Assessment Task 1

Management Plan for Stores of Houzit

1. Marketing Activities

Marketing activities should include:

- Magazine advertising and PR
- in-store promotions
- web based promotions.

All of them are outlined in the Case Study.

2. Integration of organizational activities

Integration of Organizational activities should include:

- visual advertising links throughout
- web address on Il material
- PR copy - used in Il mediums
- key words throughout

3. Monitor Progress

For example: Return on marketing investment and Collecting primary and secondary
data and understanding and analyzing Qualitative and quantitative data analysis.

Return on investment = net profit before taxes / Investment

For example, - 1,000.0000 / $ 35,000,000 = 0.286 = 2.86%
Qualitative and quantitative data analysis should include information from Lamberts
Consulting.

4. Distribution and pricing

Distribution and pricing discussions should include:

- On-line retailing a new distribution channel

- Price of imports to be monitored against competitors and exchange rate.

Consumer perception of price and value-ln the end the consumer will decide if the
products price is right. When setting prices, the company must consider consumer
perceptions of price and how these perceptions affect consumers buying decisions.
Pricing decisions, like other marketing mix decisions must be buyer orientated.

5. KPl's

KPls should show:

- market share = store sales/total estimated market sales

- Marketing cost of customer acquisition = cost of marketing/Total new
business acquired.
Sales Growth metrics measure the pace at which your organization's sales revenue
is increasing or decreasing. This is a key metric for any organization to monitor
since it is an essential part of growth projections and is instrumental in strategic
decision-making. Monitor this metric over multiple time periods to gain a clear
indication of growth trends and normalize your values to account for monthly or
quarterly spikes in revenue. At the highest level, the sales growth metric is used to
provide executives and sales directors with an assessment of the sales
organization's performance. However, this metric can also be broken down to show
how each sales team or sales representative can contribute to achieving
organizational goals. Rather than providing each sales team with a broad objective
of increasing total sales by 20% this year, provide attainable (yet challenging)
objectives that will help them effectively contribute to achieving your business
objective.

Key terms
Current sales revenue: The total dollar value of sales during the current time period.
Previous period sales revenue: The total dollar value of sales during the time period.

Success indicators
A positive sales growth percentage over the specified time period.

6. Delegation of roles and responsibilities

Good delegation saves you time, develops you people, grooms a successor, and
motivates. Poor delegation will cause you frustration, demotivates and confuses the
other person, and fails to achieve the task or purpose itself.
Delegation is a very helpful aid for succession planning, personal development - and
seeking and encouraging promotion. It's how we grow in the job - delegation
enables us to gain experience to take on higher responsibilities. Delegation can be
used to develop your people and yourself - delegation is not just a management
technique for freeing up the boss's time.

As a giver of delegated tasks, you must ensure delegation happens properly. Just as
significantly, as the recipient of delegated tasks you can 'manage upwards' and
suggest improvements to the delegation process and understanding - especially if
your boss could use the help.
Managing the way, you receive and agree to do delegated tasks is one of the
central skills of 'managing upwards'

A simple delegation rule is the SMART acronym, or better still, SMARTER. It's a quick
checklist for proper delegation. Delegated tasks must be:
- Specific
- Measurable
- Agreed
- Realistic
- Timebound
- Ethical
- Recorded

The steps of successful delegation:

1. Define the task

Confirm in your own mind that the task is suitable to be delegated. Does it meet the
criteria for delegating?
2. Select the individual or team
What are your reasons for delegating to this person or team? What are they going
to get out of it? What are you going to get out of it?
3. Assess ability and training needs
Is the other person or team of people capable of doing the task? Do they
understand what needs to be done? If not, you can't delegate.
4 Explain the reasons
You must explain why the job or responsibility is being delegated. And why to that
person or people? What is its importance and relevance? Where does it fit in the
overall scheme of things?
5 State required results
What must be achieved? Clarify understanding by getting feedback from the other
person. How will the task be measured? Make sure they know how you intend to
decide that the job is being successfully done.

6 Consider resources required

Discuss and agree what is required to get the job done. Consider people, location,
premises, equipment, money, materials, other related activities and services.

7 Agree deadlines
When must the job be finished? Or if an ongoing duty, when are the review dates?
When are the reports due? And if the task is complex and has parts or stages, what
are the priorities?
At this point you may need to confirm understanding with the other person of the
previous points, getting ideas and interpretation. As well as showing you that the
job can be done, this helps to reinforce commitment.
Methods of checking and controlling must be agreed with the other person. Failing
to agree this in advance will cause this monitoring to seem like interference or lack
of trust.
8 Support and communicate
Think about who else needs to know what's going on, and inform them. Involve the
other person in considering this so they can see beyond the issue at hand. Do not
leave the person to inform your own peers of their new responsibility. Warn the
person about any awkward matters of politics or protocol. Inform your own boss if
the task is important, and of sufficient profile.

9 Feedback on results
It is essential to let the person know how they are doing, and whether they have
achieved their aims. If not, you must review with them why things did not go to
plan, and deal with the problems. You must absorb the consequences of failure, and
pass on the credit for success. Delegation of roles and responsibilities discussed
should include:
You - in-store promotions
Tony - web pages
Marie - advertising/ PR

7. Communication strategies
Communication strategies discussed should include:
- shared emailing
- formal meetings
- informal meetings
- team visits - stores
- progress charts.

Once you have provided the information above, you need to meet with the CEO
(your
assessor), and discuss with them the information you have gathered about the
proposed marketing activities and your management plan. You should discuss and
agree on the proposed delegation of roles and responsibilities for marketing efforts
described in your management plan.
With the CEO's approval, you should develop information to be shared with relevant
personnel in your organization, including all information provided under each
heading
above.
Assessment Task 2
Staff Support Plan
A staffing support plan is a framework that attempts to screen and control the costs
of human capital while making a base to help in decision making in an association.
The plan guarantees consistency with state and government necessities, for
example, copyright laws, protection laws, Direct Marketing Code of Practice and
maligning laws. It likewise helps associations create objectives and impact staffing
methodologies to stakeholders. Besides, an association can better clarify or protect
its choices to contract or reduce personnel given the target analysis and clear
thinking that a staffing support plan offers. Mentoring and coaching are ways to
deal with adding to workers' potential (Heneman 2012). I built up a staffing support
plan for supporting through people and work groups with assigned parts and
obligations inside Houzit Organization. The staffing support plan included data
under the accompanying headings:

Strategies
The strategies coaches and mentors utilize can motivate workers and expand
efficiency. An organization ought to seek out coaches and mentors who are not
hesitant to be straightforward with staff considering a legitimate concern for
improving the organization. Strategies utilized in Houzit Organization will
incorporate setting goals and rewarding staff. Setting goals gives staff something
definite to move in the direction of and can expand efficiency in the work
environment. Coaches and mentors offer staff some assistance with creating goals
that are specific, measurable, achievable and timely. (SMART). Rewards play a huge
role in motivating staff. As staff achieve objectives in the working environment and
make enhancements to their performance considering productive feedback,
coaches and mentors ought to set aside an ideal opportunity to reward workers and
praise their accomplishments.

Resources
The process of Houzit Organization coaching requires certain resources to
accomplish its objectives and make the operation a fruitful one. A standout amongst
the most important resources required for an organizations coaching is an
accomplished and qualified coach. An expert coach offers an organization some
assistance with increasing its gainfulness, organize its objectives, and work towards
them more effectively. An organizations coach sharpens every one of the
relationship building abilities that are basic to achievement. A coach will likewise
offer an organizing some assistance with defining their objective market and build
up their advertising methodologies. Notwithstanding every one of these obligations,
an organizations coach can likewise grow the business and expand benefits.
Feedback
Effective coaches comprehend the quality and significance of giving constant
performance feedback to staff, both positive and remedial. Feedback ought to
happen after the collaboration, fulfillment of the deliverable, or perception is made.
It ought to likewise be specific with articulations as "You made an awesome
showing". Positive feedback fortifies performance. Individuals will normally go an
additional mile when they feel recognized and acknowledged. At the point when the
remedial input is taken care of inadequately, it will be a noteworthy source of
conflict. When it is taken care of well, individuals will encounter the beneficial
outcomes and performance is reinforced (Moutinho 2012).

Performance
Evaluation of the staff weaknesses in Houzit Organization is very vital. One ought to
onsider variables, for example, lateness, correspondence issues, the absence of
excitement or drive, poor understanding of materials or projects, and trouble
coexisting with others. One ought to work with every member of staff to come up
with quantifiable objectives for development. Likewise, one ought to devise a
framework to track every staffs advancement and check in consistently. If a
member of staff has an issue with participation or lateness, for example, one ought
to make an attendance chart and offer positive feedback -, for example, applause or
acknowledgment - for good participation every week. For staff with specialized
issues or an absence of comprehension, training on computer projects or
frameworks could be advertised. Other approaches to keep tabs on staff
development may incorporate having workers monitor their day by day or week
after week deals numbers (Sheehan 2011).
Scenario 1:
To assist Marie to achieve the required marketing outcomes, I would provide one-on
one coaching by following some steps. Since Marie is uncertain in her undertakings,
I would put her at ease. Such is a crucial initial phase in the coaching session as it
would help her gain trust in what she does. I would then discover what Marie
already knows. For instance, she already has some skills in advertising. Once
decided, this can serve as a ground for new data, and would likewise help me to
rectify any wrong information that she may have. Marie needs assistance in web
marketing and web design. Hence, I would display data or show work techniques on
that field. After that, I would repeat the presentation of the data techniques that she
needs once more. Repetition builds the chances of comprehension and holding the
data.
Since Marie is a sharp learner, I would evaluate the learning she has undertaken to
figure out whether she comprehended the data introduced or if she can perform the
skill as illustrated. Marie does not have the certainty to settle on choices. To offer
her some assistance with getting through this, I would give feedback and let her
know whether she has effectively learned what was introduced. If not, I will go over
what still needs some work. At long last, I would assess Marie's job execution by
occasionally verifying whether she is accurately implementing the learning or
strategies. I would then reward her by congratulating or giving her some other sort
of prize for mastering the area that required coaching. Such will incredibly inspire
her and help her change how she sees things in a marketing perspective.
Scenario 2:
Tonys performance to-date has raised concern that triggers me to take some
corrective measures to ensure that marketing outcomes continue to be achieved.
Tony is not a keen learner of different types of marketing apart from web marketing.
I would focus on that particular activity, instead of his personality or attitude. When
one focuses on a particular conduct, the individual will more likely have the capacity
to comprehend what one needs and why, and feel less defensive about it (Sontakki
2010). Likewise, he sees his insight as his scholarly capital and is never quick to
share it with anybody. He additionally exhibits thoughts for web market that are
unethical under the organization's ethical principles. I would depict the outcomes of
Tony's conduct. By outlining the outcomes, one helps the members of staff some
understand the business explanations behind why one has determined the conduct
to be an issue, and that it is not just "personal." I would give great marketing
reasons why the issue must be solved and outcomes for inability to comprehend.
For instance, I would explain to him the importance of being diverse on the field of
marketing so that when one thing fails, there is an alternative. I would also show
him the importance of teamwork and tell him the consequences that may arise from
presenting unethical ideas on the companys website. In some cases, things are not
what they seem, by all accounts, to be, for example, when I realize that the
organization's website has connections to a home business that Tony's companion
works in providing installation administrations without my endorsement. My
challenge dealing with such disciplinary matters is to utilize my decision-making
ability in deciding what measures to take and offer well-reasoned judgment on the
most proficient method to manage the current issue.
References
Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. D. (2012). Staffing organizations.
Middleton, WI: Mendota House.
Moutinho, L., & Southern, G. (2010). Strategic marketing management: A business
process
approach. Hampshire, U.K: Cengage Learning EMEA.
Sheehan, B. (2011). Marketing management. Lausanne, Switzerland: AVA Pub.
Sontakki, C. N. (2010). Marketing research. Mumbai: Himalaya Pub. House.
Assessment Task 3
Marketing Performance report

1.Analysis
The estimate for home-wares is currently $199M per annum up from $175M. This
years predicted growth 10% and expecting to continue for the next 5 years
Average weekly sale has grown $28,200 although expectation was 8.5% growth on
$24,680 Market share targeted 12%
SWOT Analysis
Strengths:
Excellent staff who are highly skilled and knowledgeable about
home wares.
Great retail space that is bright, functional and
efficient for a commercial urban district.
High customer loyalty
among repeat customers.
Assortment of offerings that exceed
competitors offerings in quality, range and accessibility.
Weaknesses:
A limited marketing budget to develop brand awareness due to the
lack of critical mass and store cover.
The struggle to continually fund
the growing long-term repayment plans taken out by our customers.
Opportunities:
A growing market in a high growth area with a
significant percentage of the target market still not aware of Houzits
offer.
Increasing sales opportunities outside of our target area
greater Brisbane.
Threats:
Competition from local independent retailers can drive down prices, as owner
operators have lover overhead costs than our staff-run stores.
Competition from national chains moving into the Brisbane market.
A slump in the economy reducing customer's disposable income spent on
homewares.

2.KPIs
Last 6 months marketing expenditure:
Advertising- $250,000
PR- $30,000
In store promotion- $60,000
Internet marketing-$100,000
- Market share = store sales/total estimated market sales
- Marketing cost of customers acquisition = cost of marketing / Total new
business acquired

Increase in Sales Revenue:

The benchmark of 8.5% increase in sales revenue has be set by Houzit's board of
Directors.

Market Share:
The benchmark has be set by board of Directors of 12%.

The cause of the profit increase was we have successfully implemented the new
strategies by actively engaging to achieve the marketing objectives. There was a
seasonal demand that occurred during the last year by giving growth in share
from10-12%. Increase in share will be remained in next force able 5 years, which is
giving more opportunity to Houzit stay in the market specifically continue to
focusing on magazine advertising and PR, together with in store promotions. Also,
we should invest more on web
based promotions in the next marketing period. With a growing market we should
maintain the market share to bring to the Houzit solid and controllable growth.
3. Targets
We should maintain our high performance as much as we can. There will be a large
growing increase in interstate migration consequently the homewares and the
building activity for at least next five years.