2009DECAOntarioProvincials

ASM
OralEvent2

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CanadianAutomotiveInstitute
OCCUPATIONALCATEGORY
AutomotiveServicesMarketing
INSTRUCTIONALAREA
Operations

PARTICIPANTINSTRUCTIONS
PROCEDURES
1. Theeventwillbepresentedtoyouthroughyourreadingoftheseinstructions,includingthe
PerformanceIndicatorsandEventSituation.Youwillhaveupto10minutestoreviewthis
informationtodeterminehowyouwillhandletheroleplaysituationanddemonstratethe
performanceindicatorsofthisevent.Duringthepreparationperiod,youmaymakenotesto
useduringtheroleplaysituation.
2. YouwillgiveanIDlabeltoyouradultassistantduringthepreparationtime.
3. Youwillhaveupto10minutestoroleplayyoursituationwithajudge(youmayhavemore
thanonejudge).
4. Youwillbeevaluatedonhowwellyoumeettheperformanceindicatorsofthisevent.
5. Turninallyournotesandeventmaterialswhenyouhavecompletedtheroleplay.
PERFORMANCEINDICATORS
1. Developaprojectplan.
2. Identifyroutineactivitiesformaintainingbusinessfacilitiesandequipment.
3. Investigatetheuseofvisualmerchandising.
StudentsDemonstratingExcellenceCelebratingAchievementsince1979

92
EventXX

4. Explaintherelationshipbetweencustomerserviceanddistribution.
5. Explainthesellingprocess.

2009DECAOntarioProvincials

ASM
OralEvent2

EVENTSITUATION
Youaretoassumetheroleofmorningshiftmanagerofalarge,locallyownedautopartsstorecalled
AUTOPARTSWORLD.Thestoremanager(judge)hasaskedyoutoprovideaplanforimprovingthestore.
Salesatthestorearestagnant,eventhoughthenumberofgaragesandthepopulationinyourareahave
increased.Otherproblemsinclude:
1. Partsandaccessoriesarestoredinnoparticularorder.Differenttypesofpartsarenotseparated.
Itemsareofteninthewrongplace.Mechanics,aswellascustomers,frequentlycomplainabout
notbeingabletofindtheitemtheywant.
2. Signs with prices, sale information and general information are often handwritten. The
handwritingcanbedifficulttoread,andthesignsarefrequentlyoutofdateorinthewrongplace.
3. Salesclerkslackmotivation,havelowmoraleandarepoorlytrained.Theydonotgreetcustomers
whoenterthestore,andcustomersoftenhavetosearchthemoutforassistance.
4. Thestorehasnodeliveryservice,eventhoughseverallocalgarageownershaverequestedit.
5. Thestorelooksdirty.Therehavebeennoupgradesorrenovations,andsalesclerksdonotdo
muchhousekeeping.
Youhavebeenhiredtohelpdealwiththeseproblems.Thestoremanager(judge)hasaskedyouto
analyzetheidentifiedproblemsandcreateworkingsolutionsforthem.
Youwillpresentyoursolutionstothestoremanager(judge)inaroleplaytotakeplaceinthestores
office. The store manager (judge) will begin the roleplay by greeting you and asking to hear your
recommendedsolutions.Afteryouhavepresentedyoursolutionsandhaveansweredthestoremanagers
(judges) questions, the store manager (judge) will conclude the roleplay by thanking you for your
recommendations.

JUDGESINSTRUCTIONS
DIRECTIONS,PROCEDURESANDJUDGESROLE
Inpreparationforthisevent,youshouldreviewthefollowinginformationwithyoureventmanagerandother
judges:
1. ProceduresandPerformanceIndicators
2. EventSituationandJudgeRoleplayCharacterization
Participants may conduct a slightly different type of meeting and/or discussion with you each time;
however,itisimportantthattheinformationyouprovideandthequestionsyouaskbeuniformforevery
participant.
3. JudgesEvaluationInstructionsandJudgesEvaluationForm
Pleaseuseacriticalandconsistenteyeinratingeachparticipant.

JUDGEROLEPLAYCHARACTERIZATION
Youaretoassumetheroleofthestoremanagerofalarge,locallyownedautopartsstorecalledAUTO
PARTS WORLD.Youhaveaskedyourmorningshiftmanager(participant)topresenttoyouaplanfor
improvingthestore.
Salesatthestorearestagnant,eventhoughthenumberofgaragesandthepopulationinyourareahave
increased.Otherproblemsinclude:
1. Partsandaccessoriesarestoredinnoparticularorder.Differenttypesofpartsarenotseparated.
Itemsareofteninthewrongplace.Mechanicsaswellascustomersfrequentlycomplainaboutnot
beingabletofindtheitemtheywant.
2. Signs with prices, sale information and general information are often handwritten. The
handwritingcanbedifficulttoread,andthesignsarefrequentlyoutofdateorinthewrongplace.
3. Salesclerkslackmotivation,havelowmoraleandarepoorlytrained.Theydonotgreetcustomers
whoenterthestore,andcustomersoftenhavetosearchthemoutforassistance.
4. Thestorehasnodeliveryservice,eventhoughseverallocalgarageownershaverequestedit.
5. Thestorelooksdirty.Therehavebeennoupgradesorrenovations,andsalesclerksdonotdo
muchhousekeeping.
Youhavehiredtheshiftmanager(participant)tohelpdealwiththeseproblems.Youhaveaskedhim/her
toanalyzetheidentifiedproblemsandcreateworkingsolutionsforthem.
Theshiftmanager(participant)willpresenthis/hersolutionstoyouinaroleplaytotakeplaceinthe
storesoffice.Youwillbegintheroleplaybygreetingtheshiftmanager(participant)andaskingtohear
therecommendedsolutionsforthestoresproblems.
Duringthecourseoftheroleplayyouaretoaskthefollowingquestionsofeachparticipant:
1. Whatresourcesdoweneedtoputyourideasintoaction?
2. Whichoftheproblemswouldyoutacklefirst?Why?
3. WhataretherisksifIdontdoanything?

Oncetheshiftmanager(participant)haspresentedsomesolutionsandhasansweredyourquestions,you
willconcludetheroleplaybythankingtheshiftmanager(participant)forhis/herrecommendations.You
arenottomakeanycommentsoncetheroleplayisoverexcepttothanktheparticipant.

2009DECAOntarioProvincials

JUDGESEVALUATIONINSTRUCTIONS

ASM
OralEvent2

EvaluationFormInformation
The participants are to be evaluated on their ability to perform the specific performance
indicatorsstatedonthecoversheetofthiseventandrestatedontheJudgesEvaluationForm.
Althoughyoumayseeotherperformance indicators beingdemonstrated bythe participants,
thoselistedinthePerformanceIndicatorssectionarethecriticalonesyouaremeasuringforthis
particularevent.
EvaluationFormInterpretation
Theevaluation levels listedbelow andtheevaluation rating procedures shouldbediscussed
thoroughlywithyoureventchairpersonandtheotherjudgestoensurecompleteandcommon
understandingforjudgingconsistency.
LevelofEvaluation

InterpretationLevel

ExceedsExpectations

Participantdemonstrated theperformanceindicator in
an extremely professional manner; greatly exceeds
business standards; would rank in the top 10% of
business personnel performing this performance
indicator.

MeetsExpectations

Participantdemonstrated theperformanceindicator in
an acceptable and effective manner; meets at least
minimalbusinessstandards;therewouldbenoneedfor
additionalformalizedtrainingatthistime;wouldrank
in the 7089th percentile of business personnel
performingthisperformanceindicator.

BelowExpectations

Participant demonstrated the performance indicator

with limited effectiveness; performance generally fell
below minimalbusinessstandards;additionaltraining
would be required to improve knowledge, attitude
and/or skills; would rank in the 5069 th percentile of
business personnel performing this performance
indicator.

Little/NoValue

Participant demonstrated the performance indicator

withlittleornoeffectiveness;agreatdealofformal
training would be needed immediately; perhaps this
personshouldseekotheremployment;wouldrankin

the049th percentileofbusinesspersonnelperforming
thisperformanceindicator.

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SCORESONTHESCANTRONSHEETPROVIDED.

JUDGESEVALUATIONFORM
ASM09
Operations

DIDTHEPARTICIPANT:
1. Developaprojectplan?
Little/NoValue
0,2
Attemptsatdevelopinga
projectplanwereconfusing
orweak.

BelowExpectations
4,6,8
Developedanadequate
projectplan.

MeetsExpectations
10,12,14
Developedaneffective
projectplan.

ExceedsExpectations
16,18
Developedaclearandvery
effectiveprojectplan.

2. Identifyroutineactivitiesformaintainingbusinessfacilitiesandequipment?
Little/NoValue
0,2
Attemptsatidentifying
routineactivitiesfor
maintainingbusiness
facilitiesandequipment
wereunclearorweak.

BelowExpectations
4,6,8
Adequatelyidentifiedroutine
activitiesformaintaining
businessfacilitiesand
equipment.

MeetsExpectations
10,12,14
Effectivelyidentifiedroutine
activitiesformaintaining
businessfacilitiesand
equipment.

ExceedsExpectations
16,18
Veryclearlyandeffectively
identifiedroutineactivitiesfor
maintainingbusinessfacilitiesand
equipment.

MeetsExpectations
10,12,14
Effectivelyinvestigatedthe
useofvisualmerchandising.

ExceedsExpectations
16,18
Veryclearlyandeffectively
investigatedtheuseofvisual
merchandising;relateditto
thissituation.

3. Investigatetheuseofvisualmerchandising?
Little/NoValue
0,2
Attemptsatinvestigatingthe
useofvisualmerchandising
wereweakorunclear.

BelowExpectations
4,6,8
Adequatelyinvestigatedthe
useofvisualmerchandising.

4. Explaintherelationshipbetweencustomerserviceanddistribution?
Little/NoValue
0,2
Attemptsatexplainingthe
relationshipbetween
customerserviceand
distributionwereweakor
unclear.

BelowExpectations
4,6,8
Adequatelyexplainedthe
relationshipbetween
customerserviceand
distribution.

MeetsExpectations
10,12,14
Effectivelyexplainedthe
relationshipbetween
customerserviceand
distribution.

ExceedsExpectations
16,18
Veryclearlyandeffectively
explainedtherelationship
betweencustomerservice
anddistribution.

MeetsExpectations
10,12,14
Effectivelyexplainedthe
sellingprocess.

ExceedsExpectations
16,18
Veryeffectivelyexplainedthe
sellingprocess;relateditto
thissituation.

5. Explainthesellingprocess?
Little/NoValue
0,2
Attemptsatexplainingthe
sellingprocesswereweakor
inadequate.

BelowExpectations
4,6,8
Adequatelyexplainedthe
sellingprocess.

6.Overallimpressionandresponsetojudgesquestions:
Little/NoValue
0,1
Demonstratedfewskills;
couldnotanswerthejudges
questions.

BelowExpectations
2,3,4
Demonstratedlimitedability
tolinkskills;answeredthe
judgesquestions
8

MeetsExpectations
5,6,7
Demonstratedthespecified
skills;answeredthejudges
questionseffectively.

ExceedsExpectations
8,9,10
Demonstrated skills confidently and professionally;
answered the judges

DONOTWRITEONTHISPAGE.RECORDALL

SCORESONTHESCANTRONSHEETPROVIDED.

questions very effectively.

adequately.

JudgesInitials

TOTALSCORE