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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