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Assessment
Hospitality and Management

Assessment 2
Instructions
Please respond to all the following questions. You can write your answers under each
question directly. You might have to undertake the appropriate research to answer these
questions.
SITXCCS007 - ENHANCE CUSTOMER SERVICE EXPERIENCES
Short Answer Questions

Question 1
What is active listening and why is it an important part of providing an enhanced
customer service experience for customers?
Active listening is a communication technique used in counseling, training, and conflict

resolution. It requires that the listener fully concentrate, understand, respond and then
remember what is being said.
Active listening is an important because it demonstrates courtesy and respect for the
customers. Also, you might learn something new anf encourage further communication.
Question 2
Identify and describe at least three techniques that can be used to anticipate customer
preferences, needs and expectations. Provide an example of each.
There are a variety of ways in which you cab anticipate customer preferences, needs and
expectations.
In some cases, you will deal with return customers, when this is the case you can use their
past history to allow you to make an educated guess about what they want, need or expect.
For example, you might remember that Mr and Mrs Jones have an Irish coffee at the end of
their meal. Prior to asking them if they are ready for their invoice you might go to their table
and ask whether they would like you to bring them an Irish coffee.
It has the added benefit of making customers feel that they are valued by the organisation as
they have been remembered.
Sometimes you cab use demographic trends to anticipate customer preferences, needs and
expectations. These might relate to your customers age, gender or social and cultural
characteristics. For example, you might discuss a customer groups need for kosher food due
to the fact they are orthodox Jews. Knowing this you could recognize that your customers
will probably want to finish their meal in time and to allow them to drive home for
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Assessment
Sabbath(when orthodox Jews are not permitted to drive)/

You could guess that a customer group containing several children might interest in colour
pencils and puzzle books.
You should use your skills in observation to anticipate customer preferences, needs and
expectations. You might see a customer group decked out in football jersey, scarves and hats
arrive at your hotel shortly before a football match. It is likely that these customers want the
television channel changed so they can watch the game.
In some cases, you simply need to use your common sense. A customer who has ordered a
bottle of sparkling wine is likely to expect an ice bucket. A customer who is wondering
around your hotel wearing sports clothes looking lost and might need directions to het to the
in-house gym.
When considering the needs, wants and expectations of your customers consider those with
special needs. A customer who uses a wheelchair might need assistance to access the lift. A
customer with vision impairment might need you to read the items on the menu to them. A
woman with a small baby could need a private location to breastfeed a child or use of
facilities to allow her to hear formula/milk.
Question 3
How can negotiation be used to resolve conflict? Identify at least five negotiation
behaviours.
There are five long-recognized styles of negotiating which characterize both approaches to
resolving disputes or making deals and the default approach taken by each individual to
negotiating. These styles can be thought of as means for achieving negotiated outcomes as
well as a categorization of individuals negotiating.
Avoiding
Primarily concerned with avoiding intra-personal conflict
Is useful when the the stakes of a negotiated outcome are not worth the investment of
time or the potential for igniting conflict
Characterized by sidestepping, postponing, and ignoring the issue or situation
Effective when avoidance of the situation or issue does not greatly affect the
relationship and short term task is not important to either party
Accommodating
Primarily concerned with the relationship between the parties
Easily gives the other side concessions in hopes of strengthening the relationship, but
often gives away too much too soon
Tend to neglect their own needs in favor of helping the other side get what they want
Effective when long term relationship is important and short term task is not
important
Compromising
The style falling between accommodating and competing
Useful when time is a concern or there is a strong relationship between the parties
Requires concessions from both sides to find agreement
Does not focus on legitimate or fair standards for settlement and instead utilizes
Meet in the middle, or Split the difference solutions
Collaborating
Focuses on using problem solving methods to create value and discover mutually
satisfactory agreements
Utilizes the creativity of both parties to find solutions to both sides interests

Assessment
Tend to be assertive about their needs and cooperative with the other side
Effective when long term relationship is important and short term task is important
Competing
Primarily concerned with achieving their own goals regardless of the impact on others
Views negotiation as a win/lose rather than a problem solving activity
Often utilize manipulative tactics such as attacks, threats, and other aggressive
behavior to achieve their objectives
Effective when long term relationship is not important and short term task is
important
Question 4
What is the value to a business of feedback from customers about their customer service
experiences?
Customer feedback is so important because it provides marketers and business owners with
insight that they can use to improve their business, products and/or overall customer
experience.
The following are the top six reasons why customer feedback is important to your business.
1. It can help improve a product or service
2. It offers the best way to measure customer satisfaction
3. It provides actionable insight to create a better customer experience
4. It can help improve customer retention
5. It delivers tangible data that can be used to make better business

decisions
6. It can be used to identify customer advocates
Question 5

Assessment
What is cross-selling and how can it be used to encourage customers to purchase add-ons
that might enhance their experience. Provide five examples of add-ons that customers in
a restaurant might be encouraged to buy.
Cross-selling is a sales tactic aimed at generating more sales by suggesting additional, related
or complementary items to a buyer whos already committed to making a purchase. The
examples of add ons that customers in a restaurant might be encouraged to buy:
Desserts
Tea and coffee
Garlic or herb bread
Cocktails and liqueurs
Bottled water
Question 6
What is an organisations customer database? How are they used/ what type of
information is entered into them? Why are they useful?
Customer Data Management (CDM) is a solution mechanism in which an organization's

customer data is collected, managed and analyzed. CDM is geared toward resolving customer
requirements and issues while enhancing customer retention and satisfaction, allowing an
organization to convert customer data into Customer Intelligence (CI).
Databases can be organized in many different ways, and thus take many forms. The most
popular form of database today is the relational database. Popular examples of relational
databases are Microsoft Access, MySQL, and Oracle. A relational database is one in which
data is organized into one or more tables. Each table has a set of fields, which define the
nature of the data stored in the table. A record is one instance of a set of fields in a table. To
visualize this, think of the records as the rows of the table and the fields as the columns of the
table. In the example below, we have a table of student information, with each row
representing a student and each column representing one piece of information about the
student.
Why use a Database?
Keep all your customer details up to date and easily manageable
Retain existing customers and build loyalty by providing a personalised service and
communication
Generate referrals from satisfied customers
Follow and track potential customers easily
Question 7
What will be contained in organisational policies and procedures relating to
compensating customers who have made complaints?

Assessment
Most of the organisations will have policies and procedures that set up the objectives and
process for compensating customers for product or service difficulties. They also identify
who is responsible for approving compensation. For example, all of the staff might be
authorized to offer a free drink to customers who have had a drink spilt on them. However,
only the manager might be authorized to compensate a customer with complementary dinks
for an entire evening
Question 8
What are two different ways that the hospitality, travel or tourism industries promote
products and services?
There are two different ways for the hospitality, travel or tourism industries promote products
and services:
1. Online promotions
2. Reward systems and loyalty programs
Question 9
Complete the table by identifying a method of compensating a customer who has made
the commonly listed complaints.
Customer complaint Compensation
Double bookings/ taking reservations when fully booked Discount voucher

for later date
Long wait periods Complementary

products (free tea or
coffee while
waiting), late
checkout
Drinks spilt on customer Free drink
Poor quality product/ service Partial refund
Question 10
What constraints might hospitality, tourism and travel staffs have on them in terms of
proactively offering compensation to customers for service difficulties? Provide at least
three examples.

Assessment
There are three examples of proactively offering compensation to customers for service
difficulties:
1. Costs and budgets
2. Compensation policy and procedures
3. Profitability of intended sale
Question 11
What special needs might you have to take into consideration when communicating with
customers? Provide at least two examples.
1. Disability (including but not limited to intellectual impairment, physical impairment,

psychiatric disability, hearing or vision impairment, learning difficulties, and attention
deficits).
2. Language (e.g. non-English-speaking backgrounds, not familiar with service-specific
jargon and acronyms).
Question 12
What types of feedback would you expect to observe when a person is receptive to
suggestive selling? Provide at least four examples.
1. Verbal feedback
2. Non-verbal feedback
3. Body language
4. Eye contact
Question 13
For what purposes can questions be used? Provide at least five examples.
The purpose of using questions is:

1. To encourage the speaker to keep talking
2. To reinforce with the customer your interest them
3. To add background or detail to what has been said
4. To verify the meaning of what have been said
5. To determine customer preferences, needs and expectations
SITXCCS008 - DEVELOP AND MANAGE QUALITY CUSTOMER SERVICE

PRACTICES

Question 1
How do principles of customer service change when customers make high value
purchases?

Assessment
Reward for cusomters loyalty. By integrating loyalty data into your delivery providers and
personalization tools, youll be able to understand when, how and why high-value customers
access your site and design useful, personlisaed touched to interact with them across multiple
channels. When done right, loyalty programs remove barriers between your customer and
their purchases and streamline their shopping experience. Doing so can empower the
customer with a sense of agency when they realize that their actions have a direct impact on
their experiences with you and what services you can offer them.
Question 2
How does accreditation help to build professional industry standards?
Accreditation assists businesses to improve the quality and consistency of their products,
services, work processes and efficiency which in turn increases customer satisfaction and
confidence.
To achieve quality assurance scheme accreditation businesses must demonstrate their ongong
commitment to business development, continuous improvement and customer service.
Businesses assess on customer service, business practice, presentation and provision of
facilities, administrative policies, complaint handing procedures and accurate advertising.
They must also demonstrate that they have all the relevant insurances in place and comply
with regulatory requirements.
Question 3
What are the roles and responsibilities of managers in the provision of quality customer
service?
Managers share responsibility for developing quality customer service practices, managing
the delivery of quality service and monitoring and adjusting customer service practices to
meet business objectives.
Other responsibilities including:
Acting as role models and mentors for staff
Complaints
Initiating staff training
Customer service training
Question 4
Identify five trends in the external environment affecting the way organisations do business
and provide customer service.
1. Economy
The global economy is one of the biggest external factors that will, at some time, affect your
business. Market fluctuations based on politics, terrorism attacks, wars and currency
devaluation eventually trickle down to most commercial enterprises.

Assessment
2. Finance
Wall Street and the solvency of big banks and financial institutions may not seem to have
much to do with your business, but eventually they may affect your ability to continue doing
business. Interest rates, the availability of credit and consumer loans are external factors you
rarely can control.
3. Weather
If man could control the weather, vacation resorts would know exactly when to charge the
highest room rates. Storms, tornadoes, hurricanes and wildfires are outside your purview of
controllable business factors. In addition to the direct impact a storm may have on your
ability to open your doors at any given time, widespread weather events often carry a
substantial trickle-down effect to a wide range of businesses.
4. Infrastructure
Zoning laws, highway construction and housing development are particularly important to
retail establishments, restaurants, manufacturers and other businesses that rely on a location
for success. Changes in the local infrastructure may prove either disastrous or fortuitous to
your company.
5. Laws
State, local or federal changes in the laws can have a direct impact on your business if the
service or product becomes highly regulated or outlawed. Cigarette manufacturers learned
this lesson when public smoking was outlawed in many areas and smoking indoors has
become practically nonexistent. Government regulations such as those that affect the
environment or communication are beyond your control and could have a direct impact on
your business.
Question 5
Customer satisfaction surveys can be used as a research tool to monitor, measure, and
evaluate customer satisfaction. What methods can be used to survey customers? What are the
components of an effective survey? How should the data received be used by the
organisation?
Here are the 5 best ways to get consistent (and high quality) feedback from your customers:
1. Surveys
2. Feedback boxes
3. Reach out directly
4. User activity
5. Usability Tests
They use a 7-point checklist at the start of each survey to assess what I want to include in the
survey and how it will affect the data. This post introduces the checklist, and in the coming
weeks, I will focus on each item in list and provide additional ideas for how to make your
survey a success.
1. Introduction content Include relevant contact details, intent of survey, privacy
notification and instructions.
2. Colors and logo Brand the survey design to your companys look and feel.

Assessment
3. Survey content Create question types based on what you want the data to look like
or do. Make sure your questions get to the point and avoid the use of jargon, slang or
acronyms.
4. Use closed ended questions whenever possible Closed ended survey questions give
respondents specific choices (e.g. Yes or No), making it easier to analyze results.
Closed ended questions can take the form of yes/no, multiple choice or rating scale.
5. Polish the design Apply the Required Answer feature, use Text Validation (e.g. edit
the error messages accordingly), adjust the question placement and spacing for a clean
look (more/less white space) so its easy for your respondents to complete your
survey.
6. Survey finish option Decide how do you want the survey to end. Do you want
respondents to return to your site? Do you want the window to close? Include final
information and thank the respondent.
7. Pretest your survey Make sure you pretest your survey with a few members of
your target audience and/or coworkers to find glitches and unexpected question
interpretations.
There are many ways to collect information on your customers, including:

order forms
enquiries
complaints
warranty cards
customer rewards programs
customer satisfaction surveys
feedback cards
customer competitions
your website.
Question 6
How does the development of customer service policies and procedures contribute to the
provision of quality customer service?
Organisations develop policies and procedures for a variety of reasons; for example, to
comply with legislation or in response to concerns from stakeholders or to change workplace
behavior.
A policy is a guiding principle used to set up a direction for the organisation. It should be
used to guide and facilitate decision-making within the framework of the objectives, golas
and management philosophies of a business. Policies can range from broad philosophies to
specific rules. Policies must comply with legal requirements.
A procedure details the action to betaken to address the policy. It should be designed as a
series of steps to be followed as a consistent and repetitive approach or cycle to accomplish
at the end of result. Procedures are specific, factual, succinct and to the point.
Policies and procedures are important because:
they are a legal requirement under various workplace legislation
identify and minimize risks etc,.

Assessment
Question 7
How can complaints be used to good effect by organisations? Why should they be monitored,
reviewed, recorded and analysed?
In todays Internet-driven world, customers have more power than ever.

If customers have a positive customer experience, they will share this experience with
friends, family and connections, which in turn can lead to new business. All at zero cost.
But what happens if you fail to provide a positive customer experience?
The answer is simple. Your customers will complain.
According to research by Esteban Kolsky, 13% of unhappy customers will share their
complaint with 15 or more people.
Furthermore, only 1 in 26 unhappy customers complain directly to you.
And for customers that dont complain, they just stop doing business with you.
There is a silver lining here:
A customer complaint highlights a problem, whether thats a problem with your product,
employees or internal processes, and by hearing these problems directly from your customers,
you can investigate and improve to prevent further complaints in the future.
Furthermore, research finds that customers whose complaints are handled quickly can
often turn into loyal customers and even brand advocates.
Simply put, a customer complaint can become very profitable when you can resolve their
problem.
Complaint Analysis
Complaint analysis is used to track, categorize and handle customer complaints.
When a customer makes a complaint, he or she is voicing a concern in relation to your
product or service. However, not all complaints are to be treated equally and there are several
questions to ask yourself before you take action, including:
Has this happened before?
Have the complaints been recorded?
How often does the same compliant arise?
Is there a pattern to this complaint in how it was received?
Has the same customer reported this previously?
By answering these questions, you can take the necessary steps required to prevent them from
happening again.
For example, if several customers complain about a specific issue, you can use their feedback
to improve your product or service. Or, if you are currently working on a solution, yet you
still receive complaints from your customer base, you can create an email template for
support that explains, in detail, how are you going to solve it.
Question 8
Identify and briefly describe at least five examples of quality assurance schemes.
1. Hatchery Quality Assurance Scheme (HQAS) accredits NSW fish hatcheries for the
production of native fish fingerlings for recreational fishing enhancement stocking
programs and aquaculture production.
2. Advanced product quality planning (or APQP) is a framework of procedures and
techniques used to develop products in industry, particularly the automotive industry.

Assessment
3. A measurement systems analysis (MSA) is a thorough assessment of a measurement

process, and typically includes a specially designed experiment that seeks to identify
the components of variation in that measurement process.
4. Capability Maturity Model Integration (CMMI) is a process level improvement
training and appraisal program.
5. The ISO 9000 family of quality management systems standards is designed to help
organizations ensure that they meet the needs of customers and other stakeholders
while meeting statutory and regulatory requirements related to a product or program.
ISO 9000 deals with the fundamentals of quality management systems, including the
seven quality management principles upon which the family of standards is
based. ISO 9001 deals with the requirements that organizations wishing to meet the
standard must fulfill.
Question 9
What topics might be included in customer service policies and procedures to ensure quality
customer service? Provide at least three examples.
1. Response times
2. Product quality
3. Pricing and service guarantees
4. Complaint and dispute management
Question 10
What is the intent of competition and consumer legislation that applies in your state/ territory
and how does this influence service delivery?
Response should refer to relevant competition and consumer legislation.

For example, competition and consumer legislation aims to give businesses a fair and
competitive operating environment. It covers anti-competitve conduct, price fixing,
unconscionable conduct and other issues, such as advertising. The legislation also sets out
consumers rights and responsibilities. It convers areas such as , returns, refunds, warranties,
contracts, marketing and advertising.
SITXFIN003 - MANAGE FINANCES WITHIN A BUDGET
Question 1
List 10 types of financial records that can be used to assist with financial management within
a budget.
1. Bank statements
2. Banking summaries

Assessment
3. Cheque books
4. Invoices
5. Transaction reports
6. Credit card transaction statements
7. Journal entries
8. Merchant statements
9. Merchant summaries
10. Bank deposit documentation
Question 2
List and briefly describe seven types of budgets.
1. Cash budgets - The cash budget contains an itemization of the projected sources
and uses of cash in a future period.
2. Cash flow budgets - It establishes how much money is needed and when it will be
needed
3. Departmental budgets - A departmental budget allows the firm to analyze the costs
and expenses related to a certain department and whether the firm's income is
sufficient to meet these expenses.
4. Event budgets - Plan your organization or company event
5. Project budgets- Plan your orgnaisation projects

6. Sales budgets - A sales budget is an important first step in structuring an
overall budget for your small business.
7. Wage budgets - a payment usually of money for labor or services usually according to
contract and on an hourly, daily, or piecework basis
Question 3
List 15 considerations in the preparation of financial or statistical reports.
1. Cash flow
2. Commercial account activity
3. Commission earnings
4. Covers and financial return
5. Expenditure
6. Income
7. Staff costs
8. Stock levels
9. Yield
10. Wastage
11. Sales performances
12. Sales returns
13. Occupancy rates and financial return
14. Daily, weekly and monthly transactions

Assessment
15. Performance of department, project and / or products and services
Question 4
Explain the difference between fixed and flexible budgeting and explain how budgets are
used to allocate resources for business operations.
Businesses benefit from creating a budget that helps to control how income is spent. Creating
the ideal budget arrangement will involve considering both a fixed and flexible
budget strategy, ultimately choosing the approach that will produce the greatest level of
benefit. While the two budget types share a number of characteristics, there is a key
difference between them that must be well understood before making that final choice.
As the names for the two strategies imply, the single most important difference between a
fixed and flexible budget is that the former does not provide any room for making changes to
budget line items when and as various events or circumstances change. In contrast, a flexible
budget does provide some room for shifts in allocations to different line items, making it
possible to transfer funds from one item to another if the need should arise. Depending on the
type of business operation involved, this makes the flexible budget approach more practical.
One of the easiest ways to understand this key difference between a fixed and flexible budget
is to consider a company owner that is preparing an operating budget for an upcoming
accounting period, such as the next calendar or fiscal year. Budget line items will include
allocating funds for raw materials, utilities, labor costs and other expenses that may or may
not change at some point during the year. If the company currently has vendor agreements in
place that guarantee pricing for raw materials and utilities as well as contracts that prevent
changes in labor costs for that period, a rigid budget that does not allow for any adjustments
may work quite well. Since most businesses cannot guarantee at least some shifts in
operational costs, allowing for at least some flexibility is important.
Since the ability to adapt is important in deciding between a fixed and flexible financial
strategy, projecting possible shifts in generated revenue, taxes, utility costs, and labor is
important to the process. It is still possible to go with a fixed budget even if there is
anticipation of some changes, assuming the income level and the reserves of the business are
sufficient to used what is known as padding for each of the line items. Padding is simply
choosing to increase the anticipated allocation for the line items by a certain percentage,
effectively creating a financial cushion that can be called upon if needed. Since there is
nothing to compel company owners to spend all of the funds allocated to each line item, it is
possible to use a fixed budget approach and achieve a balanced budget for the year.
Since not every company has surplus to devote to each line item, choosing between a fixed
and flexible budget may involve structuring a budget that makes it easier to transfer funds
from one line item to the next, when and as certain events occur. For example, the flexible
budget would make it easy to move funds set aside for raw materials if lower rates for those
materials are negotiated, and use that difference to cover increased labor costs. The overall
budget remains balanced, since the same amount of money is involved.
When considering the merits of both the fixed and flexible budget, there is no one right
choice that fits every situation. Budget planners must realistically consider the circumstances
surrounding the operation and plan the budget accordingly. Doing so will provide the best
possible working platform for managing company finances and improve the chances that all
resources are used to best effect.

Assessment
Question 5
Explain the purpose of each of the following: a cash flow budget, a capital expenditure
budget, a sales budget and explain, in general terms, what procedures should be followed
when collecting data to inform budgets.
A cash flow budget is an estimate of all cash receipts and all cash expenditures that are
expected to occur during a certain time period. Estimates can be made monthly, bimonthly, or
quarterly, and can include nonfarm income and expenditures as well as farm items.
Capital expenditure, or CapEx, are funds used by a company to acquire or upgrade physical
assets such as property, industrial buildings or equipment. It is often used to undertake new
projects or investments by the firm.
A sales budget is an important first step in structuring an overall budget for your small
business. With an accurate projection of future sales, a small business owner makes well-
informed decisions, keeps expenses in line and protects his company from failing.
The procedures:
Consult with staff to identify needs and changes in income and expenditure priorities
collect data and ideas from the various cost centres
bring down draft budget and present it so that feedback can be given
consult and inform all relevant personnel in relation to resource decision
Promote awareness of the importance of budget control
Maintain detailed records fo resource allocation according to organisation control systems
Question 6
What is ratio analysis; how can it help in measuring business performance and setting
objectives/ goals and how can you ensure accuracy when collecting data for drawing up
financial and statistical reports?
Ratio Analysis is a form of Financial Statement Analysis that is used to obtain a quick
indication of a firm's financial performance in several key areas. Theratios are categorized as
Short-term Solvency Ratios, Debt Management Ratios, Asset Management Ratios,
Profitability Ratios, and Market Value Ratios.
A ratio is a means of relating one number to another. In financial analysis, ratios may be
expressed as the ratio, rate or percentage, depending on your own preference.
To provide useful meaning, financial ratios need to be compared with, for example:
the trend of your results over the past year or so (i.e. trend analysis)
the results by other competitors (if these are available)
industry benchmarks or general business standards
budgeted results
the effect of economic conditions.
Commonly used financial ratios
Your first decision will be which financial ratios to use. The most common categories of
ratios are:
profitability - use gross profit margin and net profit margin ratios as 2 key indicators
of business performance and likelihood of success

Assessment
cash flow and liquidity - use these ratios to assess the amount of working capital you
have in your business, and work out how solvent the business is in the short to
medium term
risk and return - use these ratios to judge how successful investment in your business
is, and what effect further investment may have in specific parts of the business
stock turnover and sales - use these ratios to identify overstocking or deficiencies in
your production or marketing strategies.
Non-financial ratios
Non-financial ratios can also be important to your business, as they can highlight issues that
may not show up on the balance sheet. Staff turnover and client satisfaction are examples of
non-financial factors you may want to examine.
Learn more about non-financial ratios.
Getting help with financial ratios
Financial advisers can recommend the most suitable ratios for your business and show you
how to produce reports to calculate and monitor them.
When you have started to analyse the figures produced by your financial ratios, you can use
them to benchmark your business. This will help you assess productivity by comparing your
performance to other businesses in your industry.
Question 7
Each industry has financial terminology unique to it. Do some research and identify and
provide descriptions for terminology unique to your industry.
A common problem of terminology work is that the importance and indeed the very nature of
terminology is poorly understood. Thus many people simply have no idea at all of what it is,
while others, searching for an explanation of some sort, end up associating it with "thermal
science" and hence radiators. Related professions in the communications field, such as
translation and technical writing, will often be aware of the word without having precise
knowledge of what it entails.
Three major points need to be made here:
Firstly, proper terminology is concerned with the relationship between concepts, and
between them and their designations, rather than with designations alone or with the
objects they represent. This point is essential if quality is to be achieved, especially
with synonyms and in multilingual environments.
Secondly, a designation does not necessarily have to be a word or phrase, although it
often is. Thus terminological resources may comprise symbols, drawings, formulae,
codes, etc. as well as, or even instead of, words. This point is especially important
given the move to multimedia systems.
Thirdly, terminology is inextricably linked with specialist knowledge and hence with
special languages or languages for special purposes (LSPs).
Question 8
What financial reporting cycles can be used by an organisation?

Assessment
Financial reports are produced once a year to reflect the businesss earnings and spending
within the given fiscal year. Although it is produced so shareholders, vendors and investors
can see how the business is spending the money, a business may also take use the financial
reports to identify the companys assets and plan its finances.
SITXFIN004 - PREPARE AND MONITOR BUDGETS
Question 1
List and briefly describe seven types of budgets.
1. Cash budgets
2. Cash flow budgets
3. Departmental budgets
4. Event budgets
5. Project budgets
6. Sales budgets
7. Salary budgets
Question 2
Define the budgetary terms.
Terminology Definition
Assets Items that are owned or

controlled by the business
Capital expenditure money spent by a business

or organization on acquiring
or maintaining fixed assets,
such as land, buildings, and
equipment.

Assessment
Cash inflows A Statement of Cash Flows

(or Cash Flow Statement) shows
the movement in
theCash account of a company.
It presents cash
inflows (receipts) and outflows
(payments) in the three activities
of business: operating,
investing, and financing.
Accountants follow the accrual
basis in measuring income and
expenses.
Cash outflows Cash outflows include expenses

such as salaries, supplies, and
maintenance, as well as paying
dividends or servicing any debt
held by the company. A
company may be required to
seek additional financing if cash
outflows exceed cash inflows.
COGS Cost of goods sold (COGS) are

the direct costs attributable to
the production of the goods sold
by a company. This amount
includes the cost of the
materials used in creating the
good along with the direct labor
costs used to produce the good.
Direct labour costs Direct labor cost is a part of

wage-bill or payroll that can
be specifically and
consistently assigned to or
associated with the
manufacture of a product, a
particular work order, or
provision of a service.
Expenses The cost incurred in or

required for something.

Assessment
Fixed costs business costs, such as rent, that

are constant whatever the
amount of goods produced.
Gross profit Gross profit is a company's total

revenue (equivalent to total
sales) minus the cost of goods
sold. Gross profit is the profit a
company makes after deducting
the costs associated with making
and selling its products, or the
costs associated with providing
its services.
Liabilities the state of being legally

responsible for something.
Profit and loss report A Profit and Loss Report (P&L)

is a report that shows your total
Income and your total Expenses
in a specific period of time. Its
a really useful report as it shows
you your net Profit (or loss)
based on your Income &
Expenses, and that can be used
to come up with some cost
cutting strategies!
Revenue Revenue is the amount of

money that a company actually
receives during a specific
period, including discounts and
deductions for returned
merchandise. It is the "top line"
or "gross income" figure from
which costs are subtracted to
determine net income.
Sales forecast A sales forecast is an essential

tool for managing a business of
any size. It is a month-by-
month forecast of the level
ofsales you expect to achieve.
Most businesses draw up asales
forecast once a year.

Assessment
Question 3
What financial reporting cycles can be used by an organisation?
Financial reports are produced once a year to reflect the businesss earnings and spending
within the given fiscal year. Although it is produced so shareholders, vendors and investors
can see how the business is spending the money, a business may also take use the financial
reports to identify the companys assets and plan its finances.
Question 4
List seven internal and external factors that impact on budget development.
Weather
If man could control the weather, vacation resorts would know exactly when to charge the
highest room rates. Storms, tornadoes, hurricanes and wildfires are outside your purview of
controllable business factors. In addition to the direct impact a storm may have on your
ability to open your doors at any given time, widespread weather events often carry a
substantial trickle-down effect to a wide range of businesses.
Infrastructure
Zoning laws, highway construction and housing development are particularly important to
retail establishments, restaurants, manufacturers and other businesses that rely on a location
for success. Changes in the local infrastructure may prove either disastrous or fortuitous to
your company.
Laws
State, local or federal changes in the laws can have a direct impact on your business if the
service or product becomes highly regulated or outlawed. Cigarette manufacturers learned
this lesson when public smoking was outlawed in many areas and smoking indoors has
become practically nonexistent. Government regulations such as those that affect the
environment or communication are beyond your control and could have a direct impact on
your business.
Trends
While you may spend a good part of your profits on marketing in the hopes of favorably
influencing trends, some are beyond your control. An increase in technology use by your
customers may be built into your strategic planning, but you may not have planned for the
widespread use of social media that could affect your business. Celebrities who become
advocates for a cause or decide to boycott a certain business practice can start a trend that
could seriously affect your business if you're on the wrong side of the trend.

Assessment
Customer Base
Your target customer base may change suddenly or slowly over a period of time. The
changing makeup of your neighborhood that attracts more singles or young renters can affect
your business for example if you cater to a more upwardly mobile, family-oriented customer
base. Cultural implications of a changing neighborhood may affect your business negatively
or positively depending on your ability to meet the needs of changing demographics.
Economy
The global economy is one of the biggest external factors that will, at some time, affect your
business. Market fluctuations based on politics, terrorism attacks, wars and currency
devaluation eventually trickle down to most commercial enterprises.
Finance
Wall Street and the solvency of big banks and financial institutions may not seem to have
much to do with your business, but eventually they may affect your ability to continue doing
business. Interest rates, the availability of credit and consumer loans are external factors you
rarely can control.
Question 5
Explain budget preparation and monitoring techniques. You need to include sources and
contents of data required for budget preparation, techniques for making budget estimates and
common reasons for deviations and budget deviation management.
New small business owners may run their businesses in a relaxed way and may not see the
need to budget. However, if you are planning for your business' future, you will need to fund
your plans. Budgeting is the most effective way to control your cashflow, allowing you to
invest in new opportunities at the appropriate time.
If your business is growing, you may not always be able to be hands-on with every part of it.
You may have to split your budget up between different areas such as sales, production,
marketing etc. You'll find that money starts to move in many different directions through your
organisation - budgets are a vital tool in ensuring that you stay in control of expenditure.
A budget is a plan to:
control your finances
ensure you can continue to fund your current commitments
enable you to make confident financial decisions and meet your objectives
ensure you have enough money for your future projects
It outlines what you will spend your money on and how that spending will be financed.
However, it is not a forecast. A forecast is a prediction of the future whereas a budget is
a planned outcome of the future - defined by your plan that your business wants to achieve.
BSBMKG401 - PROFILE THE MARKET

Assessment
Question 1
Summarise the requirements of the Australian Marketing Institute Code of Professional
Conduct.
The Australian Marketing Institute's record of service to the marketing profession goes all the
way back to our origin in 1933. Over the intervening years we have continually evolved to
meet the changing needs of marketers, delivering services to help members maximise their
professional growth.
Today the AMI represents professional marketers throughout Australia, including

practitioners from all marketing functions and industries. Through our unified voice, the
Institute has established strong links with business, academia and government to become the
voice of the marketing profession.
The AMI's leadership role in advancing the marketing profession has resulted in the
emergence of Certified Practising Marketer (CPM) accreditation as a practising benchmark,
the establishment of a Code of Professional Conduct, and the move towards defined
practising standards for marketers and marketing metrics for organisations.
Members guide the policy and priorities of the Institute through elected State Councils and a
National Board of Directors, ensuring representation for every state at the national level.
Branch offices in each state conduct events on topics of local interest to augment national
programs.
Question 2
There are a number of key provisions of relevant legislation and regulations from all levels of
government that may affect aspects of business operations, such as:
anti-discrimination legislation
ethical principles
codes of practice
privacy laws
financial legislation
health and safety legislation
consumer law
credit procedures legislation and regulations

Assessment
Why is it necessary to have a working knowledge of the legislation involved in business?

How in-depth must your knowledge of legislation be and where can you find this
information?
That legislation outlines what it is and isn't legal for a business to do, and the rules on that are
very complicated these days. As such, it's important for businesses to know what their legal
rights and responsibilities are. If they don't know this, they could break the law and get into
serious trouble. They could lose their legal rights to operate, and the staff could even go to
prison in some cases.
Legally, ignorance is no excuse- so even if you don't know the law, if you break it you still
get in trouble (this is to stop people just claiming they didn't know something was illegal).
Question 3
What is quantitative research in relation to data collection and when is it helpful?
Whether it is business, marketing, humanities, physical sciences, social sciences, or other

fields of study or discipline, data plays a very important role, serving as their respective
starting points. That is why, in all of these processes that involve the usage of information and
knowledge, one of the very first steps is data collection.
Data collection is described as the process of gathering and measuring information on
variables of interest, in an established systematic fashion that enables one to answer queries,
stated research questions, test hypotheses, and evaluate outcomes.
Depending on the discipline or field, the nature of the information being sought, and the
objective or goal of users, the methods of data collection will vary. The approach to applying
the methods may also vary, customized to suit the purpose and prevailing circumstances,
without compromising the integrity, accuracy and reliability of the data.
Quantitative Data. These are data that deal with quantities, values or numbers, making them
measurable. Thus, they are usually expressed in numerical form, such as length, size, amount,
price, and even duration. The use of statistics to generate and subsequently analyze this type
of data add credence or credibility to it, so that quantitative data is overall seen as more
reliable and objective.
Question 4
Outline what you need to know in order to develop a marketing plan, how you would source
information and how an organisations culture might influence the marketing plan.
Effective marketing starts with a considered, well-informed marketing strategy. A good

marketing strategy helps you define your vision, mission and business goals, and outlines the
steps you need to take to achieve these goals.
Your marketing strategy affects the way you run your entire business, so it should be planned
and developed in consultation with your team. It is a wide-reaching and comprehensive
strategic planning tool that:
describes your business and its products and services

Assessment
explains the position and role of your products and services in the market
profiles your customers and your competition
identifies the marketing tactics you will use
allows you to build a marketing plan and measure its effectiveness.
A marketing strategy sets the overall direction and goals for your marketing, and is therefore
different from a marketing plan, which outlines the specific actions you will take to
implement your marketing strategy. Your marketing strategy could be developed for the next
few years, while your marketing plan usually describes tactics to be achieved in the current
year.
General cultural knowledge includes implicit theories about the world we live in that are
largely shared by the members of our society. But in addition to this shared set of ideas,
we also have personal knowledge that can conflict with accepted, culturally derived
practices. For example, a boy growing up in China may generally accept the importance
of his relationships with others, and therefore seek to keep harmony with family
members. But more personal knowledge such as being exposed to pictures of
American cultural icons like Green Day or Madonna may lead him to sometimes
wear clothes that his parents don't like. In other words, when pressured to form a quick
judgment, we generally rely on cultural norms as a "default." But when making a
thoughtful deliberation, we're more likely to engage in an internal debate, and waver.
Question 5
List at least seven positioning strategies that an organisation uses when communicating with
consumers about a product.
(1) Using Product characteristics or Customer Benefits as a positioning strategy

This strategy basically focuses upon the characteristics of the product or customer benefits.
For example if I say Imported items it basically tell or illustrate a variety of product
characteristics such as durability, economy or reliability etc. Lets take an example of
motorbikes some are emphasizing on fuel economy, some on power, looks and others stress
on their durability. Hero Cycles Ltd. positions first, emphasizing durability and style for its
cycle.
At time even you would have noticed that a product is positioned along two or more product
characteristics at the same time. You would have seen this in the case of toothpaste market,
most toothpaste insists on freshness and cavity fighter as the product characteristics. It is
always tempting to try to position along several product characteristics, as it is frustrating to
have some good characteristics that are not communicated.
(2) Pricing as a positioning strategy Quality Approach or Positioning by Price-Quality

Lets take an example and understand this approach just suppose you have to go and buy a
pair ofjeans, as soon as you enter in the shop you will find different price rage jeans in the
showroom say price ranging from 350 rupees to 2000 rupees. As soon as look at the jeans of
350 Rupees you say that it is not good in quality. Why? Basically because of perception, as
most of us perceive that if a product is expensive will be a quality product where as product
that is cheap is lower in quality. If we look at this Price quality approach it is important and
is largely used in product positioning. In many product categories, there are brands that
deliberately attempt to offer more in terms of service, features or performance. They charge
more, partly to cover higher costs and partly to let the consumers believe that the product is,
certainly of higher quality.

Assessment
(3) Positioning strategy based on Use or Application Lets understand this with the help of
an example like Nescafe Coffee for many years positioned it self as a winter product and
advertised mainly in winter but the introduction of cold coffee has developed a positioning
strategy for the summer months also. Basically this type of positioning-by-use represents a
second or third position for the brand, such type of positioning is done deliberately to expand
the brands market. If you are introducing new uses of the product that will automatically
expand the brands market.
(4) Positioning strategy based on Product Process Another positioning approach is to

associate the product with its users or a class of users. Makes of casual clothing like jeans
have introduced designer labels to develop a fashion image. In this case the expectation is
that the model or personality will influence the products image by reflecting the
characteristics and image of the model or personality communicated as a product user. Lets
not forget that Johnson and Johnson repositioned its shampoo from one used for babies to one
used by people who wash their hair frequently and therefore need a mild people who wash
their hair frequently and therefore need a mild shampoo. This repositioning resulted in a
market share.
(5) Positioning strategy based on Product Class In some product class we have to make sure
critical positioning decisions For example, freeze dried coffee needed to positions itself with
respect to regular and instant coffee and similarly in case of dried milk makers came out with
instant breakfast positioned as a breakfast substitute and virtually identical product positioned
as a dietary meal substitute.
(6) Positioning strategy based on Cultural Symbols In todays world many advertisers are
using deeply entrenched cultural symbols to differentiate their brands from that of
competitors. The essential task is to identify something that is very meaningful to people that
other competitors are not using and associate this brand with that symbol. Air India uses
maharaja as its logo, by this they are trying to show that we welcome guest and give them
royal treatment with lot of respect and it also highlights Indian tradition. Using and
popularizing trademarks generally follow this type of positioning.
(7) Positioning strategy based on Competitors In this type of positioning strategies, an

implicit or explicit frame of reference is one or more competitors. In some cases, reference
competitor(s) can be the dominant aspect of the positioning strategies of the firm, the firm
either uses the same of similar positioning strategies as used by the competitors or the
advertiser uses a new strategy taking the competitors strategy as the base. A good example of
this would be Colgate and Pepsodent. Colgate when entered into the market focused on to
family protection but when Pepsodent entered into the market with focus on 24 hour
protection and basically for kids, Colgate changed its focus from family protection to kids
teeth protection which was a positioning strategy adopted because of competition.
Question 6
What is a marketing plan and what is a business plan?
A marketing plan is a comprehensive document or blueprint that outlines a business

advertising and marketing efforts for the coming year. It describes business activities
involved in accomplishing specific marketing objectives within a set time frame.

Assessment
A business plan is a formal statement of business goals, reasons they are attainable,
and plans for reaching them. It may also contain background information about the
organization or team attempting to reach those goals.
Question 7
In a paragraph explain the term best practice.
A best practice is a technique or methodology that, through experience and research, has
proven to reliably lead to a desired result. A commitment to using the best practices in any
field is a commitment to using all the knowledge and technology at one's disposal to ensure
success. The term is used frequently in the fields of health care, government administration,
the education system, project management, hardware and software product development, and
elsewhere.
Question 8
Define, in a few short sentences, the following statistical terms:
segmentation
sampling
Market segmentation is the process of dividing a market of potential customers into groups,
or segments, based on different characteristics. The segments created are composed of
consumers who will respond similarly to marketing strategies and who share traits such as
similar interests, needs, or locations
Sampling is a process used in statistical analysis in which a predetermined number of

observations are taken from a larger population. The methodology used to sample from a
larger population depends on the type of analysis being performed, but may include simple
random sampling or systematic sampling.
SITXHRM002 - ROSTER STAFF
Short answer
Question 1
Identify two sources that would provide information on relevant awards and other industrial
provisions.
The employer
Government websites
Question 2

Assessment
When preparing staff rosters, the award or enterprise agreement has a large impact on what
the roster needs to include. What 11 things will the award or agreement define?
1. Roster days off

2. Overtime rates
3. Employees
4. Family leave
5. Sick leave
6. Holiday leave
7. Safety at work
8. Superannuation entitlements
9. Pay and general working conditions
10. Minimum roster hour per week for part-time, full-time and casual
11. Clothing and other allowances
Question 3
You are working in a restaurant as a casual employee. Access the applicable award and
record the details surrounding:
1. Leave provisions
2. Mandated breaks between shifts
3. Maximum allowed shift hours
4. Standard, overtime and penalty rates
Participants should access the Restaurant Industry Award 2010
The following details including:
Leave provisions
Leave provisions do not apply to casual employment.
Mandated breaks between shifts
The roster for all employees than casual will provide for a minimum 10 hours break
between ordinary hours on a day. In the case of changeover of rosters, eight hours will
be substituted for 10 hours.
If an employee, including a casual employee is required to work for five or more
hours in a day , the employee must give an unpaid meal break od no less than 30
minutes. The break must give no earlier than one hour after starting work ad no later
than six hours after starting work.
Maximum allowed shift hours
One each occasion a casual employee is required to attend wotl and they are entitled
to a minimum payment for 2 hours work.
Standard, overtime and penalty rates

Assessment
Casual staffs are entitled to 25% loading on pay rates (including penalty rates).
Only full-time and part-time employees can get pay at overtime for any work done
outside during the spread of hours or normal working hours.
Question 4
What should be considered when preparing staff rosters?
1. Plan the roster before adding individual names.

While this is opposite of the traditional roster method, it puts the business first. Managers and
supervisors should begin with allocating shifts and responsibilities based on hourly rates. The
next step is to add names who are skilled to build the roster around individual requests.
2. Share schedule options with the entire staff.
To avoid a perception of favoritism, managers should share schedule options with all
employees. When there is flexibility, some people just feel more productive at certain times
and certain days.
Ultimately, the final schedule depends on business needs, but this will allow employees to
play an active role in deciding when they must report to work.
3. Fill busy shifts with the most experienced and skilled staff.
Alerts to know whenever a day or shift is understaffed enables managers to fill busy shifts.
This will help to prevent a gap in coverage. Typically, employees know which days are the
busiest, but may not always volunteer to be available.
Managers guarantee coverage is met by filling time slots with the most skilled workers.
4. Automatically handle availability and time-off requests online.
Even employees with the most experience want a few days off. Managers would be wise to
grant those days, especially if they rely on these employees to fill schedule gaps. The ability
to handle time-off requests online is an advantage for everyone.
Although the needs of the company are important, denying or forgetting requests can impact
daily attendance negatively. Some employees may begin to call in sick or one day hand in
their resignation.
5. Show wage cost as you build the staff roster.
Combining wage and staff rosters give managers a heads up before wage costs exceed the
department budget. This practice provides accurate forecasting and budget controls.
6. Begin the roster week on a busy day.
Most managers create the roster based on the standard Monday to Sunday work week.
However, if the busiest days for a service-oriented company begins on Thursday, then that is
the day scheduled hours should begin.
Otherwise, managers might begin cutting hours on the slow days. When this occurs, there
may not be enough employees working when business picks up.
7. Make sure everyone receives two days off.
Burnout and loss of performance is inevitable when employees work for more than five
consecutive days. Notwithstanding the time double shifts or extra days are necessary to meet
deadlines or service customers. Managers should avoid constant long hour shifts.

Assessment
8. Allow your staff to check their roster.

Preparing the roster online also gives employees the opportunity to view their schedules.
They can do this without contacting HR or their managers. Self-service options also includes
making change requests.
9. Give your staff enough time to plan for obligations outside of work.
An effective roster should be planned as far in advance as possible. This gives employees
time to plan around different schedules or see if they can swap schedules with other
employees. Automating swaps and time off streamlines the process.
Question 5
Explain the role of rosters and their importance in controlling staff costs in the
hospitality industry. Include information on system capabilities and functions of
rostering software programs, different formats used for rosters and the different methods
used to communicate rosters to staff.
Rosters are used to ensure there is sufficient staff working to provide the level of service
required in the enterprise. This will vary from department to department within large
organisations and across the whole enterprise and for specific projects or events.
A roster indicates:
The number of people working
The number of hours
The number of shifts required for a certain period of time
Software products are after a range of capabilities. They can design a basic roster or as a
roster and wage and labour cost management tool. Larger orgnaisation trend to combine and
these systems with their payroll or existing accounting packages.
Basic rosters can use a Word or Excel spreadsheet document but some of the businesses use
more complex software products which cab be beneficial in drawing up rosters for large
organisations with a wide spread of employees and roles. Software programs cab sloe use to
formulate rosters in conjunction with the organisations payroll system.
Rosters must be easily accessed, in a timely manner, by the people to whom they apply. That
is, they should be printed and placed on the same noticeboard at the time
weekly.fornight.mothly. Alternately, they might be presented in electronic format and placed
in staff pigeonholes. Regarding of the format and method, staff must know hwere hwn and
how they can access the roster information.
Question 6
If you were developing the rosters for a large five-star hotel, what would you need to
consider?
We need to consider:
social, cultural and skills mix of the team to be roster

Assessment
full details of human resource policies and procedures that cover leave provisions and
socio-cultural issues.
Operational requirements of the business activity, department or event subject to
roster
Wage budget for the business activity, department or event subject to rostering
Portfolio
Part 1:
1. Broad consultation with other members of the organisation, from team members to senior
management is a good way to contribute to the success of operational planning. When, in
the planning cycle, should it be carried out? What outcomes would you hope to achieve
from this process?
Consultation should be an ongoing process throughout the operationl planning cycle.

Formal sunmissions should occur before the planning activities commence, nut they
will not stop there. There will be many times when you will need to return to
stakeholders and seek further input. Similarly, when you have a draft of your
operational plan in place, it will be useful to ask stakeholders who have made major
contributions to read it and after comments. As you implement the plan and undertake
projects, constantly seeking feedback and input will allow you to develop ideas for the
next years operational plan and to refine your planning process.
involving team members from all levels of the business, from senior management to
new team member, is a useful way to develop objectives and targets that are:
o Widely supported and understood
o Relevant across the whole business
o Consistent across different business units and teams
o Detailed and clear
2. Why do budgets need frequent reviews and adjustments? Who is responsible for ensuring
that budgets and other financial documents are accurate? When creating financial reports,
what sources of information need to be analysed?

Assessment
Because most people's expenses change from month to month, individuals who use zero-
based budgets must make new spending plans every month, explains Dave Ramsey's
official website. This type of budget lists all of the household's income sources on one side
of the page and lists all of the household expenses on the other side of the page. Expenses
may include mortgage payments, vehicle costs, cable, phones and food. Individuals
utilizing zero-based budgets must make the income and expenses equal. If the income is
less than the expenses, the individual must find a way to either increase the income or
decrease the expenses.
Creating a budget is beneficial because it helps individuals and households reveal wasted
money, create priorities for their money and reduce stress related to finances, notes
Debt.org. A budget also improves people's financial situations by teaching them to use
money as a tool for meeting long-term goals and future financial needs.
3. Today, more and more businesses understand that being successful is about more than just
economic performance, but that it is also about their environmental and social
performance. They are aware that increasing use of the Earths natural resources places a
strain on the planet. Responsible businesses are, therefore, making every effort to ensure
that they use resources efficiently. What does the term resource efficiency refer to?
Identify five things an organisation could do to reduce the amount of paper and energy
used and wasted.
Efficient use of resources is an essential part of business sustainability. Reducing your

energy and fuel consumption will reduce costs as well as improving your environmental
sustainability performance. For many businesses energy and fuel savings can be made
throughout its operations. Water is a significant factor for some businesses; inefficient use
of raw materials might be the biggest issue for others.
All your employees can affect the efficient use of resources in day to day operations.
Employees at the coal face often have good ideas about how to reduce energy, fuel and
water use, minimise reject products and wastage and what to recycle or reuse.
Operational resource efficiency focuses on what can be achieved at the operational, shop
floor or team level. However any efficiency improvements will be temporary if the new
practices are not supported by management and not embedded into daily procedures and
workplace culture how we do business. Encouraging employees to take a personal
interest in sustainability will help to embed new practices and procedures that might
otherwise fall by the wayside. However, a targeted change management approach might be
needed to help you address any pockets of resistance.
4. Why is it necessary to have a working knowledge of the legislation relating to operations

and associated planning? You might have to undertake the appropriate research to answer
this question.

Assessment
If you are thinking of opening up a business, regardless of whether it's a clothes shop or
coffee shop, you will need to have a good working knowledge of the legislation involved
with your business. This is important because it will ensure that you are abiding and
complying with the law rather than breaking it and facing possibly harsh consequences.
Laws are put into place to protect everyone - the customer, the employee and the company.
You are not expected to be a lawyer, but being aware of the relevant legislations will help
your organisation run more smoothly and avoid complications in the future, such as
getting tied up in lengthy legal battles for unfair staff dismissal etc.
Some of the common legislations applicable to traders include the Consumer

Protection Act 1987 and the Consumer Protection from Unfair Trading Regulations 2008.
These regulations are put into place to protect the consumers' rights and ensure they
receive good quality products or services at all times.
Businesses are also expected to provide their staff with a fair employee scheme. Wrongful
dismissal of staff through not following the proper dismissal procedure as cited in the
contract will mean the dismissed employee is eligible to take his case to a tribunal and in
many instances, sue the company for their illegal actions. However, in some cases of gross
misconduct, such as fighting or theft, companies are able to issue an automatic dismissal
without giving any notice.
Again, you will need to research and familiarise yourself with regulations like this to
protect yourself and your business from unforeseen situations. Being a professional and
fair-minded employer will make you an attractiveorganisation to work for. Your business
may also prosper if you provide excellent products and services for the public.
1. Outline how the below legislation and regulatory context may impact customer service.
- Equal employment opportunity legislation
- Anti-discrimination legislation
- Competition and consumer protection legislation
- Privacy legislation
- Industrial relations legislation
- Work health and safety legislation
- Environmental issues
o Code of practice EEO ensuring that employment practices hire the best
applicants are employed, supporting the delivery of quality services to
customers
o EEO ensuring that all employees have fair access to appropriate training and
development supporting better service for customer needs

Assessment
o Anti-discrimination principles supporting respect for the social and cultural

backgrounds of all customers
o Products and services being provided to customers in an environmentally
responsible way
o Customers wishing to purchase products or services that meet specific
environmental standards, certifications or requirements
6. Identify and explain the stages that should be followed when dealing with a customer
complaint. Discuss managing customer complaints.
1. Listen carefully to what the customer has to say, and let them finish. Don't get
defensive. The customer is not attacking you personally; he or she has a problem and is upset.
Repeat back what you are hearing to show that you have listened.
2. Ask questions in a caring and concerned manner.
The more information you can get from the customer, the better you will understand his or
her perspective. Ive learned its easier to ask questions than to jump to conclusions.
3. Put yourself in their shoes.
As a business owner, your goal is to solve the problem, not argue. The customer needs to feel
like youre on his or her side and that you empathize with the situation.
4. Apologize without blaming.
When a customer senses that you are sincerely sorry, it usually diffuses the situation. Don't
blame another person or department. Just say, "I'm sorry about that.
5. Ask the customer, "What would be an acceptable solution to you?"
Whether or not the customer knows what a good solution would be, Ive found its best to
propose one or more solutions to alleviate his or her pain. Become a partner with the
customer in solving the problem.
6. Solve the problem, or find someone who can solve it quickly!
Research indicates that customers prefer the person they are speaking with to instantly solve
their problem. When complaints are moved up the chain of command, they become more
expensive to handle and only add to the customer's frustration.
5. Being able to provide good customer service is not an innate skill. It requires that
employees receive appropriate training and learn to understand their role/s with regard to
customer service. This applies to those employees who are in direct contact with
customers and those who have no direct contact with customers. Employees who have
good customer service skills will generally encounter fewer complaints. Describe the ways
in which employees can learn the skills needed to provide good customer service.
Induction and training programs should be initiated. Where problems arise or employees
indicate a need for increased skills development, coaching, mentoring, work shadowing etc
might be utilized.
In answering this question participant should draw on the text to describe the different
learning procedures that might be initiated. They should also acknowledge the fact that might

Assessment
be initiated. They should also acknowledge the fact that adult learning needs and
understanding of learner preferences should also be accommodated.
6. What are the questions that all customers ask themselves (consciously or subconsciously)
before they commit to a purchase and how is the presented product/ service bundle likely
to affect a customers purchasing decision?
Questions might include:

o Do I have a need or do I simply want this product?
o Does this product meet my needs?
o What benefits accompany this purchase?
o Am I receiving a proper level of accompanying service?
o Am I happy with the overall product/ service offering?
o Does this meet my perception( expectation) of value on the basis of product, service
or bundle?
o Will I receive value for money if I buy?
o Can I afford this?
Customers do not purchase prducts alone they purchase product/ service bundles. When
a customer enters a retail outlet they will expect to be abke to purchase the product they
require and to receive an appropriate level of service to go with the purchase. The
required level of service will relate to attention, timeliness, information provision,
friendliness and the competence of the sales personnel. This is called bundling.
If an organisation cannot provide an appropriate product /service bundle, then customers
will choose to purchase elsewhere. Even though your organisation might have the product
required by the customer, poor service levels will mean that customers will turn to your
competitors- who can provide both the product and high levels of service. This applies
whether you offer self-service, face-to-face service, phone sales service, online sales or
direct sales etc.
7. In any organisation there are both internal and external customers. These are all part of the
customersupplier chain. For the customer/ end-user to receive quality products/ services
it is necessary that all aspects of the customersupply chain meet specific quality
objectives. Who actually sets these quality standards and how are they set?
Service standards set a target for companies to meet customer needs through the use of its
people, systems and technology.
Standards:
Establish a goal to direct your efforts
Give a clear sense direction

Assessment
Tell what level must be reached
Give something to measure success against
Service standards can become a valuable management tool. Once you have developed a
complete list of service standards they can form a basis for recruitment, job descriptions,
induction processes, training and performance appraisal and feedback.
SMART Standards:
When writing quality service standards, they should be written using SMART or SMARTS
criteria:
Specific - they should be precise in meaning
Measurable - they need to be quantifiable, or able to be measured
Achievable - they must be realistic to the work to be done with the available resources
Relevant - they need to focus on the correct priorities, that is, the needs of the customer
Time Limited - there should be a time frame set on the standard to indicate how often or how
quickly an action is to occur
Supported - this includes the systems, technology and processes that support the service staff.
While this criteria does not have to be written into the standard itself, others in the
organisation should also be held accountable for ensuring that the standards can be achieved.
An example of a SMART standard might be:
"Retrieve and return call to IVR customers and website call back customers within three
working hours."
Developing Service Standards:
When developing service standards, they should:
Be planned and agreed upon by the staff affected by the standard
Be created carefully
Be stated in writing
Meet customer needs

Assessment
Be clearly written
Be supported by management
Be changed if they are not working or outdated
Be added to
Reflect organisational goals
Be communicated effectively and continually
8. How can an organisation encourage suppliersboth internal and externalto participate

in actively ensuring quality standards are maintained so that fewer customer complaints
are likely?
BUILDING GOOD RELATIONSHIPS WITH SUPPLIERS
It pays to invest time in building good relationships with your key suppliers. If you can
save money or improve the quality of the goods or services you buy from your suppliers,
your business stands to gain.
Hints on dealing with your suppliers
Consider some of the following when working with your suppliers:
Meet your contacts face-to-face and see how their business operates. Understanding
how your supplier works gives you a better sense of how it can benefit your business.
Meet the people who'll be managing your account and make sure they can be easily
contacted.
Ask about their plans for development or expansion. Will this affect the goods or
services they're providing to you?
Help your suppliers by placing orders in good time, being clear about deadlines and
paying on time. See the page in this guide on how you can help your key suppliers.
Keep an eye open for any opportunities you can pass their way -in a good customer-
supplier relationship they'll do the same for you.
Make your business important to your suppliers and they will work harder for you.
Some suppliers may offer better deals if you promise to use them exclusively.
However this may cause significant problems if they go out of business.

Assessment
Don't ignore opportunities offered elsewhere. Keep your options open by monitoring the
deals offered by other suppliers.
Consider whether a contract or a service level agreement (SLA) is necessary. This process
will guard against complacency on the part of the supplier. See the page in this guide on
service level agreements.
HOW YOU CAN HELP YOUR KEY SUPPLIERS
It is in everyone's interests that you do well out of key supplier relationships. Suppliers
warrant careful attention, as their performance may be crucial to your business.
Here are some ways that you can help your key suppliers:
Co-ordinate your production schedule with theirs.
Discuss ways to reduce overall costs through size or timing of orders/contracts.
Consider additional products or services that your supplier could provide.
Update them on strategic changes or new products early on - this helps them adapt to
meet those changes.
Analyse how well you forecast sales and plan to meet your supply needs. Sharing the
results of this analysis with your suppliers will allow you to develop accurate sales
plans and hone shared sales forecasts and schedules.
Use a purchase order system to control and monitor the buying of goods and services
from suppliers - this facilitates internal financial controls and prevents specification
misunderstandings at the supplier's end. See our guide on stock control and inventory.
Pay bills promptly. Paying late will strain your relationship with the supplier and
could lead to less favourable terms in future. Ideally you should have a payment
policy that commits your business to paying undisputed bills on time - a copy should
be sent to your suppliers.
There are many ways in which technology - especially Internet-based communications -

can help you develop and maintain a good relationship with your suppliers.
USE TECHNOLOGY TO IMPROVE EFFICIENCY
A high speed Internet connection such as broadband will allow you to collaborate more
closely with your suppliers through sharing plans, forecasts and consumer data.
Sharing such information with your suppliers makes it easier for you to:

Assessment
analyse real-time information about sales, orders or market trends
forecast and react quickly to changes in demand
improve efficiency - accurate information on stock means you will only order the
supplies you need
E-collaboration with your suppliers, such as using email and sharing spreadsheets, can be
simple, but the greatest benefits come from sharing information in "real time". This
requires more sophisticated technology, such as the following:
Inventory planning or forecasting systems - use your inventory records to forecast

the market demand for your product.
Online analytical processing systems - analyse past sales performances and compare
the forecasts from different suppliers.
Enterprise resource planning (ERP) systems - can plan and schedule your entire
business. By connecting your order and purchasing system with that of your suppliers,
orders can automatically be placed and tracked and the supplier will automatically
issue an invoice.
These systems can be very expensive. ERP systems can be rented from an Application
Service Provider - however there will still be some extra costs, such as staff training.
When sharing information, make sure that your data and your suppliers' data is protected.
SERVICE LEVEL AGREEMENTS
Service level agreements (SLAs) are agreements or contracts with suppliers that define the
service they must provide and the level of service to be delivered, and which also set out
responsibilities and priorities.
SLAs themselves are contractual obligations and are often built into a contract - in the
form of one or more clauses or as an entire section. SLAs can be used in any supplier
contract where a business' ability to meet its customer requirements is dependent on the
supplier.
SLAs are complex documents that should be well defined and cannot be drawn up in an ad
hoc fashion.
Drawing up an SLA
It is important that you are involved in drawing up the agreement together with the
supplier.

Assessment
Typical SLAs set out:
the service being provided
the standards of service
the timetable for delivery
respective responsibilities of supplier and customer
provisions for legal and regulatory compliance
mechanisms for monitoring and reporting of service
payment terms
how disputes will be resolved
confidentiality and non-disclosure provisions
termination conditions
If suppliers fail to meet agreed levels of service, SLAs usually provide for compensation,
commonly in the form of rebates on monthly service charges. When drawing up your SLA
with your supplier, highlight the most critical components of the deal so you can apply the
strictest penalties to these. Build periodic performance reviews into the SLA.
SLAs require constant discussion and updating. If the needs of your business change, you
may require different performance criteria. Likewise improvements in technology should
be taken into account when reviewing your SLA.
9. How can you collect customer feedback about customer service levels, their satisfaction
with products and services and any complaints they might have?
Collecting information
When collecting information about customers, try to find out what your customers are
buying, why they are buying, and how often they are buying. Include any potential
customers who have made enquiries about your goods or services.

Assessment
There are many ways to collect information on your customers, including:
order forms
enquiries
complaints
warranty cards
customer rewards programs
customer satisfaction surveys
feedback cards
customer competitions
your website.
10. Explain how consumer or buyer behaviour can be identified and how understanding
buyer behaviour will influence the elements of the marketing mix.
Definition of Buying Behavior:

Buying Behavior is the decision processes and acts of people involved in buying and using
products.
Need to understand:
why consumers make the purchases that they make?
what factors influence consumer purchases?
the changing factors in our society.
Consumer Buying Behavior refers to the buying behavior of the ultimate consumer. A firm
needs to analyze buying behavior for:
Buyers reactions to a firms marketing strategy has a great impact on the firms success.
The marketing concept stresses that a firm should create a Marketing Mix (MM) that
satisfies (gives utility to) customers, therefore need to analyze the what, where, when
and how consumers buy.
Marketers can better predict how consumers will respond to marketing strategies.
A consumers buyer behaviour is influenced by four major factors

Assessment
1) Cultural,
2) Social
3) Personal
4) Psychological.
These factors cause consumers to develop product and brand preferences. Although
many of these factors cannot be directly controlled by marketers, understanding of
their impact is essential as marketing mix strategies can be developed to appeal to the
preferences of the target market.
11. What statistical techniques are commonly used by business organisations to gather
marketing information? Summarise a number of techniques and explain how you might
use them to identify markets and marketing opportunities. Conduct appropriate research to
answer this question.
While there are many ways to perform market research, most businesses use one or more of
five basic methods: surveys, focus groups, personal interviews, observation, and field trials.
The type of data you need and how much money youre willing to spend will determine
which techniques you choose for your business.
1. Surveys. With concise and straightforward questionnaires, you can analyze a sample group
that represents your target market. The larger the sample, the more reliable your results will
be.
In-person surveys are one-on-one interviews typically conducted in high-traffic

locations such as shopping malls. They allow you to present people with samples of
products, packaging, or advertising and gather immediate feedback. In-person surveys
can generate response rates of more than 90 percent, but they are costly. With the time
and labor involved, the tab for an in-person survey can run as high as $100 per
interview.

Assessment
Telephone surveys are less expensive than in-person surveys, but costlier than mail.
However, due to consumer resistance to relentless telemarketing, convincing people
to participate in phone surveys has grown increasingly difficult. Telephone surveys
generally yield response rates of 50 to 60 percent.
Mail surveys are a relatively inexpensive way to reach a broad audience. Theyre
much cheaper than in-person and phone surveys, but they only generate response rates
of 3 percent to 15 percent. Despite the low return, mail surveys remain a cost-
effective choice for small businesses.
Online surveys usually generate unpredictable response rates and unreliable data,
because you have no control over the pool of respondents. But an online survey is a
simple, inexpensive way to collect anecdotal evidence and gather customer opinions
and preferences.
12. List and describe three different types of meetings. The description should include the
structure and typical arrangements for each meeting type, and any special considerations.
1. Status update meeting -Status update meetings is one of the most common meeting types.
This category includes regular team and project meetings, where the primary goal is to align
the team via updates on progress, challenges, and next steps. Commonly found group
activities in these kinds of meetings are problem solving, decision making, prioritization,
and task assignment.
2. Information sharing meeting -Presentations, panel debates, keynotes, and lectures are all
examples of information sharing meetings. The primary goal of these meeting is for the
speakers to share information with the attendees. This could be information about things
like upcoming changes, new products and techniques, or in depth knowledge of a domain.
Visual communication tools, like slides and videos, are powerful tools for making the shared
information more memorable.
At information sharing meetings the attendees have historically been passive listeners. With
new technologies like MeetingSift they can use their smart devices to go from passive
spectators to active participants, making the meeting more engaging and productive for all.
3. Decision Making Meetings - The vast majority of business decisions are made by groups in
meetings. While mall decisions are made in all kinds of meetings, the more important
decisions often get their own dedicated meetings. There are different types of group decision
making processes, and care should be taken to choose a process that best matches the

Assessment
situation. A decision making process can include group processes like information gathering
and sharing, brainstorming solutions, evaluating options, ranking preferences, and voting.
Part 2
ABC Hotel provides exclusive hotel services. The organisation is committed to:
- Offer innovative product solutions and meet the changing needs of customers
- Providing high quality products and services to customers
- Deliver great customer service
- Employing professional and enthusiastic staff
- Undertaking continuous improvement processes
The business has a 5 years plan which is to consolidate its position in the market for high
quality exclusive services. To do this, ABC will focus on the following business goals:
Financial stability:
- Increase revenue by 15% (compared to the previous 12 months) by the end of the
financial year
- Maintain annual profit levels of 15% of revenue for all products and services,
calculated at the end of each financial year
- Reinvest 75% of profit back into the business at the end of each financial year
Market position:
- Maintain the number one rating in the annual national industry customer service
awards
- Launch new high quality exclusive services to meet customer demand, ahead of
competitors, within budget and by the agreed deadlines
Right people:
- Provide induction training at the commencement of employment to train new
employees to be knowledgeable, helpful and enthusiastic
- Provide the physical, human and time resources to support an annual professional
development program for all ABC employees
Stakeholders include senior management team, retail store manager, sales staff, online store
manager, customers and recruitment agency.
Activity Objective Resources Procedures Responsibl When? Budget

(What is to (Why will (Where (How will it e person
be done?) we do it?) will it be be done?) (Who will
done?) do it?)

Assessment
Revisit sales To It will be Update Finance 30 June $3,000,0

budgets and increase done service Manager 00 total
develop the sales across the departments and
outlet-by- of the whole sales budgets needs to
outlet sales services organisati to reflect the be
strategies componen on. increased supporte
that add t of the targets. d by a
onto the business Each service business
national by 15% by department is case
sales 30 June to develop a
strategy. sales strategy
to support the
new targets.
Acquire To Install a Contact ABC IT manager 31 $5,000
additional facilitate multi- IT service and August per
resources communic channel support to departme
video- ation dedicated arrange for nt
conferencin between video- supply and
g all conferenci installation.
equipment. departmen ng facility. Allocate costs
ts and back.
reduce
time and
costs.
Acquire To provide Purchase Contact Head office 31 July $250,000

additional a delivery new buses suppliers, marketing per Bus
resources service and detail obtain quotes manager
Service and it with the and purchase
Bus. provide marketing the required
brand logo. bus.
recognitio Contact sign
n writers to
have
marketing
decals
attached to the
Buses.
Reorganize New It will be Have plans Head office 30 $500,000
fixtures and decoration done drawn up. managers Septem
fittings across the Hire local ber
hotel. whole construction
building. company

Assessment
Train sales To multi- It will be Deliver Service 31 In house.

staff to skill staff done training department August Addition
provide and to across all programs manager al
after sales improve the whole resources
support. the level service available
of after departmen but a
sales t. business
support case is
required.
Maintain To Thirteen ABC HR 31 $2,000

full staffing maintain new full- recruitment manager August recruitme
capacity and time sales procedures Recruitment nt costs
through increase staff will agency per
rapid sales replace vacant
recruitment capacity staff position
to fill by vacancies
vacancies. recruiting
new staff
as soon as
existing
positions
are
vacated
Consultation strategy
Stakeholder Role in the problem Objective Consultation

method
Senior management Made the decision to Keep informed Feedback session
plan increase sales by Email
15% annually communications
Newsletters
Videoconferencing
Manager Develop an Implement plan Staff meetings
operational plan and Consult Outlet manager
implement the plan meetings via
to increase sales videoconferencing
Interviews
Sales staff Implementers of the Consult Meetings
plan to achieve the Keep motivated and Feedback sessions
intended results engaged
Online and phone Provide sales Consult frequently Videoconferencing
Sales

Assessment
Major customers People who make Consult Phone calls

major purchases of Personal visits
ABC services Email
communication
Newsletters
Customers People who make Obtain feedback Email
small purchases of communication
ABC services Newsletters
Recruitment agency Involved in Consult Meetings
recruiting staff
In the event that ABC does not meet these objectives, they have budgeted an additional 5% of
training costs to employ a training consultant to provide additional training resources.
1. You work as a retail store manager for ABC Hotel and your managing director of ABC
Hotel requires you to create an operational plan on January. You must cover below points
in your plan:
- resources requirements
- key performance indicators
- monitoring processes
- financial contingency plans
Executive Summary
ABC Hotel provides exclusive hotel services. The organisation is committed to:
o Offer innovative product and service solutions and meet the changing needs of
customers
o Providing high quality products and services to customers
o Deliver great customer service
o Employing professional and enthusiastic staff
o Undertaking continuous improvement processes
Business Goals
For the following 5 years, ABC will consolidate its position in the market for high quality

Assessment
exclusive products and services.

To do this, ABC will docus on the following business goals:
o Increase revenue by 15% (compared to the previous 12 months) by the end of the
financial year
o Maintain annual profit levels of 15% of revenue for all products and services,
o Reinvest 75% of profit back into the business at the end of each financial year
Market position:
o Maintain the number one rating in the annual national industry customer service
awards
o Launch new high quality exclusive consumer products to meet customer demand,
ahead of competitors, within budget and by the agreed deadlines
Right people:
o Provide induction training at the commencement of employment to train new

employees to be knowledgeable, helpful and enthusiastic
o Provide the physical, human and time resources to support and annual professional
development program for all ABC employees
Consultation strategy
Stakeholder Role in the problem Objective Consultation

method
Senior management Made the decision to Keep informed Feedback session
plan increase sales by Email
15% annually communications
Newsletters
Videoconferencing
Manager Develop an Implement plan Staff meetings
operational plan and Consult Outlet manager
implement the plan meetings via
to increase sales videoconferencing
Interviews
Sales staff Implementers of the Consult Meetings
plan to achieve the Keep motivated and Feedback sessions
intended results engaged

Assessment
Online and phone Provide sales Consult frequently Videoconferencing

Sales
Major customers People who make Consult Phone calls
major purchases of Personal visits
ABC services Email
communication
Newsletters
Customers People who make Obtain feedback Email
small purchases of communication
ABC services Newsletters
Recruitment agency Involved in Consult Meetings
recruiting staff
Plan
Stakeholders include senior management team, retail store manager, sales staff, online store
manager, customers and recruitment agency.
Activity KPI
(what is to be done?)
Revisit sales budgets and develop outlet-by- The sales of the business increased by 15%
outlet sales strategies that add onto the by the end of the financial year
national sales strategy.
Acquire additional resources video- All videoconferencing equipment installed
conferencing equipment. by 31 August
Acquire additional resources Service Bus. Buses purchased and decals attached by 31
July
Reorganize fixtures and fittings hotel. Finish decoration by 30 September
Train sales staff to provide after sales All existing service staff training in multi-
support. skilling completed by 31 August
Maintain full staffing capacity through rapid 13 new sales staff employed, induct and
recruitment to fill vacancies trained by 31 August
Financial contingency plan

The timely recruitment and training of new staff is a key success factor in meeting the
strategic objectives of the business plan. In order to meet the objectives, it is necessary to
have recruited the new staff and upskilled our current staff in after sales product support by
31 August. In the event that we do not meet these objectives, we have budgeted an additional
5% of training costs to employ a training consultant to provide additional training resources.
Monitoring process
It is critical that our managers monitor the progress of their operational plans against the
target KPLs established. To that end, it is essential to review the operational plan monthly.
2. Read the issues below. You are required to develop implementation strategies for staff
members to follow, ensure they achieve the KPIs.

Assessment
The organisation needs to maintain full staffing capacity through rapid recruitment to
fill vacancies and there are 13 new sales staff needing to be employed, inducted and
trained in the next 2 months.
acquiring physical resources and services
the marketing department has provided you with some specifications for the design of
the decals for the buses. You need to take this information to a graphic artist and
request a design for use on the sides and back of the buses. Before entering into any
purchasing agreement, prepare a short briefing document the outlines the intellectual
property issues that may be associated with the supply of this design.
Create an acceptable levels of variation
Use the KPIs to develop a monitoring process for the implementation of the detailed
operational plan.
ABC Hotel is committed to selecting and recruiting competent, capabe and suitably qualified
staff. All new applicants must meet the following minimum criteria:
o Possess suitable qualifications and experience
o Pass job-specific interview questions
o Undertake approved reference testing
o Attend and complete any training courses, induction and assessment as prescribed
prior to or on commencement of their employment.
Acquires resources and services. The organization will:
o Endeavor to always get value for money
o Be held accountable for all procurement results
o Ensure the decision-making process is transparent and documented
o Ensure that all staff involved in the purchasing process possess and demonstrate at all
times highly developed professional ethics and standards of personal integrity
o Comply with all aspects of Australian laws and regulations that pertain to purchasing
goods and services
o Integrate the practice of sustainability (wherever possible) into the acquisition of

goods and services by, where possible, prioritizing products that: - contain the highest
percentage of postconsumer recycled content possible are made with renewable
energy are reusable, recyclable or bio-based/compostable have minimal packaging

Assessment
o Serve several functions (e.g. generic cleaning detergents) - have minimal effect on the
depletion of natural resources and biodiversity
Intellectual property issues
All records created by staff (including contractors) in the course of their duties remain the
physical and intellectual property. Personal use of records and information is prohibited
unless approved by the Business Operations Manager or senior management.
Record keeping is planned to ensure that all records embody the required characteristics;
authenticity, integrity, reliability and usability.
Generally, there is an acceptable level of variation, either a fixed amount or (more

commonly) a percentage. Variance analysis is usually reported on a monthly basis. Care
should also be taken to ensure that annual expenditure patterns are taken into account.
In considering the variance, it is important to determine the reson for the variations. Look for
explanation and determine fi action needs to be taken.
Simply shifting savings or additional income to overruns on costs or to offset a lower-than-

expected income area in not addressing the cause.
The monitoring process should include a breakdown of the overall plan into tasks, timelines
and responsibilities assigned fir each task and a mechanism to quantitatively analyse the level
of completion of each task (e.g 15 delivered equates to 10% completed)
3. Once you complete the operational plan, you need to communicate effectively with
relevant stakeholders to explain the plan and supporting information, seek approvals,
negotiate variations.
Firstly, you need to plan a meeting. Please provide your answers for the items below:
- Develop an agenda for this formal project team meeting
- Prepare a list of instructions for the junior project administrator to follow for the
project meetings. These instructions should include: (a). Identify meeting participants
(b). How to check participants availability? (c). How to send out invitations and other
notifications as required?
- How to organise and confirm meeting arrangements

Assessment
- Describe how you will ensure that meetings and other relevant notes will reflect a true
and accurate record of the meeting. How to document them?
Secondly, you need to chair the meeting. Your assessor will act as your managing director
and other stakeholders who need to view your operational plan. During the meeting, you
need to:
- Take part in and chair a meeting
- Participate in verbal exchanges using appropriate style, tone and vocabulary for
audience, context and purpose
- Ensure the meeting is focused, time efficient and achieve the approval of the
operational plan
- Listen for specific information during the meeting
- Ask questions and listen to responses to clarify understanding
An agenda was created to ensure accuracy and completeness of all required information using
the relevant template and following the relevant organizational conventions and procedures.
An agenda will outline:
o Meetings purpose
o Date,time and location of meeting
o Nominated chairperson and minute taker
The meeting must include managing director, relevant stakeholders, and chairperson and
minute taker.
Before a meeting can take place the purpose should be clearly identified. Determine why the
meeting needs to be held and what it is intended to achieve. Send email to confirm
availability. A reminder email is also needed to be sent before the meeting.
When planning the meeting you will consider:
o Venue
o Seating
o Refreshments (if applicable)
o Timing and timeframes
o Information to be presented and methods of presentation

Assessment
o Format (formal or informal)
o Tools and/ or technology to be used (equipment, PPT, charts whiteboards etc)
o Handouts (written materials)
o Methods of informing attendees of the meeting
o Specific roles to be played by staff members (who take the meeting minutes etc)
Minutes should include:
o Issues for discussion. It is important to include the issues that were no decisions taken
about them. This ensures that they do not get lost and that it is easier to pick up later
on these issues.
o Decision. Decisions must be clearly noted so that everybody is aware of the decision
and so that there is a written record. Human memory and human perception are
notoriously unreliable and it is not productive for later meetings to be concerned with
typing to come to consensus on just what an earlier decision was.
o Action. Record the actions that will happen as a result of the decision. Recording the
actions allows you to check whether the actions have been followed through.
o Timelines. It is also important to indicate a timeline by which actions must be

completed. This again allows you to check whether the action has occurred within the
set timelines.
o Persons responsible for the actions, Actions that flow decisions must be carried out by
a person or group of people. By recording this information in the minutes there should
be little doubt about who is responsible. This allows for checking that the decision has
been implemented. Far too often organisations do not record this basic, yet vital,
information and then spend unproductive time working out whether anything has
happened- or not.
Assessor needs to use the below meeting performance checklist to assess the meeting.
Items Yes/No Comments
Meeting style and structure

were appropriate for the
purpose of the meeting
Take part in and chair a

Assessment
meeting
Participate in verbal
exchanges using appropriate
style, tone and vocabulary
for audience, context and
purpose
Ensure the meeting is

focused, time efficient and
achieve the approval of the
operational plan
Listen for specific

information during the
meeting
Ask questions and

identifying to responses to
clarify understanding
4. Once the operational plan has been approved, you need to start to make detail plans to
complete each task. Assume you are a project manager to lead your team to acquire
additional delivery van for the company. Please find the details below. The current month
is January.

done?) do it?)

Assessment
Acquire To provide Purchase Contact Head office 31 July $250,000

additional a delivery new buses suppliers, marketing per Bus
resources service and detail obtain quotes manager
Service and it with the and purchase
Bus. provide marketing the required
brand logo. bus.
recognitio Contact sign
n writers to
have
marketing
decals
attached to the
Buses.
Define the parameters of the project including:
- Project scope
- Project stakeholders, including own responsibilities
- Relationship of project to organisational objectives and other projects
- Reporting requirements
- Resources requirements
Project scope is to provide a delivery service and provide brand recognition before 31 July
within budget.
This project stakeholder includes retail shop manager, head office marketing manager, and
supplier and sign writer.
This project contributes to the organisation to achieve all the KPLs according to the
operational plan.
The managing director might require you to report your progress throughout the project. You
might be required to make reports at specified dates (weekly, monthly or quarterly) or as
certain things are achieved. You will need to make time to write these reports and will need to
include all the information required by the delegating authority.
You are required to purchase buses and detail it with the marketing logo.
5. There is a risk that your team could not acquire additional vehicles on time. Please prepare
work breakdown, timelines, and action plan to treat the risk.
Analyse information from a range of sources to identify the scope and context of the risk
management process including:
- Stakeholder analysis

Assessment
- Political, economic, social, legal, technological and policy context
- Current arrangements
- Objectives and critical success factors for the area included in scope
Risks that may apply to scope
Continuous process elements
Communication and consultation
Managing risk necessarily involves people because:
The interests of people are part of the organizations objectives
People will need to take (or not take) particular actions in order for risk to be managed
effectively
People have most of the knowledge and information on which effective risk management
relies
Some people might have a right to be informed or consulted.
Communication and consultation are therefore key supporting activities for all parts of the
risk management process. Communication and consultation are processes and not
outcomes. They normally take place with stakeholders, defined as those persons or
organizations that can affect, be affected by or perceive themselves to be affected by a
decision or activity.
Monitoring and review
Monitoring and review are two distinct processes intended to detect change and determine
the ongoing validity of assumptions. Both are necessary to ensure that an organisation
maintains a current and correct understanding of its risks, and that those risks remain within
its risk criteria. Both require a systematic approach, integrated into an organisations
management systems, that reflects the speed at which change occurs within the internal and
external environment.
Step-wise process elements
Establishing the context
Before any risk management activity takes place and especially before risk assessment
occurs, the external, internal and risk management contexts should be established.

Assessment
A key aim of the establish the context step in the risk management process is to identify the
organizations objectives, and those external and internal factors that could be a source of
uncertainty, so that risks can be identified more readily.
Establishing the context also provides the information that allows the other steps of the risk
management process to occur.
Risk identification
Carried out thoroughly, the risk identification step reveals what, where, when, why and how
something could happen or occur and the range of possible effects on objectives. In some
cases, these effects or consequences might only occur at some future point or they might be
experienced, at a fixed or variable rate, over time.
Risk identification would normally occur in a workshop involving appropriate stakeholders. A

trained facilitator and recorder should normally be present.
Risk analysis
Risk analysis investigates and draws upon:
The information on risks generated during risk identification
The effectiveness and reliability of controls
Additional information from the statement of context
Supporting statistical data, results of predictive modelling or expert judgement
The risk criteria developed during establishing the context.
The aim of risk analysis is to gain an understanding of the nature of each risk, including the
magnitude of its consequences and their likelihoods, and therefore to derive the level of risk.
Risk analysis enables each risk (or group of risks when considered in the aggregate) to be
evaluated in order to determine whether risk treatment is needed.
Risk evaluation
Risk evaluation uses the information generated by risk identification and risk analysis to
make decisions about whether each risk falls within an organisations risk criteria and
whether it requires treatment.
Normally organisations specify the actions required by managers for risks at each level of risk
and the time allowed for their completion. They also specify which levels of management
will be permitted to accept the continued exposure and tolerance of certain levels of risk.

Assessment
Risk treatment
At its simplest, risk treatment involves a process to modify a risk by changing the
consequences that could occur or their likelihood. This process requires creative
consideration of options and detailed design, both inputs being necessary to find and select
the best risk treatment.
Once implemented, risk treatments will either create new controls or amend existing
controls.
Risk treatment takes place in two distinctive contexts:
1. In the proactive context, where an organisation has successfully integrated risk management
into a system of management, risk treatment is integral to and effectively indistinguishable
from decision-making. Therefore, at the time a decision is finalised the risk created by the
decision will be within the organisations risk criteria.
2. In a reactive context, the organisation is looking retrospectively at the risk created by

decisions taken and implemented previously, and so any risk treatments found necessary will
be remedial in nature.
In both contexts, those risks that the organisation judges are unacceptable should be
treated.
Preparing for risk assessment
Establishing the context
It is impossible to conduct an efficient and effective risk assessment unless there is suitable
preparation. This involves the 'establishing the context' step of the risk management process,
which is normally conducted through discussions with the sponsor of the risk assessment
and selected stakeholders.
We would normally establish the context by considering the following discrete activities:
1. Gaining agreement on the scope and objectives for the risk management process
2. Analysing important stakeholders to determine their objectives and the preferred means to
communicate and consult with them
3. Identifying the significant factors in the external environment that give rise to uncertainty.
This could include, for example, the social, regulatory, cultural, physical, financial and
political environment, external stakeholders and key external organizational drivers.

Assessment
4. Identifying the significant factors in the internal environment that give rise to uncertainty.
This could include, for example, the organisations culture, internal stakeholders, the
capabilities, strengths and weaknesses of he organisation in terms of resources, people,
systems and processes, and the relevant organizational goals and objectives.
5. Setting the scope and boundaries of a risk assessment by defining the organizational part,
project, activity or change and its goals and objectives, specifying the nature of the decisions
that have to be made based on the risk assessment outcomes, defining any specific criteria
that will be used as part of risk evaluation, defining the extent of the change or activity or
function in terms of time and location, and any boundaries, identifying any scoping studies
needed and their scope, objectives and the resources required, and defining the depth,
breadth and rigour of the risk assessment, including specific inclusions and exclusions.
Establishing the context is normally conducted several days before risk identification. It is not
advisable to undertake it in the same session.
Briefing note
To ensure that those who participate in the risk assessment are properly prepared, it is
normal that the information gathered during 'establishing the context' is summarised in a
briefing note that is sent to them prior to the workshop.
The briefing note and the context information it contains should be preserved as part of the
risk assessment record.
Risk assessment
Identifying the risks
Risk assessment involves the identification of what, why, where, when and how events or
situations could either harm or enhance the ability of the organisation to achieve its
objectives. Comprehensive identification using a well-structured and systematic process is
critical, because risks not identified at this stage are excluded from further analysis and
treatment. Identification should include all risks, whether or not they are under the direct
control of the organsiation.
Broadleaf uses many methods for risk identification from brainstorming to more rigorous and
highly-structured processes such as HAZOP and FMEA.
Whichever method we use, we follow the same general process for risk identification given
below. In all cases, the key element structure prepared during the context step should be
followed.

Assessment
What could happen, where and when?
Our aim is to generate a comprehensive list of events, situations or circumstances that might
have an impact on the achievement of each of the relevant objectives. The events or
circumstances might prevent, degrade, delay or enhance the achievement of the objectives.
They are then considered in more detail to identify what could happen.
How and why could it happen?
Having identified what might happen, we help our client consider possible causes. There are
many ways an event could occur or a circumstance might arise. It is important that no
significant causes, particularly root causes, are omitted.
This information is recorded in a risk register.
It is normally inefficient for one person to facilitate the workshop and record the outcomes
at the same time. We use Excel or Word templates to capture the information. It is normally
not efficient to attempt to input the information directly into a risk management database
during the workshop session.
Analysing the risks
Risk analysis is about developing an understanding of each risk. It provides an input to

decisions on whether risks need to be further controlled and the most appropriate and cost-
effective treatment actions to take.
Risk analysis involves consideration of the positive and negative consequences and the
likelihood that those consequences may occur. Factors that affect consequences and
likelihood may be identified. Risk is analysed by combining consequences and likelihood,
taking into account the existing controls.
Broadleaf uses a qualitative method of risk analysis to prioritise risks for attention, at least
initially. Even if quantitative analysis is required later, we normally find it efficient to use a
qualitative system for screening purposes.
Quantitative approaches can be used when more definition and rigour are needed. In
general they are only used:
Where the most likely consequence is high
Where reliable quantitative data is available or can be generated
Where the level of definition required by decision makers is high.

Assessment
We often conduct the risk rating process during the workshop used for risk identification.
However, sometimes it is preferable to analyse the risks at another time using subject matter
specialists, and then reconvene the original workshop team to agree and verify the ratings.
We always analyse the risk in terms of how the organisation currently operates, and in
particular taking into account existing controls and their effectiveness. We use control
effectiveness (CE) to take into account both the adequacy and effectiveness of the controls
for a particular risk.
We also determine a measure of potential exposure (PE) that represents the total plausible
maximum impact on the organisation arising from a risk without regard to controls. This is
estimated by considering the consequences that could arise if all existing controls were
ineffective or missing. This measure is use to identify the key controls that should be subject
to assurance and, in particular, monitored continuously for effectiveness.
From the risk analysis output we can advise clients on:
The preferred strategies for risk treatment
The priority with which risks should be considered for treatment
Those risks that should be the subject to senior level oversight, particularly in terms of
monitoring the progress of risk treatment plans
The risks and the associated controls that should be subject to planned assurance,
particularly through continual monitoring as well as periodic review.
Risk treatment
Options
It is usually not cost-effective or even desirable to implement all possible risk treatments. It
is, however, necessary to choose, prioritise and implement the most appropriate
combination of risk treatments. Treatment options, or more usually combinations of options,
are selected by considering factors such as costs and benefits, effectiveness and other
criteria of relevance to the organisation. Factors such as legal, social, political and economic
matters may need to be taken into account.
Treatment of individual risks seldom occurs in isolation, and options should be considered
together as part of an overall treatment strategy. Having a clear understanding of a complete
treatment strategy is important to ensure that critical dependencies and linkages are not
compromised and to ensure the use of resources and budgets is efficient. For this reason
development of an overall treatment strategy should be a top-down process, driven jointly

Assessment
by the need to achieve objectives and satisfy organizational and budgetary constraints while
controlling uncertainty to the extent that this is desirable.
We advise our clients to be flexible about risk treatment options and consult broadly with
stakeholders as well as with peers and specialists. Many treatments need be acceptable to
stakeholders or those who are involved in implementation if they are to be effective and
sustainable.
We often use bow-tie analysis to help our clients identify possible risk treatment measures
based on control gaps.
Cost benefit analysis
The primary consideration for most risks is whether the risk can be further treated in a way
that is reasonable and cost effective.
In general this involves considering:
Whether the risk is being controlled to a level that is reasonably achievable
Whether it would be cost-effective to further treat the risk
The organisations willingness to tolerate risks of that kind.
Determining the cost-effectiveness of further treatment involves the application of cost

benefit analysis. This should consider all direct costs and ancillary costs (dis-benefits) as well
as all the direct benefits and ancillary benefits (opportunities). If most of the costs or the
benefits are unlikely to be experienced within the first year or so then it may be necessary to
discount the benefits and costs to allow the assessment to be made in todays money.
We help our clients identify possible options for risk treatment and then test each of these
using cost benefit analysis. As with risk assessment, preparation for a risk treatment
workshop is vital if it is to be effective and efficient.
The table below contains an example of cost benefit analysis applied to risk treatment
options.
Table 1: Treatment options associated with surface traffic accidents at a mine site
Treatment Completion
option Benefits Disadvantages Result date
Survey Understand Will require Yes 31-Jul-13

current rules the current some effort to
and situation and achieve. May

Assessment
variations the potential conclude that

across for confusion. the removal of
company. Move to despatch is not
Develop a understand desirable from
standard for the need for a safety
safe driving despatch or perspective.
in mines and the
safe alternatives.
behaviours. Ultimately it
Consider the will reduce
role of the likelihood
despatch on of accidents
each mine. that can cause
death and
serious injury
and plant
damage.
Conduct a Currently Will require Yes 31-Jul-13

study to there are no effort to
determine standards or achieve (but
safe speeds rules. Many could be
below and vehicles do conducted at
above not have the same time
ground. speedos. as 1).
Develop a Speeds are
strategy to enforced by
limit speeds removal of
through gears which
blocking places motors
gears etc. under stress.
Survey Development Will take some Maybe 31-Dec-13

Assessment
pedestrian of a solution effort to

and vehicle that is achieve. Will
interactions suitable for all lead to some
below and mines. opposition as
above Consistency it may restrict
ground. between where people
Consider mines and walk.
proximity avoidance of
devices as ambiguity.
part of the Provide a
solution. basis for
Develop training and
standards in enforcement
terms of of standards.
delaminated
areas,
walking areas
etc. Train all
mine staff on
rules and
enforce.
Risk treatment plans
We help our clients generate and record potential options for risk treatment as that shown
above. For each option, the benefit and costs or disadvantages are expressed and a decision
is placed in the final column. The decision is either yes because the risk treatment option is
value accretive, or no because it is not. If the evaluation in inconclusive, a maybe is
recorded and more detailed benefit-cost analysis may be required.
All those options marked yes go ahead as risk treatment measures and plans are developed
for their implementation.
Our capability

Assessment
All members of Broadleaf are highly proficient in preparing for and conducting risk
assessment workshops and risk treatment workshops. Every clients needs are different, and
we are able to tailor the basic process and utilise the appropriate tools and methods to
generate the most efficient process and most reliable outcomes.
We also specialise in training our clients to conduct risk assessments for themselves. This
training is highly intensive and practical so that participants quickly learn the skills they
require and gain the confidence to facilitate their own workshop sessions.
6. According to the operational plan, ABC Hotel would like to deliver great customer service
by providing training sales staff to provide after sales product support.

done?) do it?)
Train sales To multi- It will be Deliver Service 31 In house.
staff to skill staff done training department August Addition
provide and to across all programs manager al
after sales improve the whole resources
support. the level service available
of after departmen but a
sales t. business
support case is
required.
1.
As a manager you need to develop and manage your action plan to align with the
organisation plan. You need to cover:
- What is your action plan? (you can break your overall activity into small tasks,
timelines and responsibilities assigned for each task and milestones)
- How to implement your plan
- How to monitor your plan
- How to review your plan

Assessment
- If there are complex complaints and system problems that lead to poor customer
service, what can you do?
Students need to break the overall activity into small tasks, timelines and responsibilities
assigned for each task and a mechanism to quantitatively analyse the level of completion of
each task. The answers may vary, but the key point is:
Overall activity is to train sales staff to provide after sales support. Small tasks may include
analysis current staff knowledge, identify training scope, confirm training price, location,
provider, submit a business case to get final approval, implementation and review.
To monitor and review the plan. Presponse may include a discussion of the pros and cons of:
o Analyzing and assessing sales figures and service turnover
o Keeping a close eye on the KPIs and KRAs
o Observing and assessing the attitudes among customer service representatives
o Holding meetings to collect information and discuss issues related to customer

interactions
o Collecting quantitative data to monitor performance
o Collecting and analyzing qualitative data about customer service performance
o Observing face-to-face service situations
o Market research
7. Write a report to explain marketing mix according to ABC Hotels operational plan.
1. You work as a payroll officer for ABC Hotel and you have extracted the below
information from the company history cards:
Name Staff A Staff B Staff C

Employee number 1 2 3

Assessment
Address 1 Sample Street, 2 Sample Street, 3 Sample Street,

Sunnyplace Sunnyplace Sunnyplace
Date of Birth 14/ 12/1985 9/12/1984 12/06/1980

Employment status Full-time Casual Full-time
Occupation Supervisor Reception Team leader
Date Commenced 1/01/2004 2/02/2012 3/03/2000
Current wage rate $24/ hour $16/ hour $18/ hour
or annual salary
Note that employees are paid under an award that requires 38 hours per week of work (for
7.60 hours per day). Any employees who work over 7.60 hours per day will receive overtime
payment at 1.5 times the normal rate on Monday to Saturday. Sunday is double pay. This is
week 5 and the ending work date is 26/02/20XX.
You are required to complete the timesheets and calculate the total gross payment amount for
all 3 staff members. The 3 staff members working hours are:
Staff A Staff B Staff C

Monday 8.30am to 6.30 pm 8.00am to 6.00 pm 9.30am to 6.30pm
with 1 hour break with 1 hour break with 1 hour break
Tuesday 9.00am to 5.30 pm 8.30am to 5.30 pm 8.00am to 5.30pm
with 0.5 hours with 1 hour break with 1 hour break
break
Wednesday 8.30am to 6.00 pm 8.30am to 7.30pm 7.30am to 5.00pm
with 1 hour break with 1 hour break with 1 hour break
Thursday 9.00am to 7.00pm 9.00am to 5.10 pm 8.00am to
with 1 hour break with 0.5 hours 5.00pm
break with 1 hour
break
Friday 8.30am to 5.30pm 8.30am to 5.30pm 8.30am to 5.30pm
with 0.5 hours with 0.5 hours with 1 hour break
break break
Saturday 9.00am to
2.00 pm
with o.5
hours break

Assessment
Sunday 9.00am to 1.00pm
Sample timesheet:
Employee name: Staff A Employee Number: 1
Week Number: 5 Week Ending:26.2.XX
Day Starting Finishing Time Total Normal Overtime
time time off/ hours/ time hours
meals minutes hours
Monday 8.30 am 6.30 pm 1 hour 9.00 7.60 1.40
Tuesday 9.00 am 5.30 pm 0.5 hours 8.00 7.60 0.40
Wednesda 8.30 am 6.00 pm 1 hour 8.50 7.60 0.90
y
Thursday 9.00 am 7.00 pm 1 hour 9.00 7.60 1.40
Friday 8.30 am 5.30 pm 0.5 hours 8.50 7.60 0.90
Saturday 9.00 am 2.00 pm 0.5 hours 4.50
Sunday
Totals 47.50 38.00 9.50
Total hours worked during the week: 47 hours 30 minutes
Total gross payment: $1254
Employee name: Staff B Employee Number: 2

Week Number: 5 Week Ending: 26.2.XX
meals minutes hours
Monday 8.00 am 6.00 pm 1hour 9.00 7.60 1.40
Tuesday 8.30 am 5.30 pm 1 hour 8.00 7.60 0.40
y
Thursday 9.00 am 5.10 pm 0.5 hours 7.60 7.60
Friday 8.30 am 5.30 pm 0.5 hours 8.50 7.60 0.90
Saturday

Assessment
Sunday
Totals 41.10 38.00 5.10
Total gross payment: $730.40
Employee name: Staff 3 Employee Number: 3

Week Number: 5 Week Ending: 26.6.XX
meals minutes hours
Monday 9.30 am 6.30 pm 1 hour 8.00 7.60 0.40
Tuesday 8.00 am 5.30 pm 1 hour 8.50 7.60 0.90
y
Thursday 8.00 am 5.00 pm 1 hour 8.00 7.60 0.40
Friday 8.30 am 5.30 pm 1 hour 8.00 7.60 0.40
Saturday
Sunday 9.00 am 1.00 pm 4.00 4.00
Totals 45.00 38.00 7.00
Total gross payment: $909
9. The following tax and superannuation details have been extracted from the employees
history card. You are required to prepare payroll and in accordance with organisation
policy and procedures. Please use information from both question 1 and 2 to prepare staff
As employee earnings card, cash analysis sheet and Staff As employee pay advice slip.
The relevant templates have been provided.
Name Staff A Staff B Staff C

Assessment
Deductions:
Health insurance $22 per week $12 per week Nil
Superannuation $25 per week Nil Nil
ABC Hotel
Payroll register for week ending:
Employee Name Totals
HOURS WORKED
Normal hours
Overtime hours (x 1.5)
Overtime hours (x 2)
ENTITLEMENTS
Normal pay ($)
Overtime hours x 1.5 x

normal pay rate ($)
Overtime hours x 2 x
normal pay rate ($)
GROSS PAY ($)
DEDUCTIONS ($)
Income tax ($) 271 74 151 496
Medical association ($)
Superannuation ($)
TOTAL DEDUCTIONS
($)

Assessment
NET PAY ($)
Employee earnings card for year ending: 26.02.20XX
Name:
Employee no:
Address:
Pay
Accumulated
period Gross pay Deductions
totals
ending
Net
pay
Date Norm 1.5 2. Gross PAY Medi Sup Tota Gross Tax
al $ $ 0 pay G cal er l $ pay $ withh
$ $ tax assn $ $ eld
$ $ $
Balance 10,000. 3300.

s 00 00
26.02.X
X
ABC Hotel
Cash analysis sheet for week ending: 26.02.XX
Notes Coins
Employee Net
name pay $
$100 $50 $20 $10 $5 $2 50 20 10 5
1
Staff A
Staff B
Staff C
Totals

Assessment
ABC Hotel pay slip advice slip
Employee no: Pay period ending:

Employee name:
Wages, overtime and allowances Hours Rate Amount

Wages
Overtime
Allowances NA NA NA
Payment summary This pay

Wages
Gross pay
PAYG tax
Deductions
Net pay
Deductions Amount
PAYG tax
Superannuation
Health insurance
Total deductions
ABC Hotel
Payroll register for week ending:
Employee Name Totals
HOURS WORKED
Normal hours 38 38 38 114
Overtime hours (x 1.5) 9.5 5.1 3 17.6

Assessment
Overtime hours (x 2) 4 4
ENTITLEMENTS
Normal pay ($) 912 608 684 2204
Overtime hours x 1.5 x

normal pay rate ($) 342 122.4 81 545.4
Overtime hours x 2 x
normal pay rate ($) 144 144
GROSS PAY ($) 1254 730 909 2893.4
DEDUCTIONS ($)
Income tax ($) 271 74 151 496
Medical association ($) 22 12 34
Superannuation ($) 25 25
TOTAL DEDUCTIONS
($) 318 86 151 555
NET PAY ($) 932 640.4 754 2,336.4
Employee earnings card for year ending: 26.02.20XX
Name: Staff A
Employee no: 1
Address: 1 Sample Street, Sunnyplace
Pay
Accumulated
period Gross pay Deductions
totals
ending
Net
pay
Date Norm 1.5 2. Gross PAY Medi Sup Tota Gross Tax
al $ $ 0 pay G cal er l $ pay $ withh
$ $ tax assn $ $ eld
$ $ $

Assessment
Balance 10,000. 3300.

s 00 00
26.02.X
X 912 342 1254 271 22 25 318 922 11,254 3571
ABC Hotel
Cash analysis sheet for week ending: 26.02.XX
Notes Coins
Employee Net
name pay $
$100 $50 $20 $10 $5 $2 50 20 10 5
1
Staff A 932 9 1 1 1
Staff B 640.4 6 2 2
Staff C 754 7 1 2
Totals 2336.4 22 1 3 1 3 2
ABC Hotel pay slip advice slip
Employee no: 1 Pay period ending: 26.02.20XX

Employee name: staff A
Wages, overtime and allowances Hours Rate Amount

Wages 38 24 912
Overtime 9.5 36 342
Allowances NA NA NA
Payment summary This pay

Wages 912
Gross pay 1254
PAYG tax 271
Deductions 47

Assessment
Net pay 932
Deductions Amount
PAYG tax 271
Superannuation 22
Health insurance 25
Total deductions 318
10. Explain how and the procedures to reconcile total wages for pay period, check and correct
irregularities and refer to designated persons for resolution.
The number of employees to be paid for the period should be checked against the number
of employee history cards and the number of time sheets submitted for the pay period.
A comparison can be made of the normal and overtime hours recorded on the employee
time sheets, with the hours recorded in the payroll register.
The number of cheques or pays prepared for employees must tally with the number of
employees on the payroll register.
Organisations are ablogated to pay employees on time and depending upon the award or
enterprise bargaining agreement in place, penalties may apply for late payment to
employees.
Before a payroll register is released from the payroll officer, an authorized person in the
organisation should ensure that payroll has been prepared according to the organisations
procedures, that reconciliations have been done.
2. Explain at least 2 difference methods that can be used to pay employees. You are also
required to describe where to find information about payments in an organisation and the
records that correspond to different payment methods.
Organisatios pay employees by cash, cheque or electronic transfer fo funds.

Methods are selected according to the organisations policies and individual employee

Assessment
needs.
Information about preferred payment methods should be found in the organisations
policies and procedures manual and in employee history cards.
Records of payment include the payroll register, cash analysis sheet, cheques, cheque
butts, bank statements and pay advice slips.
3. If you work as the payroll officer for ABC Hotel and you are a part-time staff member. At
the end of each week you prepare the payroll register using the time sheets provided by
the management and information can be found on each employees history card. After the
payroll register is reconciled, you also prepare the pay advice slips are prepared and you
write up and sign the cheque. Please explain the faults in this payroll procedure.
The bookkeeper has too many tasks.
The preparation of the payroll and the preparation of cheques should be undertaken by
different people so that checks can be made of the payroll process.
The payroll should not be released until it has been authorized by someone with authority
to do so.
4. Identify the key provisions of relevant legislation standards and codes that may affect
payroll operations.
Codes of practice and ethical principles, which can ne workplace-based or applied by

a professional association, govern the responsibility required of people involved in
handing and processing financial information. At a payroll processing level, it
requires integrity in following procedures and reporting errors and problems as they
emerge.
Taxation legislation for:
o Determining deductions for HELP and SFSS debt
o Determining PAYG withholding tax
o Calculating superannuation guarantee payments
o Keeping payroll records for taxation reporting.
Privacy legislation for:
o Maintaining confidentiality and security of payroll information
o Maintaining individual privacy information.
Anti-discrimination legislation for:
o Ensuring the payroll process does not discriminate against people according to
the legislation.
WHS legislation for :

Assessment
o Ensuring health and wellbeing is maintained, particularly for data entry

operators.
5. List and explain at least 2 different types of payroll systems

Manual where payrolls are prepared by hand. These are most suitable for very small
organisations where there may only be one or two employees.
Software the preferred approach for handing payroll. Most businesses will use software to
organize all of the tasks of preparing and managing a payroll. Payroll software often requires
minimal input from the employer except to input employee wage information and hours. The
software will then access information about the employee and calculates pay details and
withholdings automatically.
Part 3
Case Study ABC Coffee
Summary
Brand name ABC Coffee (one of the franchise store)
Gross turnover 1 July 2XX1 to 30 June 2XX2 $1,200,000
Adjusted net profit 1 July 2XX1 to 30 June 2XX2 $98,000
1 July 2XX2 to 30 June 2XX3 $78,000 (annualised projection)
Monthly rent Current monthly invoice: $16,000 plus GST
Current monthly outgoing: $1,800 plus GST
Current market promotion fee: $810 plus GST
Stock at Value (SAV) Approximately $5,000
Franchise service fee 6% of weekly Gross Revenue (plus GST)
(royalty)
Franchise marketing 3% of weekly Gross Revenue (plus GST)
levy (group 1% of weekly Gross Revenue (local marketing)
marketing)
Franchise renew fee $1,000 plus GST for each year
Business Overview
Hours of operation
Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Assessment
8:00am to 8:00am to 8:00am to 8:00am to 8:00am to 8:00am to 8:00am to

9:00 pm 9:00 pm 9:00 pm 9:00 pm 9:00 pm 9:00 pm 9:00 pm
Staffing
2 Managers (1 full-time/ 1 part-time/ casual)
2 Cooks
1 Assistant Cook
Approx. 4 Baristas/ 6-7 Floor Staff
(staff requirement: approx. 14 Staff rostered each week excluding Mangers)
Seating
Current seating provided in Plant and Equipment includes 106 seats and 35 tables
Strengths
Existing business with loyal customer base
Prime location in busy shopping centre in rapidly growing area
Opportunities
The opportunity to share in the success of an instantly recognisable and highly successful
brand, with a proven track record throughout Australia.
Question 1
Book time with your assessor to do role plays to solve 3 different customer complaints. You
act as waiter/ waitress and your assessor will be different angry customers. You are required
to respond to and resolve these complaints according to organisational policies and
procedures:
using negotiation techniques
using appropriate eye-contact
using a moderate tone of voice
in a calm manner
maintaining politeness at all times
Use appropriate communication skills to address and resolve customer complaints
within the scope of your responsibility.
Listen attentively to their complaints and work with them to negotiate satisfactory
resolutions.
Check with the customers to ensure that they are happy with the problem solution.
This might involve verbal, face-to-face communication or telephone or email
communication after the event.
If necessary, escalate the complaint to someone who can make suitable decisions.
Complaint 1

Assessment
An angry customer who has been waiting for his/ her food for more than 30 minutes. The day
is very busy and the store does not have capacity to accept too many orders.
Complaint 2
You serve one customer, but the meal is different with what the customer ordered. The
customer ordered an eye fillet, but you accidently took another customers rump stake to him/
her.
Complaint 3
The customer just sits down, but he/ she find that the table is very dirty. He/ she is not happy
and he/ she asks you to clean it immediately, but you just about to serve another customer.
Items Satisfactory or not Comments

using negotiation techniques
using appropriate eye-contact
using a moderate tone of

voice
in a calm manner
maintaining politeness at all

times
Use appropriate
communication skills to
address and resolve customer
complaints within the scope
of your responsibility
Listen attentively to their
complaints and work with
them to negotiate satisfactory
resolutions.
Check with the customers to

ensure that they are happy
with the problem solution.
This might involve verbal,
face-to-face communication
or telephone or email
communication after the
event.
If necessary, escalate the

complaint to someone who
can make suitable decisions.

Assessment
Recommendation:
Case 1
o Investigate lead times
o Re-priorities delivery schedules.
o Train staff to provide more accurate delivery data to clients
Case 2
o Train staff about the menu
o Ensure the delivery is accurate
o Make sure staff explain and apologies
Case 3
o Train staff about policy
o Check capacity
o Staff training
Question 2
After you solve those problem, you are required to think about these issues and provide
recommendation. Discuss those issues and recommendation with your assessor and write a
customer service policy for ABC Coffee for those 3 areas (take order, serve customer,
maintain a clean environment). The organisation has its own Document Style Guide. Please
see the details below.

Assessment
ABC Coffee Document Style Guide
Purpose and scope
In accordance with the ABC Information Policy, these procedures describe the requirements
for producing and storing formal documents in a consistent format through appropriate
styling, consistent document handing procedures and appropriate protocols.
Responsibilities
All ABC staff members are responsible to follow the policy when creating formal business
documents.
- The purpose, tone, format and communication style of the document should be
suitable for the intended audience.
- All documents should be checked for readability, grammar, spelling and sentence
and paragraph construction before they are distributed.
- Copies and documents should be filed safely
Style guide
1. All documents are to be distributed evenly
2. The standard font is Times New Roman 12
3. All topics need to have clear heading
4. Dates use date month year, for example 28 June 2016
5. Documentation should be produced using MS Word. This will ensure portability of
files and consistency of operation.
6. Use A4 page layout.
7. Use Australian spelling, for example, colour, organisation. Refer to the Macquarie
Dictionary. Check that MS Word is set to English (Australian).
8. Time use 11 am, 12.30pm
9. Use a friendly, clear style. Use language that is unambiguous, inclusive and non-
discriminatory.
Customer Service Policy
Our aim
The ABC Coffee Customer Service Policy applies to all ABC employees casual, plart-time,
full-time, permanent or temporary.
It is the aim of ABC to provide our customers with the highest level of customer service at all
times, In order to achieve this, staff members should always demonstrate the following:
o Professional courtesy in all dealings with internal and external customers

Assessment
o Accuracy and efficiency with regards to the products and services they promote and/
or provide
o Accountability for their actions, their dealing with customers and the service they
provide
o Effective communication skills
o Integrity, honesty and reliability
o High levels of product and service knowledge
Dealing with internal and external customers
o All staff will provide internal and external customers with the same high level of
service at all times
o All staff must show courtesy to both internal and external customers in all
situations
o All staff must actively look for ways to enhance the customer service experience
o All impediments to the provision of good customer service must be properly
addressed
The ABC commitment to delivering outstanding customer service standards
ABC staff will be provided with communication skills training during their induction period
to improve their general communication skills, and customer service training on a regular
basis to assist them in the provision of effective customer service.
Dealing with customer complaints

Complaints made by ABC customers must be handled in accordance with the customer
complaints procedure. This is located in the policies and procedures section of the ABC
intranet.
Accountabilities
All ABC staff are expected to :
o Provide high quality customer service at all times
o Identify poor customer service standards
o Report poor customer service to their supervisor, team leader or manager
Management must:
o Act immediately if poor customer service is brought to their attention by staff
o Where appropriate, review customer service procedures
o Document and report on this process, where required
Question 3
Prepare rosters across three different roster periods (8-11, 11-4, 4-9) for ABC Coffee. You
need to prepare approximately 14 staff rostered each week excluding managers. Currently
you have:
2 Managers (1 full-time/ 1 part-time/ casual)
2 Cooks
1 Assistant Cook
Approx. 4 Baristas/ 6-7 Floor Staff

Assessment
Please use the roster template below:

Service Mon Tue Wed Thu Fri Sat Sun
attendant
Manager 8-11 8-11 8-11 11-4 11-4 11-9 11-9
1
Manager 11-4 11-4 11-4 4-9 4-9 8-11 8-11
2
Cook 1 11-4 11-4 11-4 11-4 11-4 4-9 4-9
Cook 2 4-9 4-9 4-9 4-9 4-9 11-4 11-4
Assistant 11-4 11-4 11-411-4 4-9 11-4 4-9
cook
Baristas 1 8-11 8-11 8-11 8-11 8-11 4-9 4-9
Baristas 2 11-4 11-4 11-4 11-4 11-4 8-11 8-11
Baristas 3 4-9 4-9 4-9 4-9 4-9 11-4 4-11
Baristas 4
Floor 8-11 4-9 4-9 8-11 11-4 8-11
Staff 1
Floor 11-4 8-11 8-11 4-9 4-9 11-4
Staff 2
Floor 4-9 11-4 11-4 11-4 4-9 11-4
Staff 3
Floor 8-11 4-9 8-11 8-11
Staff 4
Floor 4-9 8-11 11-4 8-11 11-4 4-9
Staff 5
Floor 11-4 11-4 8-11 11-4 8-11
Staff 6
Floor 8-11 4-9 4-9 11-4 4-9 8-11
Staff 7
Question 4
Prepare a budget for ABC Coffee staff cost and write a report to address the points below.
You need to:
Gather information needed to prepare a budget:
determine and confirm the scope of the budget
identify, access, and interpret information

Assessment
analyse internal and external factors that can impact the budget
consult with colleagues (assessor)
Analyse information and prepare a draft budget:
estimate income and expenditure
reflect organisational objectives
provide a range of options
circulate draft for comment
Monitor financial activity in relation to a budget:
check income and expenditure
identify financial commitments
identify variances and report to the appropriate person
investigate options for improvements to budget management
advise the appropriate person of budget status
monitor income and expenditure and evaluate budgetary performance
Identify and evaluate options for improving performance in relation to a budget:

assess cost and resources
consult with stakeholders to identify and confirm budget outcomes
research and recommend new approaches to budget management
identify impacts on customer service
evaluation of staffing and rostering requirements/ evaluation of impact of potential
roster changes
Collect and record information for use in future budgets.
Task Accountability Due Date
Prepares worksheets to assist the Finance Department 15 April 2016

department managers in preparing
department budget estimates
Calls a meeting of managers and they Director

present and discuses plans for the
following years projected level of 28 April 2016
activity
They department managers work with Department managers 16 May 2016

the director to prepare an estimate for and director
the departments coming year.
Completed budgets are presented by the Department managers 30 May 2016

department managers to their director

Assessment
for review and approval.
Justification of the budget request may Department managers 15 June 2016

be required in writing. In most cases,
the department manager talks with their
director about budget requirements.
2015-16 2016-17 2017-18 2018-19 2019-2-

Income 150,000,000 172,500,000 198,375,000 228,131,250 262,350,937
Expenditure 127,500,000 146,725,000 168,618,750 193,875,000 222,998,297
Profit 22,500,000 25,775000 29,765,250 34,692,188 29,514,480
Reinvest 16,875,000 19,331,250 22,317,188 25,692,188 29,514,480
o increase revenue by 15% (compared to the previous 12 months) by the end of the
financial year
o Maintain annual profit levels of 15% of revenue for all products and services,
o Reinvest 75%of profit back into the business at the end of each financial year
Net profit margin = net profit/revenue 100+13,955/134,520100 =10.4%

Net profit ratio = net profit/revenue = 13,955/134,520=0.104
Cash flow return on assets = cash flow from operation/ total assets = 83,183/269,781 =
0.31
Return on owners equity ratio= net profit/ owners equity = 13,955/252,300=0.06
Horizontal analysis looks at the changes in each item of the financial statements in 3
ways:
o The change in absolute monetary value
o The percentage change from the value of previous period
o Whether the change was favourable or unfavourable for the organisation
The great impact on businesss profit and loss are payment to suppliers, salaries and
marketing fee. The total income increases every year.
The major variances are payment to suppliers and inventories; when the gap is too big, it
will affect company to make accurate budget plan.
Trends may be identified by plotting key ratios on a graph, giving a visual representation
of changes happening over time from different financial periods, The cashflow ratio
provides the information that helps managers to forecast their organisations cashflow.

Assessment
Positive trends lead to investment for growth as there is confidence in the organisations
ability to obtain and pay back.
Reasons for variations may include:
o Decreased or increased selling prices
o Lower demand for products as a result of increased players in the market
o Decreased or increased cost of goods purchased
o Increase or decreased production costs
o Increased or decreased labour costs
o Changes in the organisations inventory method
o Capital injections by business and/ or owners
o Withdrawals by owners
o Investments in assets
Recommendation for maintaining financial viability:
o Identify internal and external operational risks
o Identify competitor, consumer and legal risks
o Assess risks
o Identify risk controls
o prepare contingency plans

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Assessment

Hospitality and Management

SITXCCS007 - ENHANCE CUSTOMER SERVICE EXPERIENCES

Short Answer Questions

Active listening is a communication technique used in counseling, training, and conflict

@NIET Version 1.0Page 1 of 84

Sabbath(when orthodox Jews are not permitted to drive)/

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1. It can help improve a product or service

2. It offers the best way to measure customer satisfaction

3. It provides actionable insight to create a better customer experience

4. It can help improve customer retention

5. It delivers tangible data that can be used to make better business

6. It can be used to identify customer advocates

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Customer Data Management (CDM) is a solution mechanism in which an organization's

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Customer complaint Compensation

Double bookings/ taking reservations when fully booked Discount voucher

Long wait periods Complementary

Drinks spilt on customer Free drink

Poor quality product/ service Partial refund

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1. Disability (including but not limited to intellectual impairment, physical impairment,

The purpose of using questions is:

SITXCCS008 - DEVELOP AND MANAGE QUALITY CUSTOMER SERVICE

Short Answer Questions

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There are many ways to collect information on your customers, including:

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In todays Internet-driven world, customers have more power than ever.

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3. A measurement systems analysis (MSA) is a thorough assessment of a measurement

Response should refer to relevant competition and consumer legislation.

SITXFIN003 - MANAGE FINANCES WITHIN A BUDGET

Short Answer Questions

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4. Event budgets - Plan your organization or company event

5. Project budgets- Plan your orgnaisation projects

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15. Performance of department, project and / or products and services

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SITXFIN004 - PREPARE AND MONITOR BUDGETS

Short Answer Questions

Assets Items that are owned or

Capital expenditure money spent by a business

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Cash inflows A Statement of Cash Flows

Cash outflows Cash outflows include expenses

COGS Cost of goods sold (COGS) are

Direct labour costs Direct labor cost is a part of

Expenses The cost incurred in or

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Fixed costs business costs, such as rent, that

Gross profit Gross profit is a company's total

Liabilities the state of being legally

Profit and loss report A Profit and Loss Report (P&L)

Revenue Revenue is the amount of

Sales forecast A sales forecast is an essential