Develop and Implement Strategic Plans Instructions
1. Assessments should be completed as per your trainer’s instructions.
2. Assessments must be submitted by the due date to avoid a late
submission penalty.
3. Plagiarism is copying someone else’s work and submitting it as your
own. You must write your answers in your own words or appropriately
reference your sources. A mark of zero will be given for any assessment
or part of an assessment that has been plagiarised.
4. A list of references must be included.
5. You may discuss your assessments with other students, but submitting
identical answers to other students will result in a failing grade. Your
answers must be yours alone.
6. Your trainer will advise whether the assessment should be digitally
uploaded or submitted in hard copy. Assessments that are digitally
uploaded should be saved in pdf format.
7. You must pass both assessments in the subject to pass the subject. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 18 Assessment 2
In this assessment task, you are required to demonstrate your knowledge of the
following:
1. Strategic planning methodologies including political, economic, social and
technological (PEST) analysis and strengths, weaknesses, opportunities and
threats analysis (SWOT).
2. Relevant legislation
3. Competitor knowledge codes and by-laws relevant to the organisation’s
operations
Evidence of the following is essential:
a. Strategic planning methodologies including political, economic, social and
technological (PEST) analysis and strengths, weaknesses, opportunities and
threats analysis (SWOT)
b. Relevant legislation ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 19 Assessment 2
Part A. Short Questions and Answers
Your Task
1. Perform a SWOT analysis on the following case study for DELL. (20 Marks)
2. Perform a PEST analysis on entering computer industry in China. (20 Marks)
3. Name at least one relevant legislation and how it affects business operation. (5 Marks)
4. What is a Code of Practice and how was it related to organisational values? (5 Marks)
5. Explain Porter’s Competitive Forces model. What is it and why is it useful in
competitive analysis? Provide examples from the computer industry. (10 Marks) Assessment 2
Part B. Extended Response
Your Task
1. Write a strategic plan for HealthFocus which includes objectives, strategies,
timeframes, performance indicators and methods for monitoring the
implementation of the plan. This case study is referred to throughout the
workbook starting on page 17, page 23, page 40 and page 56. There is a
template uploaded in Google Classrooms ABOUT page if you choose to use
this format. (40 Marks)
You have now completed the draft of the strategic plan and ready to present it
to your relevant stakeholders. You don’t know how they will respond and decide
that some preparation is required. To help you with this, answer the following
questions:
2. How might you check that your mission and vision are still current and
supported by relevant stakeholders? (5 marks)
3. How will you develop and/or review core values of your organisation? (5 marks) (Total: 110 marks) ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 20 CASE STUDY RELATED TO ASSESSMENT 2. PART A SWOT Analysis of Dell Computers
History
The company was founded in 1984 by Michael Dell, now the computer industry’s
longest-tenured chief executive officer, on a simple concept: that by selling
personal computer systems directly to customers, Dell could best understands
their needs, and provides the most effective computing solutions to meet those
needs.
Today, Dell is enhancing and broadening the fundamental competitive
advantages of the direct model by increasingly applying the efficiencies of the
Internet to its entire business. Company revenue for the last four quarters
totalled $19.9 billion. Through the direct business model, Dell offers in-person
relationships with corporate and institutional customers; telephone and
Internet purchasing (the latter now exceeding $18 million per day); customized
computer systems; phone and online technical support; and next-day, on-site
product service. Dell arranges for system installation and management, guides
customers through technology transitions, and provides an extensive range of
other services. The company designs and customizes products and services to
the requirements of the organisations and individuals purchasing them, and
sells an extensive selection of peripheral hardware and computing software.
Nearly two-thirds of Dell’s sales are to large corporations, government agencies
and educational institutions. Dell also serves medium and small businesses and
home-PC users.
Dell’s Unique Direct Model
Dell’s award-winning customer service, industry-leading growth and
consistently strong financial performance differentiate the company from
competitors for the following reasons:
Price for Performance
With the industry’s most efficient procurement, manufacturing and distribution
process, Dell offers its customers powerful, richly configured systems at
competitive prices.
Customisation
Every Dell system is built to order. Customers get exactly what they want.
Reliability, Service and Support
Dell uses knowledge gained from direct customer contact before and after the
sale to provide award-winning reliability and tailored customer service.
Latest Technology
Dell introduces the latest relevant technology much more quickly than
companies with slow-moving indirect distribution channels. Dell turns over
inventory every six days on average, keeping related costs low. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 21 Superior Shareholder Value
During the last four quarters, the value of Dell common stock nearly doubled.
From 1996 through 1998, Dell was the top-performing stock among the
Standard & Poor’s 500. Internet Leadership Sales via Dell’s Web site surpassed
$18 million per day during early 1999, accounting for 30 percent of overall
revenue.
The company’s application of the Internet to other parts of the business –
including procurement, customer support and relationship management – is
approaching the same 30 percent rate. The company’s Web received 25 million
visits at more than 50 country-specific sites last quarter.
Timeline
ff 1984 – Michael Dell founds Dell Computer Corporation
ff 1985 – Company introduces the first PC of its own design: the Turbo,
featuring Intel® 8088 processor running at eight megahertz
ff 1987 – Dell is first PC company to offer next-day, on-site product service
International expansion begins with opening of subsidiary in United Kingdom
ff 1988 – To better meet unique customer needs, Dell begins to organize
business around distinct customer segments Dell conducts initial public
offering of company stock, 3.5 million shares at $8.50 each
ff 1990 – Manufacturing centre in Limerick, Ireland, opened to serve European,
Middle Eastern and African markets
ff 1991 – Company introduces its first notebook PC
ff 1992 – Dell included for first time among Fortune 500 roster of world’s
largest companies
ff 1993 – Dell joins ranks of the top-five PC makers worldwide Subsidiaries in
Australia and Japan are company’s first entries into Asia-Pacific region
ff 1995 – Original $8.50 shares of Dell stock worth $100 on presplit basis
ff 1996 – Asia-Pacific manufacturing centre in Penang, Malaysia, opened
Customers begin buying Dell computers via Internet at www.dell.com Dell
begins major push into network-server market Company added to Standard
& Poor’s 500 stock index
ff 1997 – Company sales via Internet reach $1 million per day Dell ships its
10-millionth computer system Per-share value of common stock reaches
$1,000 on presplit basis Dell introduces its first workstation systems
ff 1998 – Company expands manufacturing facilities in the Americas and
Europe, and opens production and customer centre in Xiamen, China Dell
introduces PowerVault storage products
ff 1999 – Dell opens www.gigabuys.com, an online computer-related
superstore Sales via Internet exceed $18 million per day ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 22 Industry Outlook
While the personal-computing market has expanded dramatically since the
1970’s, Dell believes that the industry’s best days and its own are yet to come,
for two broad reasons. First, the stream of software and hardware innovation
from companies such as Microsoft Corp. and Intel Corp. is rapid and robust,
and is sharply increasing system performance and reducing the relative cost of
computing. For example, in February 1982, Intel introduced its 286 chip, which
was capable of processing 2.66 million instructions per second, or MIPS, at a
clock speed of 12 million cycles per second, or megahertz. Today’s Intel Pentium
II processors are capable of considerably more than 600 MIPS at 450 megahertz,
and the sharp upward development trend is expected to continue.
Second, while computer performance is going up, the relative cost of computing
computer prices per MIPS has steadily declined, encouraging new computer
users and more rapid PC replacement. Customers, in turn, are using those
savings to buy even more powerful, more richly configured systems. As
processor transitions and expected cost reductions continue, many industry
analysts foresee worldwide industry volume growth at a compound annual rate
of 15 to 20 percent annually over the next three years.
Meanwhile, the Internet is becoming more integrated into daily life: businesses
rely on the Internet for commerce and real-time information exchange;
customers go online to shop, bank and conduct personal correspondence; and
students from grade schools through college use the Internet as an educational
tool. From servers that power the Internet connection, to desktops and
notebooks that efficiently and effectively provide the interface, to workstations
used to develop digital content, the ability to provide products and services
that enable Internet access and enhance the online experience will be vital for
companies in the computer systems industry.
Development of the Direct Model Dell is continuously refining its direct approach
to manufacturing, selling and servicing personal-computing systems. The
company is committed to extending the advantages inherent in what is already
the industry’s most efficient business model.
Current Dell initiatives include moving even greater volumes of product sales,
service and support to the Internet; using the Internet to improve the efficiency
of Dell’s procurement, manufacturing and distribution process; and further
expanding an already broad range of value-added services. By taking its direct
business model and its associated customer experience to even higher levels,
through the Internet and value-added services, Dell intends to continue to grow
its business at a multiple of the high-growth rate anticipated for the computersystems industry as a whole.
Dell still has significant opportunity for expansion in all parts of the world,
especially in markets outside of the U.S.; in all customer segments; and in all
product categories, ranging from home PCs to enterprise products, such as
network servers and workstations. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 23 Mission Statement
Dell’s mission is to be the most successful computer company in the world at
delivering the best customer experience in markets we serve. In doing so, Dell
will meet customer expectations of:
ff Highest quality
ff Leading technology
ff Competitive pricing
ff Individual and company accountability
ff Best-in-class service and support
ff Flexible customization capability
ff Superior corporate citizenship
ff Financial stability
Objectives
To achieve market share of 14% by year 2002 worldwide.
ff Continue expansion of server and storage products.
ff Continue to maintain low costs – decrease each year by 1%.
ff Establish global brand recognition. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 24 SWOT ANALYSIS
DELL
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 25 QUESTION 2:
Perform a PEST analysis on China China
Background:
For centuries China stood as a leading civilisation, outpacing the rest of the
world in the arts and sciences, but in the 19th and early 20th centuries, the
country was beset by civil unrest, major famines, military defeats, and foreign
occupation.
After World War II, the Communists under MAO Zedong established an
autocratic socialist system that, while ensuring China’s sovereignty, imposed
strict controls over everyday life and cost the lives of tens of millions of people
After 1978, MAO’s successor DENG Xiaoping and other leaders focused on
market-oriented economic development and by 2000 output had quadrupled.
For much of the population, living standards have improved dramatically and
the room for personal choice has expanded, yet political controls remain tight.
China since the early 1990’s has increased its global outreach and participation
in international organisations. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 26 Economy – Overview
China’s economy during the past 30 years has changed from a centrally planned
system that was largely closed to international trade to a more market-oriented
economy that has a rapidly growing private sector and is a major player in the
global economy. Reforms started in the late 1970’s with the phasing out of
collectivized agriculture, and expanded to include the gradual liberalization of
prices, fiscal decentralization, increased autonomy for state enterprises, the
foundation of a diversified banking system, the development of stock markets,
the rapid growth of the non-state sector, and the opening to foreign trade and
investment. Annual inflows of foreign direct investment rose to nearly $108
billion in 2008. China has generally implemented reforms in a gradualist or
piecemeal fashion. In recent years, China has re-invigorated its support for
leading state-owned enterprises in sectors it considers important to “economic
security,” explicitly looking to foster globally competitive national champions.
After keeping its currency tightly linked to the US dollar for years, China in
July 2005 revalued its currency by 2.1% against the US dollar and moved to
an exchange rate system that references a basket of currencies. Cumulative
appreciation of the renminbi against the US dollar since the end of the dollar peg
was more than 20% by late 2008, but the exchange rate has changed little since
the onset of the global financial crisis.
The restructuring of the economy and resulting efficiency gains have contributed
to a more than tenfold increase in GDP since 1978. Measured on a purchasing
power parity (PPP) basis that adjusts for price differences, China in 2009 stood
as the second-largest economy in the world after the US, although in per capita
terms the country is still lower middle-income.
The Chinese government faces numerous economic development challenges,
including: (a) strengthening its social safety net, including pension and health
system reform, to counteract a high domestic savings rate and correspondingly
low domestic demand; (b) sustaining adequate job growth for tens of millions
of migrants, new entrants to the work force, and workers laid off from stateowned enterprises deemed not worth saving; (c) reducing corruption and other
economic crimes; and (d) containing environmental damage and social strife
related to the economy’s rapid transformation.
Economic development has been more rapid in coastal provinces than in the
interior, and approximately 200 million rural labourers and their dependents
have relocated to urban areas to find work – in recent years many have returned
to their villages. One demographic consequence of the “one child” policy is that
China is now one of the most rapidly aging countries in the world. Deterioration
in the environment – notably air pollution, soil erosion, and the steady fall of
the water table, especially in the north – is another long-term problem. China
continues to lose arable land because of erosion and economic development.
In 2006, China announced that by 2010 it would decrease energy intensity 20%
from 2005 levels. In 2009, China announced that by 2020 it would reduce carbon
intensity 40% from 2005 levels. The Chinese government seeks to add energy
production capacity from sources other than coal and oil, and is focusing on
nuclear energy development. ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 27 Throughout 2009, the global economic downturn reduced foreign demand for
Chinese exports for the first time in many years. The government vowed to
continue reforming the economy and emphasized the need to increase domestic
consumption in order to make China less dependent on foreign exports for GDP
growth in the future.
GDP:
ff 8.4% (2009 est.)
ff 9% (2008 est.)
ff 13% (2007 est.)
GDP – per capita (PPP):
ff $6,500 (2009 est.)
Labour force:
ff 812.7 million (2009 est.)
Labour force (by occupation):
ff agriculture: 39.5%
ff industry: 27.2%
ff services: 33.2% (2006 est.)
Unemployment rate:
ff 4.3% (September 2009 est.)
ff Population below poverty line:
ff 2.8% (2006 est.)
Stock of money:
ff $2.434 trillion (31 December 2008)
Agriculture products:
ff rice, wheat, potatoes, corn, peanuts, tea, millet, barley, apples, cotton,
oilseed; pork; fish
Industries:
mining and ore processing, iron, steel, aluminium, and other metals, coal;
machine building; armaments; textiles and apparel; petroleum; cement;
chemicals; fertilizers; consumer products, including footwear, toys, and
electronics; food processing; transportation equipment, including automobiles,
rail cars and locomotives, ships, and aircraft; telecommunications equipment,
commercial space launch vehicles, satellites
Exports:
ff $1.194 trillion (2009 est.)
Exports (commodities):
ff electrical and other machinery, including data processing equipment,
apparel, textiles, iron and steel, optical and medical equipment ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 28 Exports (partners):
ff US 17.7%, Hong Kong 13.3%, Japan 8.1%, South Korea 5.2%, Germany 4.1%
(2008)
Imports:
ff $921.5 billion (2009 est.)
Imports (commodities):
ff electrical and other machinery, oil and mineral fuels, optical and medical
equipment, metal ores, plastics, organic chemicals
Imports (partners):
ff Japan 13.3%, South Korea 9.9%, Taiwan 9.2%, US 7.2%, Germany 4.9% (2008)
Imports (commodities):
ff electrical and other machinery, oil and mineral fuels, optical and medical
equipment, metal ores, plastics, organic chemicals
Debts (external):
$347.1 billion (31 December 2009 est.)
Exchange rates:
ff Renminbi yuan (RMB) per US dollar – 6.8249 (2009)
Telephone (landlines):
ff 365.6 million (2007)
Telephone (mobile):
ff 634 million (2008)
Internet users:
ff 14.156 million (2009)
ff Television broadcast stations:
ff 3,240 (of which 209 are operated by China Central Television, 31 are
provincial TV stations, and nearly 3,000 are local city stations) (1997)
Radio broadcast stations:
ff AM 369, FM 259, shortwave 45 (1998)
Ports and terminals:
ff Dalian, Guangzhou, Ningbo, Qingdao, Qinhuangdao, Shanghai, Shenzhen,
Tianjin
Waterways:
ff 110,000 km navigable (2008)
Roadways:
ff Total: 3,583,715 km (includes 53,913 km of expressways) (2007)
Railways:
ff Total: 77,834 km ADDENDUM | © 2017 YOUNG RABBIT PTY LTD, AUSTRALIAN PACIFIC COLLEGE
BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT & BSB61315 ADVANCED DIPLOMA OF MARKETING AND COMMUNICATION &
BSB60915 ADVANCED DIPLOMA OF MANAGEMENT (HUMAN RESOURCES) | STRATEGIC PLANNING_V5.6 29 Airports:
ff Total: 482 (2009)
Heliports:
ff 45 (2009)
Pipelines:
ff Gas 32,545 km; oil 20,097 km; refined products 10,915 km (2009)
Telephone System:
General assessment: domestic and international services are increasingly
available for private use; unevenly distributed domestic system serves principal
cities, industrial centres, and many towns; China continues to develop its
telecommunications infrastructure, and is partnering with foreign providers
to expand its global reach; China in the summer of 2008 began a major
restructuring of its telecommunications industry, resulting in the consolidation
of its six telecom service operators to three, China Telecom, China Mobile and
China Unicom, each providing both fixed-line and mobile services
Domestic: interprovincial fibre-optic trunk lines and cellular telephone systems
have been installed; mobile-cellular subscribership is increasing rapidly; the
number of Internet users exceeded 250 million by summer 2008; a domestic
satellite system with 55 earth stations is in place
International: country code – 86; a number of submarine cables provide
connectivity to Asia, the Middle East, Europe, and the US; satellite earth stations
– 7 (5 Intelsat – 4 Pacific Ocean and 1 Indian Ocean; 1 Intersputnik – Indian
Ocean region; and 1 Inmarsat – Pacific and Indian Ocean regions) (2008)
International disputes
Continuing talks and confidence-building measures work toward reducing
tensions over Kashmir that nonetheless remains militarized with portions
under the de facto administration of China (Aksai Chin), India (Jammu and
Kashmir), and Pakistan (Azad Kashmir and Northern Areas); India does
not recognize Pakistan’s ceding historic Kashmir lands to China in 1964;
China and India continue their security and foreign policy dialogue started in
2005 related to the dispute over most of their rugged, militarised boundary,
regional nuclear proliferation, and other matters; China claims most of
India’s Arunachal Pradesh to the base of the Himalayas; lacking any treaty
describing the boundary, Bhutan and China continue negotiations to establish a
common boundary alignment to resolve territorial disputes due to cartographic
discrepancies; Chinese maps show an international boundary symbol off the
coasts of the littoral states of the South China Seas, where China has interrupted
Vietnamese hydrocarbon exploration; China asserts sovereignty over the Spratly
Islands together with Malaysia, Philippines, Taiwan, Vietnam, and possibly
Brunei; the 2002 “Declaration on the Conduct of Parties in the South China Sea”
eased tensions…
