE

Evidence of the ability to:

• Develop marketing objectives for an organisation including:


• Formulating short and long-term marketing objectives

• Develop a marketing risk management strategy.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

KNOWLEDGE EVIDENCE

To complete the unit requirements safely and effectively, the individual must:

• Summarise financial management techniques

• Identify and provide overview of key provisions of relevant legislation, codes of practice and national standards affecting marketing operations

• Analyse organisational structure, policies, procedures, products or services and overall strategic plans of an organisation

• Discuss principles and concepts of marketing and evaluation methodologies

• Compare and contrast strategic, operational and tactical analysis techniques.

ASSESSMENT CONDITIONS

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the business development – marketing field of work and include access to:

• Examples of previous marketing strategy, analyses and plans

• Office equipment and resources

• Relevant legislation, regulations, standards and codes

• Case studies and, where possible, real situations.

Assessors must satisfy NVR / AQTF assessor requirements.

Assessment Requirements


Modification HistoryRelease 1 – This version first released with BSB Business Services Training Package Version 1.0.