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Assessment Task Assessment Task 2 BSBINM601 Manage information and knowledge Analyse information and knowledge Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site...

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Assessment Task
Assessment Task 2    BSBINM601 Manage information and knowledge
Analyse information and knowledge
Submission details
    Candidate’s name
    
    Phone no.
    
    Assessor’s name
    
    Phone no.
    
    Assessment site
    
    Assessment date/s
    
    Time/s
    
The assessment task is due on the date specified by your assessor. Any variations to this a
angement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
You will demonstrate the skills and knowledge required to analyse information and knowledge on business issues or problems to aid decision-making.
Assessment description
Using the simulated business information provided in this task, and in response to a scenario, you will identify patterns or emerging trends, determine the causes and determine their potential effect on the business by using statistical analysis techniques. You will document evaluation processes and adjust management information or decision support systems if necessary to meet information processing objectives.
Procedure
1. Read the scenario information provided under CoffeeVille – your
ief in Appendix 1.
2. If necessary, review CoffeeVille’s general business information provided in Appendix 1 of Assessment 1 to maintain your understanding of the business and its environment.
3. Review and evaluate business performance data and information in Appendix 2.
4. Review and analyse research data and information in Appendix 3.
5. Respond to Question 1 in Appendix 5 by developing SMART objectives for the analysis processes you plan to undertake to identify causes for the business’s declining sales. Make sure they are consistent with the decision required.
6. Based on the information provided in this assessment and Assessment Task 1, identify and interpret trends and patterns and their causes and effects relevant to the identified business problem. You can use computer software or manual techniques to complete trend and co
elation statistical analysis calculations.
· You can complete as many trend and co
elation calculations as desired to assist in the identification of trends and patterns and their causes or effects.
· You must complete a minimum of two trend and two co
elation calculations for this assessment.
· The results of at least two trend and two co
elation calculations must be converted to graphs for visual identification and evaluation of trends or patterns and their causes or effects.
7. Document analysis processes undertaken so far by completing Parts 1 and 2 of the Decision Analysis Report in Appendix 4. Note that additional information will be added to this report in Assessment Task 3. Make sure you use writing styles and conventions appropriate for a management report, including level of formality selected, terminology used and depth of complexity in information provided.
8. Answer the remaining assessment questions in Appendix 5.
Specifications
You must submit:
completed Parts 1 and 2 of the Decision Analysis Report
copies of the results gained from at least two trend and two co
elation statistical analysis techniques used to assist trend and pattern identification – please attach to the Decision Analysis Report
copies of line or scatter graphs developed from the results of at least two trend and two co
elation statistical analysis techniques – please attach to the Decision Analysis Report
your responses to the questions in Appendix 5.
Your assessor will be looking for your ability to:
organise, evaluate and critique ideas and information
uild and maintain understanding of a problem of issue
develop and write complex texts using appropriate conventions and writing styles
use numeracy skills to interpret complex statistical and researched information
gather and analyse data and seek feedback to improve organisational plans and processes
use digital technologies effectively to manage business operations for strategic and operational purposes
plan and manage activities that have implications for the whole organisation
make high impact decisions – analyse input from a range of sources and, where appropriate, drawing on experience.
Adjustment for distance-based learners
No variation of the task is required.
A follow-up interview may be required (at the discretion of the assessor).
Documentation can be submitted electronically or uploaded to an LMS for review.
Appendix 1
CoffeeVille – your
ief
Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years but recently, expenses have started to climb and sales drop. In the last 3 months they have started to address the issue of rising expenses.
In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts.
It’s January 2016 and all four stores are closed for a summer
eak. Emma and Rufus are using the down time to assess their business’s operational and financial status in preparation for the year ahead.
They have asked you to help them analyse their business and the external environment to identify potential reasons for their declining sales. Now that the business issue or problem has been identified, they want you to analyse data and information to determine the potential causes of the issue.
You plan to use data and information identified in Assessment 1 and in the Appendices of Assessments 1 and 2, as well as conduct research into potential external environmental factors. You believe using statistical and sensitivity analysis techniques will enable you to identify relationships between data, clarifying potential causes of the business issue.
Appendix 2
Coffeeville business data and information
Business performance
General trends
Sales for first 6 months of 2015 are down across all categories and stores. Overall, food sales are down 10%, beverages 12% and catering 17%. When combined with rising expenses, profits are down for the first half of the financial year by 19%
After opening a year ago, the 4th store is slowly building customers but is still not performing to forecasted levels. Most of the marketing budget and Emma’s efforts have been focussed there.
Productivity has increased with staff able to serve more customers per hour per person. Barista coffee preparation speeds have increased after all barista staff completed an advanced barista course in Jan 2015.
Savings made in payroll and cost of goods due to productivity gains has been offset by rising wages and food prices.
Payroll expenses
    Yea
    Payroll expenses as % of total expenses
    2009
    34.9%
    2010
    35.3%
    2011
    34.2%
    2013
    39.8%
    2014
    42.1%
    2015
    45.3%
Assessment Task 2    BSBINM601 Manage information and knowledge
© 2016 Innovation and Business Industry Skills Council Ltd    1st edition version: 1
    Page 2 of 6
Financial information – Organisation
Financial year July 2014–June 2015    
July–December 2014
    Sales $
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Food sales
    285,668
    279,805
    273,942
    262,580
    250,078
    199,251
    Beverage sales
    191,199
    190,163
    189,126
    187,054
    182,650
    179,523
    External catering
    82,360
     83,540
     81,980
     81,480
     77,500
     74,370
    Total income
    559,227
    553,508
    545,048
    531,114
    510,228
    453,144
    Total expenses
    482,190
    470,934
    483,431
    451,683
    461,746
    404,986
    Net profit/loss
     77,037
     82,574
     61,617
     79,431
     48,482
     48,158
Jan–July 2015
    Sales $
    Jan
    Fe
    Ma
    April
    May
    June
    Year Total
    Food sales
    203,894
     221,209
     238,525
     245,476
     259,742
     262,803
     2,982,972
    Beverage sales
     181,220
     185,263
     187,263
     188,263
     189,560
     191,208
     2,242,492
    External catering
     57,284
     60,926
     67,853
     68,853
     51,853
     49,137
     837,136
    Total income
    442,398
     467,398
     493,641
     502,592
     501,155
     503,148
     6,062,600
    Total expenses
    413,064
     421,865
     442,733
     447,512
     464,198
     478,630
     5,422,972
    Net profit/loss
     29,334
     45,533
     50,908
     55,080
     36,957
     24,518
     639,628
Financial year July 2015–June 2016
July–December 2015 (actual results)
    Sales $
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Food sales
    231,391
    226,642
    231,865
    227,105
    202,563
    154,300
    Beverage sales
    148,065
    147,262
    153,192
    158,323
    135,088
    129,705
    External catering
    60,207
    60,358
    56,476
    55,457
    52,111
    47,597
    Total income
    439,663
    434,262
    441,533
    440,885
    389,762
    331,602
    Total expenses
    373,713
    364,780
    366,472
    374,752
    339,093
    288,494
    Net profit/loss
    65,950
    69,482
    75,061
    66,133
    50,669
    43,108
Jan–July 2016 (adjusted forecast)
    Sales $
    Jan
    Fe
    Ma
    April
    May
    June
     Year Total
    Food sales
    177,388
    201,300
    224,214
    208,655
    233,768
    233,632
    2,552,823
    Beverage sales
    152,225
    163,031
    161,046
    167,554
    170,604
    170,175
    1,856,270
    External catering
    46,973
    51,178
    56,318
    57,148
    42,779
    40,292
    626,894
    Total income
    376,586
    415,509
    441,578
    433,357
    447,151
    444,099
    5,035,987
    Total expenses
    351,615
    375,031
    396,039
    385,864
    414,176
    422,459
    4,452,488
    Net profit/loss
    24,971
    40,478
    45,539
    47,493
    32,975
    21,640
    583,499
Budget variance report – All stores
Summary of variance results for comparisons of budget to actual income for the period XXXXXXXXXX
A positive variance indicates the percentage above budget, a negative figures indicates the percentage below budget.
    Financial yea
    2011-12
    2012-13
    2013-14
    2014-15
    2015-16
     
    Jul-Dec 2011
    Jan-Jun 2012
    Jul-Dec 2012
    Jan-Jun 2013
    Jul-Dec 2013
    Jan-Jun 2014
    Jul-Dec 2014
    Jan-Jun 2015
    Jul-Dec 2015
    Food sales
    5%
    8%
    7%
    12%
    8%
    1%
    -3%
    -8%
    -10%
    Beverage sales
    8%
    2%
    4%
    5%
    5%
    -2%
    -4%
    -5%
    -12%
    External catering
    12%
    4%
    7%
    2%
    5%
    2%
    -8%
    -11%
    -17%
    Total income
    8%
    5%
    6%
    6%
    6%
    1%
    -5%
    -9%
    -12%
    Net profit/loss
    7%
    4%
    -1%
    6%
    6%
    -4%
    -5%
    -11%
    -13%
Financial history by income source
*Note: Store 3 opened July 2014, Store 4 July 2014
    Food Sales
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Jan
    Fe
    Ma
    April
    May
    June
    Total
    2013-14
    224,580
    212,965
    208,695
    210,589
    209,568
    189,655
    175,250
    186,752
    198,765
    209,632
    218,655
    225,892
    2,470,998
    2014-15
    357,580
    362,937
    365,600
    355,290
    347,868
    337,438
    301,056
    301,475
    323,324
    307,358
    282,052
    289,080
    3,931,058
    2015-16
    257,101
    251,825
    252,027
    244,199
    225,070
    175,341
    177,388
    201,300
    224,214
    208,655
    233,768
    233,632
    2,684,519
    Beverage Sales
    July
    Aug
    Sept
    Oct
    Nov
    Dec
    Jan
    Fe
    Ma
    April
    May
    June
    Total
    2013-14
Answered Same Day Jun 01, 2021 BSBINM601 Training.Gov.Au

Solution

Rajeswari answered on Jun 02 2021
151 Votes
59461 Assignment
CoffeeVille
Given that Rufus and Emma Belecastran, , CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years. However, recently expenses have started to climb and sales are dropping. In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts.
The matters of concern are mainly decline in sales combined with increase in expenses.
An analysis about the business of Coffee Villa revealed the following mainly.
i) Office workers comprise nearly 80% of day time trade. Office workers are paid fixed i
espective of sales and hence they form part of fixed costs. Thus we find nearly 80% are fixed costs which make high part of the total cost. Even though contributions were
ought high, the fixed costs will nullify them. Hence steps should be taken to analyse why so much office staff are required and finding ways to utilize them in other productive ways.
If union is strong then these workers cannot be paid less or shunted out. Instead the only option may be to give training in production side and utilize them for that.
ii) Given that population is increasing at 8% per year. Total population as of now is 45000. Compared to the cost increase this 8% is not sufficient to increase the demands. Even though transportation may be less due to nearness of geographical location there seems to be no scope for further sales and increasing revenues.
iii) Incomewise they have full time employment and age group also in 20-60 so incline for purchases would be good. But average annual income is only 50000 dollars so would not be able to spend much for purchases. They would be running families with hand to mouth and sometimes a meagre amount for future savings. So large purchases, shopping etc those people could not afford.
iv) As per their behaviour they are ready to eat out every week and give preference to high quality meal. Coffee cafe may not be good in meals but are focussing on snacks, tiffin, ice creams, etc. This has to be taken into account for increasing sales plans.
v) Internally labour turnover is low hence there will be always availability of trained staff. Given that hot dish options have been updated but not that of cold dishes.
vi) External environment is of concern because
i) Utility expenses increase steadily for past 1.5 years
ii) Wages rise upto 15% and cannot...
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