T-1.8.1_v3 Details of Assessment Term and Year 3, 2019 Time allowed 8 Weeks Assessment No 1 Assessment Weighting 100% Assessment Type Marketing Plan (Individual Report) Due Date Week 8 Room 5 Details...

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T-1.8.1_v3 Details of Assessment Term and Year 3, 2019 Time allowed 8 Weeks Assessment No 1 Assessment Weighting 100% Assessment Type Marketing Plan (Individual Report) Due Date Week 8 Room 5 Details of Subject Qualification BSB61015 Advanced Diploma of Leadership and Management Subject Name Marketing Plan Details of Unit(s) of competency Unit Code (s) and Names BSBMKG609 Develop a marketing plan Details of Student Student Name College AAI (Brisbane) Student ID Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me. Student’s Signature: ____________________ Date: _____/_____/_________ Details of Assessor Assessor’s Name SINDHU NAIR Assessment Outcome Assessment Result |_| Competent |_| Not Yet Competent Marks /100 Feedback to Student Progressive feedback to students, identifying gaps in competency and comments on positive improvements: Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student. |_| Student attended the feedback session. |_| Student did not attend the feedback session. Assessor’s Signature: ___________________ Date: _____/_____/________ Purpose of the Assessment The purpose of this assessment is to assess the student in the following learning outcomes: Competent (C) Not Yet Competent (NYC) 1.1 Evaluate marketing opportunity options that address organisational objectives and evaluate their risks and returns in the selection process 1.2 Develop marketing strategies that address strengths and opportunities within the organisation’s projected capabilities and resources 1.3 Develop strategies which increase resources or organisational expertise where gaps exist between current capability and marketing objectives 1.4 Develop feasible marketing strategies and communicate reasons that justifies their selection 1.5 Ensure strategies align with organisation’s strategic direction 1.6 Develop a marketing performance review strategy, incorporating appropriate marketing metrics to review the organisational performance against marketing objectives 2.1 Detail tactics to implement each marketing strategy in terms of scheduling, costing, accountabilities and persons responsible 2.2 Identify coordination and monitoring mechanisms for scheduled activities 2.3 Ensure tactics are achievable within organisation’s projected capabilities and budget 2.4 Ensure tactics meet legal & ethical requirements 2.5 Ensure tactics provide for ongoing review of performance against objectives and budgets and allow marketing targets to be adjusted if necessary 3.1 Ensure marketing plan meets organisational, as well as marketing, objectives and incorporates marketing approaches and a strategic marketing mix 3.2 Ensure marketing plan contains a rationale for objectives and information that supports the choice of strategies and tactics 3.3 Present marketing plan for approval in the required format and timeframe 3.4 Adjust marketing plan in response to feedback from key stakeholders and disseminate for implementation within the required timeframe Assessment/evidence gathering conditions Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment. Resources required for this Assessment 1. Computer with access to internet 1. Weekly eLearning notes relevant to the tasks/questions Instructions for Students Please read the following instructions carefully · This assessment has to be completed |X| In class |X| At home · The assessment is to be completed according to the instructions given by your assessor. · Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term. · Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency. · If you are not sure about any aspects of this assessment, please ask for clarification from your assessor. · Please refer to the College re-assessment for more information (Student Handbook). ASSESSMENT BRIEF AND INSTRUCTIONS Organisation: Coca-Cola Amatil (https://www.ccamatil.com/en) is a beverage organisation which has the Australia region’s favourite brands. The organisation is one of the largest bottlers and distributors of non-alcoholic and alcoholic ready-to-drink beverages in the Asia Pacific, and one of the world’s largest bottlers of The Coca-Cola Company range. With around 14,000 employees working in Australia, Indonesia, New Zealand, Fiji, Papua New Guinea and Samoa, the company work as one team to deliver the best every day for beverage consumers, customers, business partners, the communities and to the shareholders who all benefit from their success. The organisation has a rich history that details their origin and purpose of doing business in the region. The organisation work together across a diverse group of businesses, across six countries, and thanks to the world-class manufacturing and sales capabilities, together with its unrivalled relationships, reach and execution, it attempts to delight millions of consumers everywhere and every day with its leading range of ready-to-drink non-alcoholic and alcoholic beverages, coffee and ready-to-eat food snacks. As both brand partner and brand owner, the organisation operates across a dynamic mix of markets – all of them different, each of them unique. The company do this safely and responsibly, bringing to life its exceptional range of globally renowned brands and local favourites for all occasions. The organisation and brand is international in terms of presence but local at heart. Firmly invested in local economies and the communities where it operates, the company’s focus is on building portfolios defined by relevance and choice. The company several entities but work as one, igniting ideas and innovation across their businesses. Through this it has driven unparalleled levels of shared value for its partners and customers. With access to around 270 million consumers through more than 700,000 active customers, the company’s focus is on today and tomorrow, as it leads, executes and partners to grow and deliver sustainable shareholder returns. The company’s product range includes carbonated soft drinks, spring water, sports and energy drinks, fruit juices, iced tea, flavoured milk, coffee, tea, beer, cider, spirits and SPC Ardmona and Goulburn Valley packaged ready-to-eat fruit and vegetable snacks and products. The company is proud of its Australian heritage and the track record of creating and realising possibilities. It never stood still, constantly evolving and adapting to changing markets, consumer tastes and technology for over a century. And, as the pace of change continues to accelerate, the management see each day as another opportunity to advance the next chapter in the Amatil story. In all that it does, the firm believes it have passion for its individual businesses and pride in being part of the greater Amatil story. Together this fuels the pursuit of a shared vision: to create millions of moments of happiness and possibilities every day. To learn and gather facts on the vision and values of the organisation please visit https://www.ccamatil.com/en/our-company/our-vision-and-values History Coca-Cola Amatil has a proud history as a local manufacturer, with a focus on food and beverage products, across the six countries in which we currently operate, pushing boundaries, blazing trails and creating possibilities, for more than 100 years. Beginning life in 1904, as British Tobacco Company Limited, the company began diversifying early with the purchase of a printing company in 1909. By 1960, with our strong printing capabilities, it expanded into packaging before a move into the Australian food and beverage industry in 1963. It was during the second World War that thousands of Australians had been introduced to a great new drink by American troops. Of course, that drink was Coca-Cola and by 1965, the brand was a household name. It was then that the face and path of the company changed forever, with the purchase of Coca-Cola Bottlers Pty Ltd in Perth. In 1977, after more than fifty years trading as British Tobacco, the company became Allied Manufacturing and Trade Industries Limited—or AMATIL Limited, for short. The change of name ushered in a new era for the business. Sensing opportunities beyond the Australian shores, during the late 1970s and early 1980s, we acquired snack foods and Coca-Cola bottling franchises in Europe. Between 1986 and 1989 it acquired further Coca-Cola franchises across Australia as well as the Pacific franchises in Fiji and Wellington along with the Ecks and Deep Spring mineral water brands. In recognising the focus was on beverages and snack foods the company cast aside other interests, including tobacco. Subsequently, the Coca-Cola Company became a major shareholder and the company became Coca-Cola Amatil. The company’s entry into South East Asia followed soon after with the formation, in 1991, of two strategic joint ventures in Indonesia, and the acquisition of the two major Coca-Cola bottling operations in Papua New Guinea. Over the next decade the firm would further consolidate this position in Indonesia, expanding our operations in Australia, Fiji and New Zealand. As the 90’s came to a close the company split the organisation into two entities, demerging the European interests and creating a new listed European bottler, Coca-Cola Beverages Plc. In the decade that followed the company also undertook a series of acquisitions in the Australian and New Zealand food and beverage markets, securing many of the wonderful brands it has today. Including Neverfail Springwater, Peats Ridge Springs, Baker Halls, SPC Ardmona and Grinders Coffee. The company also acquired the Northern Territory Coca-Cola franchise in 2004, positioning us as the sole licensee of Coca-Cola products in Australia. Fearless in it’s pursuit of new opportunities, in 2006 and 2007, the company added alcohol to its portfolio with premium beers, spirits and Alcohol Ready-to-Drink beverages, commencing its relationship with the company that would later become Beam Suntory. In 2010 the company focussed attention on businesses closer to home, investing in building state of the art facilities at Northmead and Eastern Creek, cementing its place as a leader in beverage packaging and manufacturing. It acquired Paradise Beverages (Fiji) Limited in 2012, closely followed by the establishment of its Australian Beer Company in 2013 – a partnership with the Casella family. Today the company is one of the Asia-Pacific's largest bottlers and distributors of alcoholic and non-alcoholic ready-to-drink beverages, and one of
Answered Same DayJul 11, 2021BSBMKG609Training.Gov.Au

Answer To: T-1.8.1_v3 Details of Assessment Term and Year 3, 2019 Time allowed 8 Weeks Assessment No 1...

Sanchita answered on Jul 16 2021
150 Votes
Marketing strategy: Coca Cola Amatil
Executive Summary
Coca-Cola Amatil is well-reputed in the food and beverage sector especially in Australia. It has the highest market share in Australia and is major beverage manufacturer for many of the established brands. As the competition is increasing, the company has done SWOT analysis and found that producing new product line that is focused on health and fighting obesity is the new strategy that the company is likely to proceed with. The new product line “Genies” would be launch
ed and marketed.
The new product line would be marketed using both online and conventional mode of marketing. The company will use social media extensively to promote and launch their new products. They will create a Global Food week event, where food enthusiasts from across the city (Sydney) would gather and have taste their new collection of food that is inspired by global tastes. Additionally, the print media and health magazines would also be used.
Since, the new marketing strategy centers on new product line, hence the risk and contingencies would also be identified and action plan would also be offered. Additionally, the report would end the feedback form sample that would be given to consumers to assess the desirability of the products and the success of the marketing strategy.
Brief Introduction about the company
Coca-Cola Amatil is well-reputed in the food and beverage sector especially in Australia. It has the highest market share in Australia and is major beverage manufacturer for many of the established brands. The company is operating well in the operating market and has adopted new and innovative strategies to stay ahead of its competitors. As of now, it operates in six different countries that are Australia, New Zealand, Indonesia, Fiji, South Korea and New Guinea (Baines et al., 2011). However, in the recent years, many new competitors have mushroomed who are targeting customers aggressively. As a result, the company needs to overhaul its marketing strategies to remain competitive and maintain its customer and clientele base.
Mission, Vision And Core Competencies
The new marketing strategy of the company should align with its Mission, Vision And Core Competencies.
Mission
The food and beverage industry is an extremely competitive industry and it has a short life-span, hence for the companies to stay afloat, there needs to good number of sales and they should be concurrent in nature (Balmer, 2012). The mission of the company is to maintain a stable business and increase its product portfolio. The company endeavours to understand the trends and tastes of the consumers and decide on the product portfolio accordingly.
Vision
The company’s vision is to serve as the framework and guide every aspect of the business to achieve sustainable quality growth. The main focus of the company lies on the following parameters.
The Vision is about all of us at Coca-Cola Amatil. It reflects the scale of their business and the people they work for. They try to foster an emotional bond between them and the customers. They are a sensible company that want to work not just for today but also their future. They wish to develop a sustainable organization that cares for their environment as well (“Coca-Cola Amatil”, 2019).
SWOT Analysis
In order to prepare the marketing strategy of the company, it is important to assess their strengths, weakness, opportunities and threat that are enumerated as follows:
Strength: The Coco Cola Amatil is the leader in the beverage industry. It has the highest market share. Thus, the company enjoys the economies of scale and the cost of production is kept minimum. This is particularly important for the fast moving consumer goods, as the margin of profit is extremely low, hence it is the higher turnover and low production costs that maintain the profitability of the company (Cadogan, 2012).
The other strength of the company is its brand recognition, the customers have connect with the brand and it generates a good amount of goodwill for the company. The massive brand loyalty and recognition is a detrimental factor in influencing the consumer behavior and purchasing habits (Choi, 2015).
Market Power over supplier and competitors: Coco Cola Amatil is a big company and as there is no shortage of funds, it is relatively easy for the company to set up new manufacturing plants. For example, recently the company is shifting its plant to Brisbane, as it shut down the plant in SA. Additionally, it is important to note that they have a very sound network of business that is spread across the nation and a good logistic system to ensure that the remotest parts of the Australia gets their drinks.
Well diversified product range: They also have a wide range of products and beverages which means they have something to offer to consumers across the different demography (Cravens & Piercy, 2013).
Weakness:
Water management: In the past the company has company has received substantial criticism about its water management. The company has been accused of wasting water at its plants which can be easily managed. Thus, there is a growing concern that Coca Cola Amatil is not an environment friendly company.
Obesity Concerns: A large proportion of Australians...
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