T-1.8.

Details of Assessment
Term and Year 1, 2019 Time allowed 7 Weeks
Assessment No 2 Assessment 80%
Weighting
Assessment Strategic Business Plan & Presentation
Type
Due Date Week 7 Room TBA

Details of Subject
Qualification BSB61015 Advanced Diploma of Leadership and Management
Subject Name Strategic & Business Planning

Details of Unit(s) of competency

Unit Code (s) and BSBMGT617 Develop and implement a business plan
Names
BSBMGT616 Develop and implement strategic plans

Details of Student
Student Name

College Student ID

Student Declaration: I declare that the work Signature:

submitted is my own, and has not been copied or
plagiarised from any person or source. Date: / /

Details of Assessor
Assessor’s Name

Assessment Outcome

/ 80
Results Competent Not Yet Competent Marks

FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:

Strategic & Business Planning, Assessment No.2 Page 1

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Student Declaration: I declare that I have been assessed in Assessor Declaration:
this unit, and I have beenI declare
advisedthat I have
of my conducted
result. I am als

Signature:

Date: //
Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competen t Not Yet
learning outcomes: (C) Competen t
(NYC)

BSBMGT617 Develop and implement a business plan

1.1 Review and evaluate pre existing strategic, business and operational plan,
if available
1.2 Analyse and interpret business vision, mission, values and objectives

1.3 Consult with key stakeholders

1.4 Review market requirements for the product or service, profile

customer needs and research pricing options
1.5 Develop performance objectives and measures through consultation with
key stakeholders
1.6 Identify financial, human and physical resource requirements for the
business
1.7 Consider any permits or licences that may be required for new
activity
1.8 Write business plan

2.1 Communicate business plan to all relevant parties and ensure

understanding of performance requirements and timeframes
2.2 Ensure skilled labour is available to implement plan
2.3 Test performance measurement systems and refine, if necessary
2.4 Ensure timely reports on all key aspects of the business are
available, user friendly and balanced in terms of financial and non
financial performance
2.5 Report system failures, product failures and variances to the
business plan as they occur
3.1 Analyse performance reports against planned objectives
3.2 Review performance indicators and refine if necessary
3.3 Ensure groups and individuals contributing to under performance are
coached, and provide training where appropriate
3.4 Review system processes and work methods regularly as part of
continuous improvement
BSBMGT616 Develop and implement strategic plans

1.1 Check with stakeholders that organisational vision and mission are still
held to be current and are supported
1.2 Make any changes or refinements to vision or mission statement as
required
1.3 Review or develop organisational values to support the vision and
mission statement
1.4 Gain support for strategic planning process from all relevant
stakeholders
2.1 Determine information requirements and undertake or commission
research to deliver relevant information
2.2 Analyse political, economic, social, and technological developments in a
global context
2.3 Seek advice from appropriate experts wherever necessary
2.4 Identify and consider strengths and weaknesses of existing and
potential competitors and allies
2.5 Analyse organisation’s strengths, weaknesses, opportunities and threats

2.6 Consider cooperative ventures that are supported by risk and cost
benefit analyses, are consistent with the organisational vision, mission and
values and provide for due diligence
2.7 Check that analysis of internal and external environment is
consistent with the perspectives of other informed people
3.1 Document relevant research and background for inclusion in the
strategic plan
3.2 Formulate strategic objectives and strategies needed for the future
3.3 Detail each strategy with an assigned priority, a timeframe,
responsible parties and measurable performance indicators
3.4 Circulate strategic plan for comment, support and endorsement
4.1 Communicate strategic plan to all relevant parties
4.2 Brief people with a specific role in relation to strategies
4.3 Use performance indicators to monitor progress in implementing plan
4.4 Make necessary refinements to plan
4.5 Evaluate achievement of objectives at agreed milestones
4.6 Review effectiveness of plan and consider methods for improving strategic
planning processes
Assessment/evidence gathering conditions

Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can
only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.

Resources required for this Assessment

 Computer with relevant software applications and access to internet
 Weekly eLearning notes relevant to the tasks/questions

Instructions for Students

Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be
improved. You will be provided with feedback on your work within two weeks of the
assessment due date. All other feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and
your gaps in knowledge. You will be given another opportunity to demonstrate your
knowledge and skills to be deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
ASSESSMENT BRIEF
Note: The organisational details used in this assessment have been sourced (and to some extent paraphrased)
from the organisation’s website and other relevant external sources. The information used here is solely for
educational purpose.

This assessment comprises both the report and presentation as a summative assessment. You are required to
prepare a strategic business plan report and perform a presentation for your business plan. To complete this
assessment, you are required to follow the reporting structure as provided to complete the business plan
(PART A) and perform a presentation of your plan (PART B).

PART A – STRATEGIC BUSINESS PLAN REPORT– 70%

Using the Strategic Business Plan template provided in this assessment, develop a strategic business plan for
an enterprise of your choice (within Australia) or use the simulated organisational context of Academies
Australasia Group.

You will be working to develop a strategic business plan for your chosen business to open a new branch at
Hobart. The paper and the presentation should include a well-laid process to actualize the business idea,
strategic financial feasibility, marketing feasibility, and operational feasibility. In order to open a new branch to
offer services at Hobart, the company needs to have the appropriate legal clearance from the relevant
authority. You will also need to conduct an extensive research to identify the legal requirements and
summarize your findings.

To demonstrate competency you will need to consider in your analysis the capabilities and resources of the
new enterprise, vision, mission, trends and developments in the marketplace, comparative market
information, and legal and ethical restraints on the proposed business activity. Finally, the strategic business
plan should provide a forecast for the long-range direction of the business and its strategic success.

PART B – PRESENTATION OF STRATEGIC BUSINESS PLAN – 10%

In PART B, you are required to prepare a presentation to communicate and consult with relevant
stakeholders on the organisation’s strategic business plan and discuss the critical issues such as
organisational details, business strategies, marketing strategies and analysis, operational plan, and financial
plan.
 Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements
of the presentation structure. You may not use more than 20 slides.
 Include a list of reference or sources that you may have used to prepare the presentation.
 Marking weights for the presentation is within the marking criteria table.
 You are also required to attach the presentation slides at the end of the report as APPENDIX.
STRUCTURE & MARKING ALLOCATIONS

PART A: STRATEGIC BUSINESS PLAN (Trainer/Assessor use only for marking purposes)
STRUCTURE & CONTENT MARKS MARKS
ALLOCATED RECEIVED
Executive Summary 4
1. Introduction & Business Plan 2
2. Review Market Requirements in the New Location 6
3. Develop Performance Objectives for the Expansion and Growth 2

4. Identify Financial, Human and Physical Resource 3

Requirements
5. Permits and License Requirements for Expansion 1
6. Determine Information Requirements 1
7. Internal and External Environmental Analysis 4
8. Seeking Advice from Director on Environmental Analysis 2
9. SWOT Analysis 4
10. Plan for HR/Skilled Workforce Availability and Costs 6
11. Financial Planning (P&L Statement, Cash-flow Statement) 6
12. Simulated Scenario for Business Quarterly Report 4
13. Redesign Performance Indicators for Staff Members of New 2
Branch
14. Communicate & Brief Strategic Business Plan to Staff 2
15. Simulated Scenario for System Failure (WH&S) & Variance Reporting 4

16. Simulated Scenario for Performance Data Analysis 6

17. Audit of Milestones Achieved 1
18. Cost Benefit & Risk Analysis 6
19. Consideration & Comparison of Ventures with Strategic Plan 1

20. Communicate Final Strategic Plan to Investors and 1

Stakeholders
APPENDIX 1 (presentation slides) Refer to PART B N/A
APPENDIX 2 (role-play & script) 2
APPENDIX 3 (references and external resources) N/A
TOTAL MARKS 70

PART B: PRESENTATION OF STRATEGIC BUSINESS PLAN

(Trainer/Assessor use only for marking purposes)
 The learner will be assessed on the following Marks Allocated Marks received
Explain organisational mission, vision and objectives 1
Explain the need for expansion and the strategic business 1

plan
Marketing review on expansion 1
Explanation on financial, human, physical, and other 1

resource requirements
Internal and External Environment (PESTLE) analysis 1
SWOT analysis 1
Financial forecasts and strategies 1
Operational methods & plans 1
WH&S requirements 1
Strategic Business Plan objectives, KPIs, and Milestones 1
TOTAL MARKS 10
Comments by Trainer & Assessor

INSTRUCTIONS ON PRESENTATION
± Presentation should cover all 10 presentation criteria mention in the table above.
± Presentation timeframe is 15 minutes maximum and must be very brief
± If using a different organisation other then the case organisation, an organisational brief must be
presented
± A Q&A session after presentation
± Attach presentation slides in Appendix 1

Strategic Business Plan Template follows next. You are required to complete every section of the template.
 T-1.8.1

Strategic Business Plan

Harriott and Hound
(Luxury Dogs Perfume)

Prepared by : Jenny
Lopez Fortich
Position : Manager
Date : 18 February 2020

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 T-1.8.1

EXECUTIVE SUMMARY

Communication Pitch on organisational strategy review:

This report provides an analysis and evaluation of the currently existing online shop Harriott &
Hound. As founder and owner Gillian Harriott describes, this is “Australia’s finest luxury doggy
perfumes - crafted to pawfection”. Harriott & Hound has created only two kinds of pet perfumes:
“Black diamond paw Homme” and “White pearl paw Femme”). Organisation is relatively small.
Apart business startup services like: website designer, IT specialist, product designer and
photographer - all monthly work is done by the owner of the company.
Target market of the product is very specific - dog owners age of 25-55 years old, spending at
least $300 for pet care per month. Even though there are 4.2 million dogs in Australia, with 39% of
households owning at least one dog, they are Australia’s most popular pet, however they are not
permitted to be kept in many strata title properties (ACAC, 2002). And that means, Australian
market is too small for luxury pet perfume business growth. The main mission is to go global
finding distributors and retailers in EU, US, Asia.
Methods of Harriott & Hound business analysis include SWOT and PESTEL analyses as well as e-
marketing strategies, budgeting and technical issues. Other calculations include rates of return and
income. Results of data analysed show that all ratios are equal industry averages. Comparative
performance is good in the areas of profit margins and inventory management.
Key objectives for Harriott & Hound e-marketing plan are: excellent performance on social
media and customer service; reach celebrities for dog perfume promotion; global distributors and
retailers research; strategical, technical or budgeting issues elimination while monitoring plan.
Harriott & Hound Mission: To create and become the leading luxury, beautiful, dog-safe range
of perfume and cologne brand with the motto in mind: "If it's good enough for humans it's good
enough for my dog”.

Analysis of growth strategy and expansion:

China is Tasmania’s largest market with over $873 million in exports (2015–16), rising from $487
million in 2014–15. Taiwan is the second largest export market followed by Malaysia, US, Japan,
Vietnam, Indonesia and the Republic of Korea. Shipping good by sea its very convenient and cheap
way. As perfume cant by shipped by air, ships are great opportunity for Harriott and Hound. Main
idea is not to expand business specifically in Tasmania, but get cheap access to Asian market.

Three new organisational values relevant to the strategy and expansion:

1.Be exceptional.
2.Courage means we are entrepreneurial and thus take risks, reach beyond boundaries and
experiment.
3.Acting with courage, challenging the status quo and finding new ways to grow our company and each
other.

Stakeholder feedback and support (you must take some advice from any of the
stakeholders):

Feedback regarding the strategic plan was received. Strategically well planed, unique and specific
business. Clear objectives, marketing strategies, budgeting.
Currently there are concerns with shipping production overseas because of “Dangerous Goods Act”
and collaboration with distributors in US, Canada, EU, Asia.
Gillian Harriott has highlighted the need to investigate future storage and warehousing
requirements; research marketing possibilities overseas.

Verbally approved by stakeholders: Yes No

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TABLE OF CONTENTS

CONTENT PAGES

Executive summary 10

Introduction and market requirements 12

4P’s analysis 13-14

Performance objectives 14

Recourses and legal requirements 15

PESTEL analysis 16-17

SWOT analysis 18

Competitor analysis 19

Plan for human recourses, skilled workforce availability and costs plan 19-20

Financial planning 21-22

Simulated scansion for business quarterly report 23

Redisingned performance indicators 24

Communicate and brief strategic business plan 24-25

Simulated scenario for system failure 25-26

Simulated scenario for performance data 27-29
Audit of milestones achieved 30
Risk analysis 30-31
Comparison of ventures 32
Communication to stakeholders and investors 33
APPENDIX 1 Role play 34
APPENDIX 2 (presentation slides) 35-36
APPENDIX 3 (references and external resources) 37
1. INTRODUCTION & BUSINESS PLAN

This report provides an analysis and evaluation of the currently existing online shop Harriott &
Hound. As founder and owner Gillian Harriott describes, this is “Australia’s finest luxury doggy
perfumes - crafted to pawfection”. Harriott & Hound has created only two kinds of pet perfumes:
“Black diamond paw Homme” and “White pearl paw Femme”. Organisation is relatively small. Apart
business start up services like: website designer, IT specialist, product designer and photographer -
all monthly work is done by the owner of the company.
Target market of the product is very specific - dog owners age of 25-55 years old, spending at least
$300 for pet care per month. Even though there are 4.2 million dogs in Australia, with 39% of
households owning at least one dog, they are Australia’s most popular pet, however they are not
permitted to be kept in many strata title properties (ACAC, 2002). And that means, Australian market
is too small for luxury pet perfume business growth. The main mission is to go global finding
distributors and retailers in EU, US, Asia.
Methods of Harriott & Hound business analysis include SWOT and PESTEL analyses as well as e-
marketing strategies, budgeting and technical issues. Other calculations include rates of return and
income. Results of data analysed show that all ratios are equal industry averages. In particular,
comparative performance is good in the areas of profit margins and inventory management.
Key objectives for Harriott & Hound business plan are: excellent performance on social media and
customer service; reach celebrities for dog perfume promotion; global distributors and retailers
research; strategical, technical or budgeting issues elimination while monitoring plan.
Harriott & Hound Mission: To create and become the leading luxury, beautiful, dog-safe range of
perfume and cologne brand with the motto in mind: "If it's good enough for humans it's good enough
for my dog”.
The main reason to expand business by opening a new branch in Hobart Tasmania is because
Tasmania has great connection by water with Asian countries. China is Tasmania’s largest market
with over $873 million in exports (2015–16), rising from $487 million in 2014–15. Taiwan is the
second largest export market followed by Malaysia, US, Japan, Vietnam, Indonesia and the Republic
of Korea.

2. REVIEW MARKET REQUIREMENTS IN THE NEW LOCATION

Market size & requirements for your business

The global pet care market is expected to reach USD 202.6 billion by 2025, according to a new
report by Grand View Research, Inc. Rise in the adoption of pets and growing demand for premium
care products are few factors expected to drive market growth.
Improving consumer lifestyles and increasing disposable income in Southeast Asian countries has
resulted in a growing acceptance for pets, not only among the high-income group, but also the
middle-income group. In 2014, Thailand was the dominant country in the overall Southeast Asia
pet care market with a 43.62% share, followed by Malaysia and Indonesia, accounting for 21.74%
and 15.47% respectively.
4Ps Analysis Template

PRODUCT PRICE PLACE PROMOTION

Create an outstanding Standard mark-u It is advisable to The main emphasis
design, high quality p pricing. Typically, a register the domain in the promotion of
product for dogs and manufacturer marks his , as a full match of the my products will be
their humans. price up 15% over his project name with the made on the
costs, a wholesaler 20% name of the website Internet, as it is the
over his costs, and a will give more fact my target
retailer 40% over his assurance that a audience are active
costs. The retailer gets a prospective buyer gets users of the Internet.
larger markup based on not to competitors but
the idea that, since he is to us
closest to the end user,
he is required to spend
more services a n d
individual att enti on
meeti ng the buyer’s
needs. Box of perfume’s
hipped from
manufacturer costs
$27.6 for Harriott &
Hound.

Create product crafted Perfume price on website The product is Seo, Search Engine
with the same high (www.harriottandhound. purchased and brought Optimization. It will
level ingredients as c om) will be lowest in all to the consumers only be applied complex
human perfumes, but market because by couriers and set of measures to
with all the products go without passing by any improve the
specifically altered straightly to client from retailing shop. website's position in
concentrations, thus warehouse. search engine results
less likely to result in on a pre- selected
skin reactions and query, with the aim
allergies. to get into TOP-10 or
even TOP-3.

Perfume price for Product will be sold on Send product for

Be the first in the Australian market is other platforms like: E famous Australian b
market luxurious and $69 .00 on bay, Amazon , loggers or
prestige pricing dog www.harriottandhound. Alibaba. celebrities. They are
perfume and cologne c om always promoting
online New products on
shop. social media.
Target customers (demographics, characteristics, and their geographic locations

Target market of the product is very specific - dog owners age of 25-55 years old, spending at least
$300 for pet care per month. Even though there are 4.2 million dogs in Australia, with 39% of
households owning at least one dog, they are Australia’s most popular pet, however they are not
permitted to be kept in many strata title properties (ACAC, 2002). And that means, Australian
market is too small for luxury pet perfume business growth. The main mission is to go global
finding distributors and retailers in EU, US, Asia. And as we know Tasmania is biggest distributor to
China.

Pricing Strategy (low cost, premium, specialised, etc)

Perfume price for Australian market is $69.00 on www.harriottandhound.com

Price for distributors is $39.00.
Perfume price on website www.harriottandhound.com will be lowest in all market because
all the products goes straightly to client from warehouse.
Standard mark-up pricing. Typically a manufacturer marks his price up 15% over his
costs, a wholesaler 20% over his costs, and a retailer 40% over his costs. The retailer gets a larger
markup based on the idea that, since he is closest to the end user, he is required to spend more
services and individual attention meeting the buyer’s needs. Box of perfume shipped from
manufacturer costs $27.6 for Harriott & Hound.
Prestige pricing. Cheap products are not taken seriously by some buyers unless they are priced at a
level. For example, you can sometimes find clothing of the same quality brand at Westfield as you
do at the Men’s Warehouse. But because it is priced higher, Westfield’s clientele believes it to be of
higher quality.
Odd-even pricing-take advantage of human psychology that feels like $69 is less than $70.
Quantity discounts encourage customers to buy larger quantities, and thus cut marketing costs
Single-minded discount for purchase made on local events like god exhibitions, festivals other
events - no shipment or packaging required.
Geographic adjustments involve FOB (freight on board) pricing at the point of shipping. So price
might increase.

3. DEVELOP PERFORMANCE OBJECTIVES FOR THE EXPANSION AND GROWTH

Performance Area Performance Objectives Target to achieve Time Frame

Financial $21,000 monthly income $100,000 profit 1 year
Performance

Customer and 4 new distributors each month 100 new distributors in 2 years
Market Asia
Performance

Internal Number of daily sales Quick and efficient 6 months

Efficiency and increased by 14% communication between
Effectiveness customer and retailer. Sale
shipment from order to door
5 days.
Long Term Increasing customer base by New products development 2 years
Development and 25% and introduction.
Innovation
Increasing popularity globally Expansion
by 25%

4. IDENTIFY FINANCIAL, HUMAN AND PHYSICAL RESOURCE REQUIREMENTS

4 employees
1 office with storage room
1 car
Financial resource will reach up to $100,000 as a start up and up to $24,000 monthly.

5. PERMITS AND LICENSE REQUIREMENTS FOR EXPANSION

Australian Privacy Principles

Consumer Product Safety and Information
Standards Import Controls
Average Quantity System
Building Energy Efficiency Certificate Code
of Practice for Retail Tenancies
Employer Requirements - Superannuation
Guarantee Fair Work Information Statement
National Employment
Standards Payroll Tax
Registration Restricted Parking
Permit
Small Business Fair Dismissal Code
7. INTERNAL AND EXTERNAL ENVIRONMENTAL ANALYSIS
PESTLE Analysis template
Political factors:
Australia's proven economic resilience and
sustained growth provide an attractive, safe and
low-risk environment in which to do business.
Australia has a strong political and financial
system, low public debt, low unemployment and
a highly-skilled and diverse workforce. The only
issue this business is facing - “Dangerous Goods
Act” - perfume is flammable substance.
Social factors:
The Australian Bureau of Statistics (ABS) has
projected that, by 2056, the older dependent-
aged people will represent 23-25% of the
Australian population, while the younger
dependent-aged group will make up only 15-
18%; by 2101, 25-28% will be in the older group
and 14-17% will be in the young group. The
development of strategies to minimise and
handle the associated economic and social
implications of having an ageing population
represents a key priority, explored since 2002-03
by the Aus tralia n Gove rn ment in i t s
Intergenerational Report. This is definitely
positive impact to Harriott&Hound business.
Our product is a luxury one, so our target
market has to be older-aged group of people
with stable income. Furthermore, they more
often live in private houses and that means they
can keep a dog. Looking at pet product sales
2013, few pet owners rely on the internet for
purchasing most of their pet food. However, 5%
of pet owners buy the majority of their pet
accessories online and 12% buy the majority of
their healthcare products online. However,
online shopping is also rapidly growing.
Economic factors:
Despite a deteriorating global economy over
2014, Australia's economic prospects continue
to look good, growing solidly, with strong
growth in areas such as exports and housing
investment fuelled by interest rates at historic
lows. The outlook is for an improvement in
Australia's real GDP growth. Indeed, Australia's
economic environment continues to transition
from resources investment-led growth
towards broader-based drivers of activity.The
Australian economy is forecast to be the 13th
largest in the world in 2015, despite the fact the
country is home to only 0.3 per cent of the
world's population. Australia's nominal GDP is
estimated at US$1.5 trillion and accounts for
two per cent of the global economy. Australia
has more than doubled the value of its total
production from a decade ago.
Technical / technological factors:
The growth of technology in Australia has had
several important results; it has increased
opportunities for innovation and design; helped
various industries make improvements in their
already existing establishments and helped
them to improve the quality of their goods. The
technology growth has also helped to improve
Australia’s economy, as it is now one of the
leading countries in the world for importing and
exporting goods. Again, this is perfect market
environment for our online business: easier
access to internet - more potential users. Social
media like Facebook or Instagram one more
base to promote business with a very low cost.
 Legal factors: Environmental factors:
by Agvet Code Regulations: Animal cosmetic Harriott&Hound perfume is 100% recycled
products that are applied to normal healthy, product. Compared with other brands, we don’t
intact (unbroken) skin or hair or fur of animals use any plastic to pack perfume box. Designed
for the purpose of altering their physical only using paper and glass.
appearance or odour generally do not require
registration as long as: they do not contain
antiseptics, antimicrobials, antibiotics or other
active constituents; they do not make any
health, production or performance claim. There
is no issues regards Harriott&Hound pet
perfume in Australia or overseas.

8. SEEKING ADVICE FROM DIRECTOR ON ENVIRONMENTAL ANALYSIS

Email Communication Template

Harriott and Hound

24.02.2019
Subject: Advice regarding environmental analysis.

To: Mrs Gillian Harriott

Dear Director,

Please review environmental analysis provided above. Would you like me to do more research regarding
shipment overseas? As we already know main issues we can be facing in the future with air shipment, I could
not find any legal issues regarding shipment via sea. Please advice me if you need any additional information.

Furthermore, you know that pollution and recycling is a great issue in asian countries. We should probably
do more research and give a simple but clear advice for to dispose empty perfume bottles correctly. If you
will advise me, I do a bit more research on that as well.

Thank yo for your time. I will call tomorrow to see when yo might be available for a brief
conversation. I look forward to speaking with you.

Milda Guze

Manager

Approved by Director? Yes No >

t need any troubles with that. Regarding recycling, I don’t think its our trouble to make sure asian people recycle, its their governme
9. SWOT ANALYSIS SWOT

Analysis Template
Strengths Weaknesses
Shipment overseas limitations because of
First and only one yet luxury dog perfume dangerous goods
company in Australia. regulations.
Outstanding design comparing with other Lack of brand awareness.
dog perfume brands. Lack of variety in perfumes.
Very high quality product and comfortable free Very specific target market.
delivery. High price.
Single market space - internet. Little trust of customers to buy and pay online.
Very clear conception with only 2 products.
Highly motivated project
participants/staff. Social networking
activity
Product has big demand and it is very useful
for dog owners.
Opportunities Threats
Growing market all over the world. The risk of appearance of stronger
The growing number of Internet users and competitors. No interest from big distributors.
internet shoppers. Sales only within Australia.
Increasing households that own at least 1 dog Harm for canine (allergic reaction or not proper
numbers. use of product by owner off a dog)
Partnership with distributors in US, Canada,
Europe, India and China
Third product development.
Perfume appearance on TV sales.
Promotion by famous people like Ellen
DeGeneres.

Plans to address SWOT with organisational capabilities: (You may use bullet points)

Issue of shipment will be solved by shipping by water.

Promotions are coming to Asian market via Asain celebrities - that will solve any awareness issues.
Price will be adjusted top Asian market.
New products will be introduced to Asian market.

As Asian market is so big there should not be any problems to find distributors.


Competitor Analysis Template

Competitor Established Size Market Value to Strengths Weaknesses

date share (%) customers
WAHL 2015 4 14 Cheap Very Not long-
DOG/PET Easily affordable for lasting smell.
DEODORANT findable any group of
SPRAY people. Big
people
support via
reviews.
BOHDI DOG 2005 6 7 Cheap Unique Poor packaging
NATURAL Unique Scents
PET scents
COLOGNE

GERRARD 2014 2 7 Relatively Organic Short expiry

LARRIETT cheap ingredient date.
AROMATH Natural s
ERAPY PET scents
CARE Natural
FRESHENI ingredient
NG & s
SHINING
SPRAY

10. PLAN FOR HUMAN RESOURCES/SKILLED WORKFORCE AVAILABILITY AND COSTS Hobart (or
chosen) City Review & Skilled Workforce Availability (maximum of 300 words)
• In Tasmania since 2006, the size of the workforce increased in ten of the 19 Australian and
New Zealand Standard Industrial Classification (ANZSIC) industry sectors.
• The healthcare and social assistance sector became the largest workforce and contributed
the greatest growth in both absolute and relative terms to the whole Tasmanian workforce.
• The Tasmanian workforce is dominated by industry sectors that are largely publicly funded.
• The greatest job losses were experienced by men employed full time in the male-dominated,
manufacturing sector.
• The greatest job gains were experienced by women employed part time in the services based
sectors of health care and social assistance and education and training.
• More than half the workforce in six of the 19 industry sectors was aged over 45. This included
two of the largest and fastest growing sectors: healthcare and social assistance (54.6 per
cent); and education and training (54.4 per cent).

{ Information from Lisa Denny’s analysis of the 2016 Census http://www.utas.edu.au/social-

change/publications/insights/insight-two-tasmanias-workforce-by-industry-sector}

Staffing requirements and forecasted costs

Position/Role No. of staff Year 1 expense Year 2 expense Year 3 expense

required
Sales manager 1 75,000 150,000 225,000
Retail Assistant 1 55,000 110,000 165,000
Accountant 1 62,000 124,000 186,000
 Logistics 1 59,000 118,000 177,000
Coordinator
Total Staffing costs 251,000 502,000 753,000

Job Advertisement

Harriott & Hound

Sales Manager
Hobart, TAS
$70,000 - $80,000
Full time

About the business

Harriott and Hound is leading luxury pet perfume producer and distributor all over Australia. Sales
are a mix of resellers and direct, including most products that are sold through retailers. A typical
sale is between $5,000 and $50,000 with some opportunities over $300,000 monthly. The brand is
the undisputed global leader in volume, with an extremely strong reputation for quality and
reliability.

Job description
Reporting to the Director, you will be responsible for revenue and margin goals and after sales
service of H&H pet perfume. You will lead an experienced team of 3 people, whilst taking direct
responsibility for global distribution.
You will tap into the enormous potential and continue their growth by leveraging off your existing
ability to lead, motivate and mentor a team to improve customer service and win rates, develop
strategies to increase new leads, close rates and customer referrals. Present and sell company
products and services to new and existing customers. Being comfortable in front of people and
preparing presentations, proposals and sales contracts that both meet customers' needs and
achieve company objectives is something you do on a daily basis at present.

The successful applicant

• Experience leading a sales team
• Experience finding new customers and distributors
• Can quickly build relationships with people from all backgrounds and ethnicity’s
• Demonstrable record of creating winning proposals for perfume sales
• Attention to detail
• Willing to help with anything. This isn't a corporate role
• Willing to travel to Asia. Whilst not a core part of the role - approx. 1 week every 2 months
will be out of Auckland
• Highly computer literate
• Down to earth, practical

If you would like to join a team where you can make a difference make an application today. For an
exploratory confidential conversation call Sam on 093548141

Contact:
Alice McCann
Quote job ref: 107432345
+649 354 8141

Applications close on 16.10.2019

Template Source: https://www.fairwork.gov.au/ArticleDocuments/766/Job-advertisement-template.docx.aspx )
11. FINANCIAL PLANNING (P&L STATEMENT, CASHFLOW STATEMENT) Profit and

Loss Statement Template

Year 1 Year 2 Year 3

Income
Sales 600,000 900,000 1,200,00
Cost of Goods Sold 50,000 70,000 90,000
Gross Profit 550,000 830,000 1,110,00
Expenses
Payroll 251,000 251,000 300,000
Rent 36,000 38,000 40,000
Utilities 7,000 7,500 8,000
Deliveries to Hobart and Freight to 10,000 25,000 40,000

Asia
Insurance 1,000 1,200 1,700
Administrative Expenses 3,000 3,500 4,500
Advertising 12,000 6,000 7,000
Misc. Expenses 500 1,000 1,000
Total Expenses 320,500 333,200 422,000
Net Profit 229,500 496,800 778,000
Cash Flow Statement Template

Year 1 Year 2 Year 3

Cash Received
Cash from Operations
Cash Sales 600,000 900,000 1,200,00
Cash from Receivables
Subtotal Cash from Operations 600,000 900,000 1,200,00
Additional Cash Received
Sales Tax 60,000 90,000 120,000
Rental Income
Subtotal Cash Received 660,000 990,000 1,320,000
Expenditures
Expenditures from Operations
Cash Spent 251,000 251,000 300,000
Bills Paid 33,000 43,200 61,200
Subtotal Spent on Operations 284,000 294,200 361,200
Additional Cash Spent
Sales Tax 30,000 45,000 60,000
Rent Payment 36,000 38,000 40,000
Subtotal Additional Cash Spent 66,000 83,000 100,000
Net Cash Flow 350,000 377,200 461,200
Cash Balance 310,000 613,000 858,800
 12. SIMULATED SCENARIO FOR BUSINESS QUARTERLY REPORT

Email to Director Template

Harriott and Hound

18.20.2020
Subject: Quarterly report

se find the reports in the following table.

All staff members as required fulfilled expectations and reach sales goals within set time frames. Additional staff member will be required

Sales data First 3 months ware very successful as we have found 13 new distributors and made
hat is 50,000 AUD more than planned for the first quarter.
dataAs planned first quarter had the most expenses regarding shop’s expansion to Hobart. Total expenditure incl bills, rent, salaries and

Staff training data Regarding the unexpected amount of sales and quick business grow new
sales assistant will be required . Training will be held by current sales assistant duding working hours.

Market trend data As it was expected sales were in the highest point during the month of
Next two months apron 40,000 AUD. As sales tends to slow down in any type of markets for January and February. Over the next few m

Thanks. Milda Guze

Sales Manager
13. REDESIGN PERFORMANCE INDICATORS FOR STAFF MEMBERS OF NEW BRANCH

Position Role Key Performance Indicators Acceptabl Targeted

e standard date/
timeframes
Sales manager Sales volume by location increased 30% Current: 10% 1 Year
3 new distributors Current: 1 Monthly basis
Retail Customer Satisfaction increased by 20% Last year 1 Year
assistant increased by
9%
Net Promoter Score (NPS): 9-10 Current: 7-8 1 Year

Accountant Increase time it takes iaccountant to respond to Last year 1 Year

inquiries, resolve problems and provide reports increased by
by 10% 5%
1-5 days to deliver an order Current: 3- 2 months
Logistics 7 days
Coordinator Reduce the amount of money spent for Current: 4 months
goods shipment to 8,000 a month 10,000 month

14. COMMUNICATE & BRIEF STRATEGIC BUSINESS PLAN

Email Communication Template

Harriott and Hound

18.02.2020
Subject: Harriott and Hound strategies for new brunch in Tasmania

Dear New Staff Members,

Warm welcome to all of you from current H&H team. We are very happy that you have joined
leading luxurious pet perfume company.

Main goal of opening our new brunch in Tasmania is production distribution to Asian continent.
Current sales reach 350,000 AUD a year. We are planning to make it double within 1st year of work
in Tasmania. 30% growth is expected every following year.

From all team members we are expecting passioned work, high standards and ideas for business
expansion. Everyone will get specific targets and time frames to meet their goals. You will be
provided with all necessary information and training personally on Monday.

Please meet me in the office at 9 am on Monday 14th of March.

Milda Guze
Manager
Brief template

Harriott and Hound

Strategy Brief
To: Sophie Alicent
From: Milda Guze
cc: Kevin Rodgers
Date: 14.14.2019
Re: Brief strategic plan for H&H

Main goal of opening our new brunch in Tasmania is production distribution to Asian continent.
Current sales reaches 350,000 AUD a year. We are planning to make it double within 1st year of
work in Tasmania. 30% growth is expected every following year.

KPIS

Sales manager - S. Alicent and her team - increase sales volume by 30% first year; increasing
number of distributors monthly basis.

Logistics coordinator - K. Rodgers and his team - increase delivery speed by 2 days ( time frame: 2
months); reduce the amount of money spent for goods shipment to 8,000 a month (time frame: 4
months).

15. SIMULATED SCENARIO FOR SYSTEM FAILURE (WH&S) & VARIANCE REPORTING

a. All employees should be provided with all necessary WHS information. Presentation, posters and
handed WHS sheets will do the job. Also Mr Safety organisation will be hired to provide all
necessary training for employees. That will cost up to 10,000 Aud.
For low-risk workplaces a first aid room is provided when there are more than 200 workers, and in
high-risk workplaces when there are more than 100 workers. So H&H won’t need it. But there should
be one first aider for every 50 workers in low-risk workplaces (an office). A trained first aider will
need to hold a nationally recognised statement of attainment from a registered training
organisation.
Regarding membership of the committee, the requirements specified in the Act are that:
• health and safety representatives may choose to be members of the health and safety
committee; and
• at least half of the members of the committee must be workers who are not nominated by the
person conducting the business or undertaking (PCBU).
Some of the safety procedures would be:
• Never work while under the influence of drugs or alcohol, as you are a hazard to yourself and
your co-workers.
• Turn off all the equipment, computers and other energy consuming devices.
• Do not use flame (candles) in the office.
 b.

Email to Director Template

Harriott And Hound

19.03.2019
Subject: Failures and Incidents

Dear Director,

There have been some system failures in regard to WH&S within our new premises.
Over the last three months we had a few WHS system failures.
First, we had an air-conditioner shortage. All building was evacuated. No one was hurt. Few people had
noticed air-conditioner wasn’t working properly for a week before the accident but did not think it was
necessary to address the issue.
Second one happened last week. One of the lightning installations exploded and administrative
employee Alice Henders was injured. She is resting at home from shock and treating her injured arm.
There should be any long-term consequences.
I would highly recommend building a culture for workers where it’s easy for them to raise safety issues,
and one in which they are encouraged or even rewarded for doing so, and what you’ll have created is a
perfect system. So maybe we should agree on safety management system where everyone could address
their issues.
I have a recommendation to get ‘OSS’ workplace management safety system. All Occupational Safety
Solutions' WHS Management Systems have been developed to provide business owners with ready to
use templates to achieve compliance with AS/NZS 4801:2001, the Work Health and Safety (WHS) Act
2011 and WHS Regulations 2017. A well-structured WHS Management System can create a safe
workplace by making sure tasks are carried out safely and consistently every time. Each element of the
system is integral in supporting each other as workplace incidents and accidents are usually the result of
a chain of events and not a single cause. That would cost 4000AUD and will take 1 day for full installation
and 2 responsible employees training.
I will provide you will all necessary information with shirt presentation I have attached to this email. Have
a look and let me know what you think. i would be more than happy to answer all your question or get
you in touch with OSS representative.

Looking forward to hearing from you.

Thanks,
Jenny Lopez Fortich
Manager
16. SIMULATED SCENARIO FOR PERFORMANCE DATA ANALYSIS

a) Performance Report Analysis

Harriott and Hound hasn’t achieved 2 out of 6 main objectives. It was planned that sales volume by
location increased 30% unfortunately we have reached only 25%. Sales team were facing some
technical issues over the year. As all problems are solved now target for next year is highly expected
to be reached. Another big objective we haven’t achieved is faster delivery. Plan was to shorten
shipment time by 2 days. We only shortened it by 1 day so far. Continues research is conducted over
delivery companies. We are hoping to increase sales next year and that will allow us to buy more
expensive but faster courier system.
Overall all the other objectives were reached including customer satisfaction, amount of
distributors in Asia, reduced shipment costs by 2000 monthly.

b) Review of Performance Indicators

Position Role Previous KPIs Revised KPIs Targeted date/

timeframes
Sales Sales volume by location Sales Volume increased by 25% 1 year
Manager increased 30%
3 new distributors
1-5 days to deliver an order 2-6 days delivery 1 year
Logistics Reduce the amount of
coordinator money spent for goods
shipment to 8,000 a month
Customer Satisfaction No need to revise 6 months
Retail increased by 20%
assistant Net Promoter Score (NPS):
9-10
c) Identify Training Needs, Provide Training and Coaching (ROLE PLAY ON TNA)

Training Needs Analysis (TNA) Template

EMPLOYEE NAME: Alice Knight

POSITION: Sales manager TAS TNA

DONE BY: Jenny Lopez Fortich

Major tasks of position: understanding and establishing goals; setting expectations and
delegating tasks; giving feedbacks; coaching employees; achieving targets.
Training/skills development required: Team management and leadership skills.
Training needs and how will this be achieved: In order to drive team performance, successful
sales manager must be equipped with knowledge and skills and that will be achieved by
providing 6 days training course.
When: 01/03/2020- 05/03/2020
Organiser: General manager Jenny Lopez Fortich
Training provider : Sales manager trainer from Lessonly Tom Higgins

Personal performance feedback:

Improved overall productivity levels by 17% in sales.

Has not matched the performance of colleagues in relation to quarterly productivity goal.
Takes the initiative and is proactive in gathering information, assembling the tools or team
members required to complete a project on time and to budget.
Achieved personal sales goal set in last year’s performance review by a margin of 3%.
Is not an effective team player as demonstrated by their willingness to help out and contribute as
required.
Could demonstrate more of a team focus by helping others achieve tasks to complete the overall
project.
Displays a tendency not to contribute in team or project meetings and doesn’t always participate in
team activities or bonding exercises.

Signed by: General Manager Staff Member .

Date: 13/09/2019
d) Review system processes and work methods

1. H&H should develop competitive advantage. In terms of the benefits, results or outcomes that
your customer will enjoy from purchasing your product or service that they would not fully enjoy
from purchasing the product or service of your competitor. Fast shipping could be one of the
benefits.
2. Use content and social media marketing to H&H advantage. We should use social media such as
Facebook, Twitter, and create blog to H&H advantage. By building relationships with our
customers through these channels we can access more people than ever. Specially in Asia where
social media is super effective.
3. We should do a proper market research on H&H competitors in Asia to determine the right price.
In general if you have a high-priced product, be prepared to over-deliver quality to your
customers. Price can be determined by “perceived value” of your product. If you can make your
product seem superior to your competitors, you can charge a higher price.
4. Make effective presentations. In selling it is important to make a creative and compelling sales
presentation to H&H customers. Specially matching target market needs and social level in
different continents.

Reviewed work methods :

1. As produce shipping time hasn’t been shorten yet, company should think about different benefits
H&H could offer for existing or new customers. Another idea is to ship perfume in bulks and for
every 10 pet perfume bottles offer 1 free. That would attract customers. As people love free
things.
2. Social media is already packed with H&H products, but we need to find a way to reach Asian
clientele. Clearly just using Australian hashtags and posting from Australia not gonna work. It is
necessary to find famous asian people and pay them to promote our products directly from Asia
in their languages so that would reach customers directly and we would get more interest from
distributors.
3. Price is already determined to Asian market. And all distributors has the same lowest price line so
they only can sell H&H products for higher price than we do in Australia if they want to and has
the right clientele. But what we could do to keep our customers satisfied with over delivering
quality is to insure and guarantee that product will arrive on set time and not damaged with
exclusive packaging. So let’s say distributor has shipped damaged product and client is not happy,
distributor would have to make sure that new product will be delivered within 5 days and add free
gift (perfume tester or so).
4. Presentations could are useful, but more effective way would be international emails and
information about sales. Customers will be happy to hear about it, and it will build trust with
them. They may even buy more because of it.
17. AUDIT OF MILESTONES ACHIEVED

Audit of Objectives & Milestones

Recommended Mitigation Agreed Actual
Discrepancy Completion Completion
Timeframe Timeframe

Characterize the root causes 4 moths 5,5 months

of risks that have been
Delivery time hasn’t been
identified and quantified in
shortened to 5 days.
earlier phases of the risk
management process
New brunch opening late 2 Assess and prioritize opening 4 weeks 6 weeks
weeks costs and t ime f r imes.
Allocate more recourses for
brunch opening .
Sales milestone achieved Communicate planning 12 weeks 14 weeks
only by 87% results to all project
participants for
implementation

18. COST BENEFIT & RISK ANALYSIS

Identified Risks

Risk 1: Development risk - unable to open store on the planned date Risk

Management Strategy:

Avoid risk by communicating with the owner about revenue, possible costs and time frames.

Risk 2: Maintenance risk - damaged production or property Risk

Management Strategy:

Transfer risk to insurance company which can be used to protect a company from the costs incurred when
products, building or other facility is damaged

Risk 3: Volume/ demand risk - poor research on market causes low sales Risk

Management Strategy:

Eliminate the risk by doing proper research

Risk Assessment

FREQUENCY CONSEQUENCE
Insignificant Minor Moderate Major Catastrophi
Almost certain
Likely
Possibly Maintenanc
Unlikely Development
Rare Demand

Cost Benefit Analysis

Conduct a cost-benefit analysis for the new project that your director has assigned you. Imaginary samples
provided inside. Please modify and adjust the highlighted information (in blue) within the sample
template based on your organisational information.

Cost-Benefit Analysis Template

Costs in one year Equipment - Total Costs - 465,000
$15,000 Staff -$
300,000 Rent -
$40,000 Utilities - $
60,000 Freight -
50,000
Benefits in one year (Tangible) Local sales 300,000 Total Benefits - 900,000
Global sales 600,000

Benefits in one year (Intangible) Motivated team as there is

plenty of space to grow and
get promoted.
Comparison of cost and benefits Benefits are definitely visible making 435,000 Aud profit
per year.
Overall outcome of analysis In 1 year, all the investment will pay back and company will
(profit or loss) make profit.

19. CONSIDERATION & COMPARISON OF VENTURES WITH STRATEGIC PLAN

Areas of consideration Your Existing Strategic Plan Cooperative Ventures

Amount of people hired Only 4 people needed for brunch 20 and more people working in
in Tasmania as sales will be done Sydney brunches.
only in Asia.
Sales milestone for 2nd year 900,000 AUD 800,000AUD
New brush opening cost 100,000 AUD 200,000 AUD
Delivery time 1-5 days 2-7 days
 20. COMMUNICATE ON STRATEGIC PLAN TO INVESTORS AND STAKEHOLDERS

Email Communication Template

Harriott and Hound

24.09.2019
Subject: Brief information about strategic business plan

Dear All Stakeholders,

I would like to introduce you to H&H Tasmania strategic business plan. Our mission is to create
and become the leading luxury, beautiful, dog-safe range of perfume and cologne brand. Key
objectives: excellent performance on social media and customer service; reach celebrities for dog
perfume promotion; global distributors and retailers research; strategical, technical or budgeting
issues elimination. Main target is to reach 800,000 Aud profit within 3 years and introduce perfume
to global market. We will use specific pricing strategies for Asian continent.
As you know a full presentation and Q&A session will be on Monday next week. If you have any
urgent questions please email me on mildah&h@harriott.com.

Milda Guze
Sales Manager
APPENDICES

APPENDIX 1: ROLE-PLAY SCRIPT

- Hi Alice, I would like to talk about your performance analysis.

- Hi, Milda. Sure.
- How do you feel thing are going s far? Is there anything you would like to share with me?
- I guess all the information you have sent me in performance analysis tells more than I could. I do
agree with everything you say there.
- Ok. Well, there are a few really great and some not as great observations regarding your first
quarter performance. First of all I would like compliment you on an amazing job reaching your
personal sales goals and finding distributors we need. It is fantastic how quickly and easily you
rolled in to this new position and company in general. I only heard good reviews from our current
clients and new ones you have found yourself.
- Thank you. Really appreciate it.
- No problem at all. I am very glad to have yo in our team. However, here are some things we need
to improve on. Main one is the fail to manage and lead your team towards success. This situation
happens far too often among sales teams. A sales rep might be a top performer, but doesn’t have
what it takes to successfully fulfill the roles and duties of a sales manager. Additionally, without
proper management training and skill building, a new sales leader is severely underprepared. thats
why I want to talk about 4 main things which will be included in your training starting 15/10/2019.
- Sure. I am listening.
- Ringt. So first thing is that great sales managers should understand company goals, then establish
departmental goals that appropriately align with business objectives. While it’s important that
every employee has a clear understanding of company goals, sales managers in particular should
receive additional, in-depth training about the implications of each strategic goal. This knowledge
provides you with the insight needed to create specific, measurable, attainable, and relevant sales
goals that directly impactH&H company’s bottom line. Once you will understand the implications
of company and team goals, you’ll need to set expectations and delegate responsibilities to reps.
When individual reps move into a management role, they quickly realize that they can’t do
everything. Therefore, new sales managers need training that equips them with the skills to
effectively communicate sales expectations and delegate tasks to ensure that the team is
productive. Sales teams work best—and achieve ambitious goals—when they know exactly what is
expected of them. As you can see, its not only about you, Alice, its about the whole team you lead.
- Aw ok. To be honest I was really concentrating into my own goals and wasn’t really thinking about
team and leadership.. I definitely should..
- Yes indeed. thats why you also need to learn how provide constructive feedback so that reps can
learn from their mistakes. You must become expert at giving feedback in a way that builds
employees up, rather than bringing them down. Sales management training course we will provide
you teach sales managers how to provide effective, specific, and honest feedback that elicits
respect and results from sales reps. No one likes being told that their work is lacking, but, as a
manager, relaying this information is a fundamental part of sales management and its objectives.
- Yes. Of course. I am not used to this. Never gave feedbacks before so i’ll be very interested to learn
this.
- I like your enthusiasm, Alice. I have a very good feeling about you and I am sure after this training
you will be an extremely good sales manger and team leader.
- Looking forward to that.
- Good. Tom is a great trainer. I am sure you will find lot of things in common with him.
- Thank you, Milda.
- No problem, Alice. Good luck!
APPENDIX 2: PRESENATION SLIDES
APPENDIX 3: SOURCES AND REFERENCES
1. https://www.investopedia.com/terms/c/cogs.asp
2. https://gooddogsco.com/best-dog-cologne/
3. https://www.hobartcity.com.au/Business/Doing-business-in-Hobart/Why-do-Business-in-Hobart
4. h t t p s : / / a b l i s . b u s i n e s s . g o v . a u / s e a r c h / s e r v i c e s ?
baId=3616&psId=15297&gpId=253&SourcePage=Questions&aId=78&aId=280&aId=764&aId=4
19&aId=434&aId=530&aId=596&aId=498&aId=811&aId=659&aId=465&aId=674&aId=453&aI
d=772&aId=420&aId=624&aId=494&aId=454&aId=680&aId=539&aId=798&aId=519&aId=558
5. www.harriottandhound.com
6. https://www.acma.gov.au/-/media/Unsolicited-Communications-Compliance/
Regulation/pdf/ Australian-EMarketing-Code-of-Practice.pdf
7. http://diuf.unifr.ch/is/studentprojects/pdf/reports/CRM_SS04_E- Marketing_(DeniseAmmann).pdf
8. https://www.entrepreneur.com/encyclopedia/mission-statement
9. http://www.aral.com.au/resources/consulpro.html#a_cp_intro
10.https://www.statista.com/statistics/263602/gross-domestic-product-gdp-growth-rate- in-
australia/ 11.https://aifs.gov.au/publications/families-australia-2011/demographic-and-social-
change 12.http://www.marketingteacher.com/marketing-environment/
13.http://www.investopedia.com/terms/a/arr.asp
14. https://apvma.gov.au/node/10641
15. Australian National Kennel Council (2013). National Registration Analysis 1986-2012. Retrieved 14
March 2013, from http://www.ankc.org.au/National-Registration- Statistics.aspx
http://www.differencebetween.info/difference-between-web-hosting-and-web- publishing
16. https://www.safeworkaustralia.gov.au/first-aid
17.https://www.lessonly.com/blog/4-training-needs-sales-
managers/