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BSBMKG515A - Assessment Task - 01 - Mod
BSBMKG515A - Assessment Task - 01 - Mod
Phone
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Assessors
Name
Phone
No.
Assessment
Site
Assessment
Date/s
Time/s
The Assessment Task is due on the date specified by your assessor. Any
variations to this arrangement must be approved in writing by your
assessor.
Submit this document with any required evidence attached. See
specifications below for details.
Performance objective
For this assessment candidates are required to review a provided case
study marketing plan and design a plan to audit the marketing activities of
the organisation.
Assessment description
In this Assessment Task, you are required to prepare for a marketing audit
by developing a plan outlining how an internal and external audit can be
conducted within the case study organisation. You will need to review the
case study marketing plan provided with this assessment, and describe a
plan that outlines the scope, approaches, and timelines for the audits. You
will need to clearly identify the type of marketing audit and format to be
used in conducting the audit and collecting information.
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Procedure
1.
Specifications
You must provide:
a completed marketing audit plan, with written dot point information
study
evidence that you have analysed the marketing activities of the
organisation.
Distance-based learners
Complete assessment as per instructions.
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and details of their supply chain logistics. Your audit is to research the
Graceville trading area and its place in the wider Australian
community, while specifically targeting the pasta restaurant trade.
Priority of the audit is to uncover the key factors that have inhibited
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Rose also outlined the key participants, apart from herself, that could be
involved in the audit process. These included:
Adriana Como sales and promotions, who could help with the
internal operational problems with the marketing process.
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Marketing Plan
Sartos Gourmet Pasta
December 2008
Table of Contents
1.0 Executive Summary................................................................................6
2.0 Situation Analysis...................................................................................8
2.1 Market Summary...............................................................................8
2.2 SWOT Analysis.................................................................................10
2.3 Competition.....................................................................................11
2.4 Service Offering...............................................................................13
2.5 Keys to Success...............................................................................14
3.0 Marketing Strategy...............................................................................16
3.1 Mission.............................................................................................16
3.2 Marketing Objectives.......................................................................16
3.3 Financial Objectives.........................................................................16
3.4 Target Marketing..............................................................................16
3.5 Positioning.......................................................................................17
3.6 Strategy Pyramids...........................................................................17
3.7 Marketing Mix..................................................................................18
3.8 Marketing Research.........................................................................19
4.0 Financials, Budgets, and Forecasts.......................................................21
4.1 Break-even Analysis........................................................................21
4.2 Sales Forecast.................................................................................21
4.3 Expense Forecast............................................................................22
5.0 Controls.................................................................................................25
5.1 Implementation Kmstones..............................................................25
5.2 Marketing Organisation...................................................................26
5.3 Contingency Planning......................................................................26
Cambridge International College
V29/10/14 RTO No. 2325 CRICOS Provider No.01459A
Created By: Leigh Pember 17/05/2015
Page 5 of 27
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Market Analysis
2.1.1 Market Demographics
The profile for Sartos Gourmet Pasta's customer consists of the following
geographic, demographic, and behaviour factors based on a local Chamber
of Commerce report:
Overview Graceville:
Large % of families.
Area growing at 10% per year.
Household income increasing steadily.
Regional distribution Graceville growing faster that the city and
state at 7%.
Geographic:
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minimal waits and can choose the option of dine in or take out away.
There is a planned Park n Ride to be built adjacent to the property
providing parking for patrons at night.
Customer service The patron will be impressed with the level of
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The reason for this trend is that within the last couple of years the
restaurant offerings have increased, providing customers with new
choices. Restaurant patrons no longer need to accept a limited number of
options. With more choices, patrons have become more sophisticated. This
trend is intuitive as you can observe a more sophisticated restaurant
patron in larger city markets such as Sydney or Melbourne where there are
more choices available.
Sartos strongly believe that customers are more interested in exotic taste
than any other issue. This will be why they shop with us and become loyal
patrons.
2.1.5 Economy
Based on economic forecasts, Sartos Gourmet Pasta assume that interest
rates are coming down and that this reduction will create more disposable
income and more money available for families to eat out. In terms of
available credit, Sartos assumes that this will not change in the
foreseeable future and will not be a threat to the potential sales. The same
assumption is made about employment levels, where Sartos assumes that
unemployment levels remain the same at 5.1%.
2.1.6 Political
From research carried out, Sartos identify that the government focus and
emphasis in future legislative direction will be about work/life balance,
which Sartos see a positive for their business model. Sartos, as a
business operating in Australia, will abide by the law in all its dealings and
comply with legislation that impacts on its business activities.
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2.2.1 Strengths
Strong relationships with vendors that offer high-quality ingredients
2.2.2 Weaknesses
Sartos name lacks brand equity.
A limited marketing budget to develop brand awareness.
The struggle to continually appear to be cutting edge.
2.2.3 Opportunities
Growing market with a significant percentage of the target market
2.2.4 Threats
Competition from local restaurants that respond to Sartos Gourmet
Graceville.
A slump in the economy reducing customers disposable income
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2.3 Competition
National Competition
Pasta Buzz: offers consumers their choice of noodles, sauces, and
high-quality ingredients. The price point is high, but the food is quite
good.
Pasta Mia: offers pasta that is reasonably fresh, reasonably innovative
and at a lower price point. The company was sold a few years ago,
and consequently the direction of management has been stagnant
lately and has resulted in excessive employee turnover.
Verdi Pasta: has medium-priced pasta dishes that use average
Local Competition
Stellas: This is an upscale Italian restaurant that has a limited
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district.
Design: bright and clean.
Cambridge International College
V29/10/14 RTO No. 2325 CRICOS Provider No.01459A
Created By: Leigh Pember 17/05/2015
Page 13 of 27
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3.1 Mission
Sartos Gourmet Pastas mission is to provide families with the finest pasta
meal and dining experience. We exist to attract and maintain customers.
When we adhere to this maxim, everything else will fall into place. Our
services will exceed the expectations of our customers.
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Take out: people that prefer to eat Sartos food in their home or at a
3.5 Positioning
Sartos Gourmet Pasta will position itself as a reasonably priced, upscale,
gourmet pasta restaurant. Graceville consumers who appreciate highquality food will recognise the value and unique offerings of Sartos
Gourmet Pasta. Patrons will include singles and families, ages 2550.
Sartos Gourmet Pasta positioning will leverage their competitive edge:
Product. The product will have the freshest ingredients including
homemade pasta, imported cheeses, organic vegetables, and topshelf meats. The product will also be developed to enhance
presentation, everything will be aesthetically pleasing.
Service. Santos will only employ experienced cooking staff who can
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model where customers can phone in their order and come to the
restaurant to pick it up, come into the restaurant, place the take out
order and wait for it to be completed, or come in and dine at the
restaurant.
Advertising and promotion The most successful advertising will be
done to make the customer happy must occur, this investment will
pay off with a fiercely loyal customer base who is extremely vocal to
their friends with referrals.
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The first year will be used to get the restaurant up and running. By year
two things will get busier. Sales will gradually increase with profitability
being reached by the beginning of year two.
Sales Forecast
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5.0 Controls
The purpose of Sartos Gourmet Pastas marketing plan is to serve as a
guide for the organisation.
Milestones
Advertising
Start
Date
End
Date
Budget
Manage
r
Departm
ent
Marketing
plan
completion
1/01/200
9
2/01/200
9
$0
Mario
Departmen
t
Banner ad
campaign #1
1/02/200
9
4/01/200
9
$3,754
Mario
Departmen
t
Banner ad
campaign #2
1/10/200
9
1/01/200
9
$4,900
Mario
Departmen
t
Manage
r
Departm
ent
Total
Advertising
Budget
PR
$8,654
Start
Date
End
Date
Budget
Other
$0
Other
$0
Total PR
Budget
$0
Direct
Marketing
Start
Date
End
Date
Budget
Manage
r
Departm
ent
Direct mail
campaign #1
1/10/200
9
1/04/200
9
$1,689
Mario
Departmen
t
Insert
campaign #1
1/10/200
9
1/04/200
9
$2,252
Mario
Departmen
t
Direct mail
campaign #2
1/10/200
9
1/01/201
0
$2,205
Mario
Departmen
t
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Insert
campaign #2
1/10/200
9
$2,940
Total Direct
Marketing
Budget
$9,086
Totals
$17,740
Mario
Departmen
t
basis.
Having to liquidate equipment or intellectual property to cover
liabilities.