Week 1 Assessment

Unit: Develop and implement strategic plans

Student Id: GBC160238

Mission Statement

MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and
sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our
stakeholders and the communities in which we operate to prosper.

Vision Statement

Within the next five years, MacVille will become a national brand, and will be accepted as an integral part of
the hospitality industry, perceived as a key component in the success of hospitality establishments, both
large and small.

Current Practices

At MacVille, they conduct themselves in a professional manner to ensure efficiency, reliability and
sustainability needs of clients and communities which include:

 Quality of products and services meets the needs of the clients

 Staff safety and welfare – ensure compliance with WHS requirements
 Encourage self – directed teamwork where everyone able effective and efficiency without
supervision which lead to company’s efficiency and productivity
 Environmentally friendly which mean they try to reduce negative impact on the local and global
communities

It can be seen that their current practices are in full support the current company’s goals and objectives.

However, for the last few years the company has also focused their practices on being innovative as a result
from self-directed team’s directive. Staff at MacVille proved to have high level of commitment and
motivation as they want to move the company forward with positive and innovative work practices including
raising quality of the products and services and challenging new ideas.

The company should incorporate the following into their strategic plan:

 Strategy for innovation into their objectives for all staff to be working into the same direction to
achieve the goal of the company.
 Many customers are demanding cooperate responsibility. So when the company is trying to
innovate the existing products and services, and/or develop new products, consumers want to
know if it’s better for their community. Therefore additional issue to cooperate into the company
mission is vision is to be social responsible, to serve and to care and to contribute for their local
community and non-profit organisation.
To: Ceo, Board of Directors, Employee.

Subject: Vision / Mission Review

Date: 7/10/2016

--------------------------------------------------------------------------------------------------------------------------------------

Dear All Stakeholders

This email is to give an overview of the company MacVille current strategic plan which include the following
areas:

Existing Mission and Vision

Mission: MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and
sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our
stakeholders and the communities in which we operate to prosper.

Vision: within the next five years, MacVille will become a national brand, and will be accepted as an integral
part of the hospitality industry, perceived as a key component in the success of hospitality establishments,
both large and small.

Current approach:

At MacVille, they conduct themselves in a professional manner to ensure efficiency, reliability and
sustainability needs of clients and communities, which include:

 Quality of products and services meets the needs of the clients

 Staff safety and welfare – ensure compliance with WHS requirements
 Encourage self – directed teamwork where everyone able effective and efficiency without
supervision which lead to company’s efficiency and productivity
 Environmentally friendly which mean they try to reduce negative impact on the local and global
communities

It can be seen that their current practices are in full support the current company’s goals and objectives.

However, for the last few years the company has also focused their practices on being innovative as a result
from self-directed team’s directive. Staff at MacVille proved to have high level of commitment and
motivation as they want to move the company forward with positive and innovative work practices including
raising quality of the products and services and challenging new ideas.

Revised Mission

MacVille is a company to provide espresso coffee machines that will deliver the highest values to our
customers. We are committed to the enduring values of honesty, reliability, efficiency, innovation and
flexible, value creation and social responsibility. We also committed to maintaining excellence in all aspects
of our operation and our professional and business conduct.

Vision:

Within the next five years, we will become a national brand that wil be accepted as an integral part of the
hospitality industry, perceived as a key component in the success of hospitality establishments, both large
and small. And social responsible company to serve and care and contribute for the local community and
non-profit organisation. We will provide espresso machine that has minimal impact the environment. We
will work with other trusted companies (alliance) in a professional manner to meet customer needs.

Organisational Value

Committed to conduct our business in professional manner and fair practice and maintain the highest
standards of excellence with customers. We also contribute positively to our local community and
environment.

Regards

Nisreen haji-ar-were

Summary of minute meeting with Joe Napoti on 7/10/2016@ 2pm.

 Agree to add more information on version to “Within the next five years, Macville will become a
national brand, and will be accepted as an integral part of the hospitality industry, perceive as a key
component in the success of hospitality establishments, both large and small”.
 Agree to change Addresses of email to Ceo, Board directors, employee. Also include date.

Week 2 Assessment

Unit: Develop and implement strategic plans

Student Id: GBC160238

PEST Analysis

Political

 Tariffs on imported good, including espresso coffee machines, will be removed in line with the
government’s free trade policy.
 High possibility of carbon tax to be introduced on all energy-intensive products used in commercial
enterprise

Economic

 The prediction of a strengthening Australian dollar against all our major trading partners over the
next few years is a concern
 A resources boom may lead to higher than expected growth in the economy
 Development of the home consumer market for consumer expresso machines is experiencing high
growth

Social

 Population ages and become affluent therefor life style trends change towards eating out more
frequently
 Population growth rate is predicted from 22 million is 2010 to 36 million in 2050

Technology

 New espresso machine that use 30% less energy to run and more efficient heat exchanger are being
developed

Review on How political changes (legislation) has impact on MacVille operation:

Carbon tax:

The more energy efficient the business the less tax they will pay. Same as other businesses,
MacVille is facing extra costs. If MaxVille doesn’t want to face avoidable extra costs it is important to
find more efficient way to manufacture its products.

Tariffs on imported goods will be removed:

Planned changes in trade, where all tariffs on import goods, including espresso coffee machines will
be removed as part of government’s free trade policy.
SWOT Analysis

Strengths Weaknesses

 Great customer service in many areas  Lack of experienced personnel in

i.e. after sales service, installation,
training and complaints handling
 Strong operating systems(MIS has
allowed for sound corporate / strategic
planning)
 Strong internal controls in accounting
and finance
 Strong marketing plan and strategies
importation and customer operations
 Poor solutions from HR management
leads to inappropriate work practice in
goods delivery
 Contracted delivery firm unable to
deliver the promised quality (delay in
delivering espresso machines to
customers)

Opportunities Threats

 Expand into Sydney market because
major competitors has withdrawn from
the market
 Strategic alliances with coffee beans
suppliers (market penetration could be
easily achieved and can share marketing
/advertising costs)
 Rising in Australian dollar which have
long term in tourism which was a major
category buyer for espresso machine
 Rising interest rates that are predicted
for the coming years could impact
negatively on the disposable income of
coffee drinkers
 Nufix Inc. a global instant coffee
company is moving into the market and
they have strong resources in financial,
marketing and human resource.
 Wes BeanEx. a large coffee beans
supplier that had recently started
importing espresso coffee machines for
their customers.

Competitors

Nufix Inc.

Nufix Inc. in a global brand, which is shifting from instant coffee into the espresso beans and
machine market. This could be a threat to MacVille because they have strong financial, marketing
and human resources (Strong point). However, the weak point is that it may not be so easy for Nufix
to get into the market that already has strong supplier and buyer allegiances and another issue is
that Nufix has difficulty being adaptable to the needs of niche market buyers.

Wes BeanEx.

Wes BeanEx is a large coffee beans supplier that had recently started importing espresso coffee
machines for their customers. The advantage is that they already have strong customer based and
this will make it easy for them to get access to their customers to promote their espresso machines.
However, the weakness is that as they are new in espresso machine so they had not yet
established service arm to help their customers (wholesale clients) to maintain the machine (after
sales service).

Allies

MacVille is keen to introduce strategic alliance as part of its strategy.

Below is the summary of 3 interested companies who has submitted their application to be partner
with MacVille

1. Ambrosia Coffee Roast

Description: Ambrosia sells all grades of coffee bean to supermarket and hospitality outlet around
Australia

Description of joint venture: Share in the cost of outdoor advertising for cafes and restaurants,
with shared branding of umbrellas and barriers.

Strength: Supplier is committed to the coffee bean industry, with some sharing of the client base.

Weakness: Has concerns with sharing information, citing intellectual property. Product image is not
quality but more community-based

Risk: Poor brand association and long term commitment in signage

Trend: It seems to be quite unstable, it started off with $3.2m and it went down but able to pick itself
up in 2011 to $3.3m.

The tender that Ambrosia submitted does not show any statement of their alignment with MacVille
values.

I believe that due to the product image of the Ambrosia their value and goals is not in line with
MacVille values and goals.

Ambrosia did not provide the following information

 Statement of financial position from last tax return

 Contact details of all directors

2. Java Estate

Description: To sell quality Arabica roasted coffee beans to all state of Australia

Description of joint adventure: Java Estate provides MacVille espresso machines to client at no
charge. Java Estate pay MacVille cost price for the delivery and installation of the machine, then
pays the remainder of the purchase price on a 12-month repayment program.

Strength: Australia –wide partner – 100% committed to hospitality and coffee bean market.

Weakness: Other coffee bean supplier may not recommend MacVille machines with this strong
strategic alliance.

Risk: Concern over the amount of money outstanding

Cost benefit analysis: Potentially 200 machines installed in the first year. Interest costs $400,000
p.a. profit $100,000. Break even after 80 machines sold.

Java Estate submitted all the required documents.

In summary, Java Estate stated their strong commitment in providing quality service to their clients
which is inline with MacVille value that committed to provide service in professional manner to
ensure efficiency and reliability.

3. Home Espresso Trader

Description: Selling consumer home espresso machines to the home market on in Sydney, and
operating other digital home entertainment products.

Description of joint venture: Shared space in four trade shows per year.

Strengths: Cover the consumer market for espresso machines to make a full range offer to clients.

Weakness: Working with a strategic partner who is not solely focused on the hospitality industry.

Risk: Partner not fulfilling their financial commitment, association with a non-industry partner may
have a negative on MacVille customer base, partner access to MacVille’s trade secrets.

Cost benefits: Cost of the shows are $2,500 each. Four shows costing $10,000, selling machines
per show at $500. Each would see a profit of $10,000 for the year and a break even after two
shows.

Home Espresso Trader submitted all the required documents.

In conclusion, Home Espresso does not state any value that in line with MacVille’ goals. They focus
on sharing space in tradeshows with them.

Summary of minute with Joe Napoti on 13 October 2016n@ 2.30 pm about “Allies”

I believe that Java Estate would be the most appropriate alliance for MACVILLE because they are
wild Australia partner and their commitment and goals are in line with our company. Aswe know we
will become a national brand for its innovation.

Also if we see from Trend Analysis we can see Java Estate is keep going up and make a lots of
money in each year from 2007. This is a very good condition.

Week 3 Assessment

Strategic Objectives for the Organisation

Objective 1

To sell and service MacVille espresso coffee machines in every state of Australia. This was a top priority
that would involve the acceptance of Java Estate tender. This was an important alliance and one that
should be managed at the highest level. With the Sydney warehouse now established, it was important
to look for other warehouse opportunities in high-volume states. The other states could be managed
with an agent’s network and by outsourcing the maintenance.

Strategies

The strategies that we need is to work cooperatively with Java Estates. It is also important to ensure
that both companies agreed on the same goals and objectives e.g. committed to provide quality service
to all clients.

Another strategy is to have warehouse in every state particularly in high-volume states. This can be
done by building networks in each state and make them feel positive to work with MacVille.

Task Priority List Timeframe Person Performance

responsible indicator
Meeting with 1 1 month General Contract is signed
Java Estate to Manager
discuss
further details
and finalise
contract

Research on 2 2 months Warehouse List of warehouse in

warehouse Manager each state is created
opportunities
in other states

Research on 3 2 months General List of company for

outsourcing Manager maintenance in
the different states is
maintenance created
Objective 2

To increase profit margins by 5% in the next five years. This should occur naturally, with increased
sales allowing for better price negotiations with suppliers, and getting all departments to make
optimum use their staff.

Strategies

Continue to commit to the goals and objectives of the organisation and improve customer service,
particularly ensure the delivery will be on time.

Strategies to make minimum use of staff

 Regular performance review

 Skill gap analysis
 Provide appropriate training
Task Priority List Timeframe Person Performance
responsible indicator
Continue to 1 On going All Staffs Sales increased
commit the
goals and
objectives of
the company

Staff 2 On going HR Manager Staff are scheduled to

performance meet with their
review mangers for
performance review

Staff received regular

feedback and support

Skill gaps 3 On going HR Staff completed self-

analysis assessment for skill
gap analysis

Staff training 4 On going HR Training are organised

accordingly
Objective 3

To establish the MacVille brand recognition in key markets in the next five years, mostly via new
technologies but also through co-branding with our strategic partner. This is also a high priority if the
successful rollout is to be achieved.

Strategies

To ensure the product gets the best visibility possible we need to develop effective promotion
strategies such as update and redesign website to suit our current mission and goals, create social
media presence and sponsor public events.

Task Priority List Timeframe Person Performance indicator

responsible
Update the 1 2 months Marketing Website is updated in line with
website the goals and objectives of the
organisation
Create social 2 2 months (on Marketing Social media sites are created
media going updates) and updated
presence such
as Facebook,
Twitter

Sponsor 3 On going Marketing Have list of public events that

public events can be sponsored and contacted
them to be the sponsor.

Objective 4

To reduce our waste and energy use by 10% within the next five years. Education programs and
incentive rewards for innovations in this area should see the organisation achieve its objectives.

Strategies
MacVille needs to create awareness among staff of ‘go-green’ policy and giving rewards or incentive for
innovation could be a great way to motivate staff to be innovative and reach the objective of the
organisation.

Task Priority List Timeframe Person Performance indicator

responsible
Develop 1 2 weeks HR Manager ‘Energy and resources
‘energy and conservation’ is developed and
resource implemented
conservation
in the
workplace’
policy
Develop 2 4 weeks HR Manager ‘Incentive and rewards policy is
incentive and developed and implemented’
rewards policy

To: Ceo, Board of Directors, Employee

Subject: Strategic Plan

Date: 20/10/2016

Dear All
I have reviewed the objectives of the organisation that was presented in board meeting.

In order for us to reach the objectives we need to develop and implement strategic plan which
include task, priorities list, timeframe, person response, and performance indicator.

I have attached our strategic plan for a review and I look forward to receive comments and feedback
to improve our plan from everyone.

The brief overview of keys objective are:

1. To sell and service Macville espresso coffee machine in every state of Australia.
2. To establish the Macville recognition in key markets in the next five years.
3. To increase profit margins by 5% in the next five years.
4. To reduce our waste and energy use by 10% within the next five years

Regards

General Manager

KPI Progress

Objective 1

To sell and service MacVille espresso coffee machines in every state of Australia. This was a top priority
that would involve the acceptance of Java Estate tender. This was an important alliance and one that
should be managed at the highest level. With the Sydney warehouse now established, it was important
to look for other warehouse opportunities in high-volume states. The other states could be managed
with an agent’s network and by outsourcing the maintenance.

Strategy A: Sign, action and establish the strategic alliance agreement with Java Estate.
KPI: Install 200 machines p.a.

Review: Agreement and contract is signed with Java Estate. However, we found that in the past 12
months only 180 machines were installed. The reason being a slower uptake in Northern Territory and
North Queensland due to strong Australian dollar that affect tourism industry.

Strategy B: Establish a warehouse in Melbourne

KPI: MacVille opens in Melbourne within 2 years after Sydney opens for business

Review: A Melbourne warehouse is still not open. Currently run on the more expensive agency model.

Strategy C: Set up agents in other states and outsource maintenance contracts.

KPI: Agent agreements and outsource maintenance contacts for South Australia, Western Australia,
Northern Territory, Tasmania and ACT

Review: Agent Contracts for all states are signed except for Northern Territory

Objective 2

To increase profit margins by 5% in the next five years. This should occur naturally, with increased
sales allowing for better price negotiations with suppliers, and getting all departments to make
optimum use their staff.

Strategy D: Instigate bulk buying negotiations to reduce supply price

KPI: 100% of purchase by the container load

Review: 100% Volumes have increased to the point that all orders fill a container

Strategy E: Operate all departments at optimum capacity and productivity

KPI: Wages to turnover ratio of 12.5%

Review: Some states are still underperforming. Strategy still in line with timetable

Objective 3

To establish the MacVille brand recognition in key markets in the next five years, mostly via new
technologies but also through co-branding with our strategic partner. This is also a high priority if the
successful rollout is to be achieved.
Strategy F: Establishing social, Internet and networking marketing

KPI: 10,000 clicks / day on website

Review: 12,000 clicks / day and this is achieved in half time allocated (very experienced contractor)

Strategy G: Join with Java Estate in co-branding cups and café banners.

KPI: 100% of cafes with our machines using our cups

Review: only 50% of cafes with our machines using our cups because unattractive design and colours.
Strategy introduced within timeframe.

Objective 4

To reduce our waste and energy use by 10% within the next five years. Education programs and
incentive rewards for innovations in this area should see the organisation achieve its objectives.

Strategy H: Set up reward programs for reducing waste

KPI: 25 Suggestions from staff per year, 6 new innovations introduced per year in relation to reducing
waste.

Review: 30 suggestions and 8 new innovations, which lead to a significant reduction in waste.

Strategy I: Develop and implement energy use awareness campaign

KPI: kW per person drops to 10 kW

Review: 12 kW per person. The campaign was introduced quite late in the year and did not roll out
across the whole company
Strategy Performance Progress Completed Comments
Indicator /Incomplete
KPI achieved Yes/No
Strategy A
Finalise Contract is signed Completed In the past 12 months only 180 machines were installed. The reason being a
contract/agreement with slower uptake in Northern Territory and North Queensland due to strong
Java Estate and have at KPI achieved: Yes Australian dollar that affect tourism industry.
least 200 machines
installed p.a.

Strategy B
Open a Melbourne A warehouse in Incomplete Currently run on the more expensive agency model.
warehouse Melbourne is open
and operated KPI achieved: No

Strategy C
Research on outsourcing Agent agreements Partly completed Agreements are signed for all states except for NT
the maintenance and outsource
contracts are KPI achieved: Partly
signed achieved

Strategy D
Instigate bulk buying 100% of purchase Completed within KPI achieved in quicker time
negotiations to reduce by the container timeframe
supply price load
KPI achieved: Yes

Strategy E
Operate all departments at Wages to turnover Incomplete Some departments still underperforming, however, strategy still in line with
optimum capacity and ratio of 12.5% timetable
productivity KPI achieved: No
Strategy Performance Progress Completed Comments
Indicator /Incomplete
KPI achieved Yes/No
Strategy F
Establishing social, 10,000 clicks / day Completed within KPI achieved in quicker time
Internet and networking on website timeframe
marketing
KPI achieved: Yes

Strategy G
Join with Java Estate in 100% of cafes with Incomplete Only 50% of the cafes with our machines using our cups due to the
co-branding cups and café our machines using unattractive design of cups
banners. our cups KPI achieved: No

Strategy H
Set up reward programs 25 Suggestions Completed within Significant reduction waste in the company
for reducing waste from staff per year, timeframe
6 new innovations
introduced per year KPI achieved: Yes
in relation to
reducing waste.

Strategy I
Develop and implement kW per person Incomplete Introduced the campaign later on in the year and the it didn’t roll out across
energy use awareness drops to 10 kW the whole company
campaign KPI achieved: No
Milestone Progress

Strategy Timeframe Progress / complete Comments

within timeframe
Strategy A
 Finalise 1 Month Yes Contracted signed within the time limit and actioned
contract/agreement
with Java Estate and

 Have at least 200 1 Year No In the past 12 months only 180 machines were installed. The reason being a
machines installed p.a. slower uptake in Northern Territory and North Queensland due to strong
Australian dollar that affect tourism industry.

Strategy B
 Open a Melbourne 2 Year No At the moment a warehouse in Melbourne still not open and currently run on
warehouse the more expensive agency model.

Strategy C
 Research on 6 Months Partly completed Agreements are signed for all states except for NT
outsourcing the
maintenance
Strategy D
 Instigate bulk buying 1 Year Yes KPI achieved in quicker time due to the initial increase in demand
negotiations to reduce
supply price

Strategy E
 Operate all 1 Year No Some departments still underperforming, however, strategy still in line with
departments at timetable
optimum capacity and
productivity
Strategy F
 Establishing social, 6 Months Yes KPI achieved in half the time allocated
Internet and
networking marketing

Strategy G
 Join with Java Estate in 6 Months No Only 50% of the cafes with our machines using our cups due to the
co-branding cups and unattractive design of cups
café banners.

Strategy H
 Set up reward 1 Year Yes Significant reduction waste in the company
programs for reducing
waste

Strategy I
 Develop and kW per use per No Introduced the campaign later on in the year and the it didn’t roll out across
implement energy use person drops by 10 the whole company
awareness campaign kW

Overall Progress

The strategic plan is proved to be an effective one even though we did not achieve some of the
KPIs. It must be noted here some of the strategies we still have time to make good progress and
achieve KPIs. Some of the strategies that did not work so well we will look for improvement,
which will be discussed in the next section ‘Improvements’

Objective 1

We did sign a contract with Java Estate, which was a good start for alliance strategy.

We were able to sign agent agreements in almost all states except for NT and the positive side is
we achieved this within the allocated timeframe.

One thing that we may need to look at it as we progress along is to reduce a cost of agents in
Western Australia and Tasmania, as at the moment they were expensive.

Even though we did not reach the 200 machines p.a. but this is an internal factor i.e. the strong
in Australian dollar that make tourism slump particularly in Northern Territory.

A warehouse in Melbourne is still not open but we are making good progress to gather
information and build networks.

Objective 2

We did quite well, as 100% volumes have increased to the point that all orders fill a container
and KIP is achieved in a very quick time. However under strategy E, not all departments
perform to the optimum capacity but good thing we have not yet reached deadline. We can
make improvement to try to achieve the KPI.

Objective 3

The contractor that we have to help us to work on brand recognition is very experienced. We
are able to achieve our KIP in half the time allocated. We get 12,000 click per day on the
website, which is more than we have expected (KPI: 10,000 clicks per day).
However, when it comes to strategy G we did not reach our goal.

Objective 4

Staff are involved in the reducing waste program, they become innovative which lead to a
significant reduction in waste and this was also done within the timeframe. In regards to
Strategic I we are not able to get kW use per person down to 10 kW and the campaign did not
get roll out across the company, if we have had more time the campaign would be successful.

In summary, the over all progress for the strategic is in good progress, we may need to call for a
few meetings to adjust the plan to make it better suit the current situation.

Improvements

Objective 1

Did not reach the 200 machines p.a. but this is an internal factor i.e. the strong in Australian
dollar that make tourism slump particularly in Northern Territory.

How to make improvement: Implement marketing strategies in other states to increase sales.
This may be done through consulting marketing experts

A warehouse in Melbourne is still not open but we are making good progress to gather
information and build networks.
How to make improvement: Continue searching for a warehouse and build networks in
Melbourne. Set a new timeline and develop action plan and follow the plan accordingly.

No agent contract signed for Northern Territory

How to make improvement: Continue search for outsource maintenance in Northern

Territory and if it does not work out when it reaches deadline, we then need to measure if it is
going to work if we continue.

Objective 2

Not all departments perform to the optimum capacity.

How to make improvement: Staff performance review. Each Department manager must
complete performance review. Develop performance-monitoring tools such as observation or
interview to ensure that all staff are working to the optimum capacity. Another method is to
develop a ‘Work Life Balance Program’ and give staff support that they need. This is a good way
to increase staff motivation.

Objective 3

Only 50% of cafes with our machine using our cups. We want 100%

How to make improvement: The problem here is that the design and the colour of the cups are
not attractive. Therefor we need to redesign the cups to make it more attractive, this may
involved hiring a professional designer. We need to develop action plan and follow it. Once we
have a final decision of a new design, before going to a final stage we may the new design cups
to the cafes to get their opinions.

Objective 4
In regards to Strategic I we are not able to get kW per use per person down to 10 kW and the
campaign did not get roll out across the company.

How to make improvement: Re-introduce the campaign and ensure that each department
manager is responsible to increase awareness of the campaign in his or her department. The
department manager also needs to make progress report to management.
Communication Plan

Topic of Target Resources Required Date Time Frequent

Communication Audience
Alliance Board  PowerPoint 1/11/16 9.00 One off
agreement with Director  Big screen TV a.m.
Java Estate  Contract
copies
 Stationery
 Meeting room

Progress on Board  PowerPoint 5/11/16 1.00 Fortnightly

implement Director  Big screen TV p.m.
marketing General  Marketing
strategies in Manager plan report
other states Marketing  Whiteboard
(rather than Manager  Stationery
Northern  Meeting room
Territory and
North
Queensland) to
increase sales.

Progress on Board  PowerPoint 10/11/16 10.30 Weekly

opening a Director  Big screen TV a.m.
warehouse in General  Report on
Melbourne and Manager warehouse in
build networks. Warehouse other states
Manager and
Melbourne
 Whiteboard
 Stationery
 Meeting room

Progress on set Board  PowerPoint 13/11/16 11.30 Fortnightly

up agents in Director  Big screen TV a.m.
Northern General  Report on
Territory Manager agents in
Northern
Territory
 Whiteboard
 Stationery
 Meeting room

Progress on bulk Board  PowerPoint 20/11/16 9.00 Fortnightly

buying Director  Big screen TV a.m.
To reduce General  Sales report
supplier price Manager  Whiteboard
 Stationery
 Meeting room
Progress on staff Board  PowerPoint 4/12/16 3.00 Weekly
performance to Director  Big screen TV p.m.
ensure optimum General  Staff
capacity and Manager performance
productivity HR Manager report
Department  Whiteboard
Managers  Stationery
 Meeting room

Progress on Board  PowerPoint 10/12/16 3.00 Weekly

strategy to Director  Big screen TV p.m.
develop and General  Sales report
maintain brand Manager  Whiteboard
recognition Marketing  Stationery
Manager  Meeting room

Progress on Board  PowerPoint 17/12/16 9.30 Weekly

redesigning cups Director  Big screen TV a.m.
and feedback General  New design
from cafes with Manager cups
our machines Marketing  Whiteboard
Manager  Stationery
 Meeting room

Progress on Board  PowerPoint 20/12/16 4.00 Fortnightly

innovative Director  Big screen TV p.m.
program to General  Reduce Waste
reduce waste and Manager and Energy
energy use Marketing proposal
Manager  Whiteboard
Department  Stationery
Managers  Meeting room