Vision

To be the best leading homewares retailer in Australia.

Mission
We will achieve our Vision through providing superior quality products, investing in our staff and through providing the upmost care for our customers

Values
Core values underpinning our activities are:
 Quality
 Innovation
 Leadership
 Respect
 Honesty and Reliability
Operational Plan (with strategic objectives, measures and tasks) FY Previous financial year
Objectives:
1 Engaging with customers
through marketing, research
and personalised service.
2 Building reputation for
quality products and quality
customer service:
● Raise organisational
profile by 20%.
● Improve client
satisfaction
performance by 25%.
Performance measures
● Completion of
market/marketing research.
● Completion of customer
surveys.
● Completion of reports to
identify marketing
opportunities.
● Percentage of brand recognition
in sought-after categories in
periodic customer surveys.
● Percentage of customers with
positive view of organisational
responsiveness, innovation,
quality, ethics, safety.
● Number of customer
complaints.
● Delivery times.
● Number of returned items.
Tasks:
● Conduct quarterly surveys on customer satisfaction.
● Evaluation of market and marketing data to determine
marketing opportunities.
● Audit of supplier quality.
● Regular contact with suppliers.
● Investigate resourcing needs: people, products.
● Fulfil resourcing and distribution needs in accordance
with policies and procedures.
● Maintenance of enterprise resource management (ERP),
point of sale (POS) and customer relationship
management (CRM) systems.
Operational Plan (with strategic objectives, measures and tasks) FY Previous financial year
Objectives:
3 Supporting people to perform
via training and performance
management.
Performance measures
● Numbers of injuries
(Target = 0).
● Numbers of absentees
(Target = <3% of total hours).
● Anti-discrimination complaints
(Target=0).
● Lost Time Injury Frequency
Rate (Target=2)
● Percentage completion of
performance plans and
performance management
process.
● Numbers of coaching sessions
completed.
● Numbers of operational-related
training programs completed.
Tasks:
● Research effectiveness of possible incentives for: safe
work achievement; healthy lifestyle.
● Engage workers with strategic goals of business and
support professional development in line with strategic
goals. (Targets to be set by individual managers).
● Management engagement with employees to achieve
greater buy-in of organisational goals.
● Include explanation of how activities work with
organisational strategic goals in all communications to
internal personnel.
● Regular coaching.
● Training needs analysis and training (leadership, WHS,
ethical/legal training).
● Strategic goals included in induction program.
● Employee incentives for performance in all areas relevant
to operational and strategic goals.
Key objectives for

1. The anticipation that the coming financial year would maintain the same sales growth as the growth that took place between the last 5 years
2. To budget for an increase in inflation to 4% per annum and that all costs subject to inflation should incorporate this particular increase.
3. A new car costing $97,466 including GST has been planned for in the coming period to replace the five year old vehicle currently used by the
chairman. This fuel inefficient car will attract a luxury car tax.
4. Sales breakup over the departments is anticipated to be bathroom fittings 30%, bedroom fittings 25%, mirrors 15% and decorative items 10% together
with the recently added lighting fixtures 20%.
5. Profits are to be built on securing a growing customer base which will generate loyalty sales and become the refer other customers to the organisation.
The superior after-sales service is the key strategy to achieve this.
6. Reduction on the principle of the loan by a payment of $100,000 on the 31 December 20xx from the profits generated by the business.
7. One objective in this plan is to manage the debtors more efficiently in the current period. This will involve an analysis of the debtors to identify ways to
reduce the amount of cash tied up in outstanding debtors.
8. The expectation that this year would be a difficult trading year but that the budget net profit should target the same result as achieved in the previous
year. The strategy to achieve this in the business plan included three key elements:
a. To reduce the expected gross profit rate by 1% on last year’s result in the hope that lower prices on the products would help maintain the sales
growth even in difficult trading conditions.
b. To increase the advertising budget by $70,000 over last year’s results in the hope that Houzit can secure a greater market share in a constricting
market. $200,000 is planned for the first quarter with the balance apportioned equally over the following three quarters.
c. To increase wages and salaries by $172,500 over last year’s amounts in the hope that allowing the existing high number of casual staff to earn
commissions on sales that should help to maintain Houzit’s sales growth.
Human resources

Jim Schnider, CEO

Pat is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large
financial transactions.

Riz Mehra, Chief Financial Officer

Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and
individual projects. At completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating
information into financial statements and financial projections.

Kim Chen, Operations General Manager

Kim is responsible for the day-to-day running of the company. Kim oversees the coordination of all operations. Kim is responsible for sponsoring projects
that affect operations of the organisation as a whole. Kim works with the HR Manager to coordinate systems and projects to achieve company-wide
synergy.

Les Goodale, Human Resources (HR) Manager

Les is responsible for the productive capacity and welfare of people. With the Operations General Manager, Les works to coordinate projects and
management systems, such as performance management, recruitment and induction .

Sam Lee, Marketing Manager

Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team.

Pat Sweeney, Manager: Adelaide

Pat is responsible for the management of all aspects of the Adelaide store.
Alex Mitchell, Manager: Mount Gambier
Alex is responsible for the management of all aspects of the Mount Gambier store.
A summary of human resources at each of the two locations appears below:

Adelaide: Head office

● Employees:

○ 30 full-time and casual sales and customer service people, check-out staff trained in
use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
relationship management) software system

○ senior management team (five) + one store manager

○ four sales team leaders
○ one delivery truck driver
○ one warehouse worker.

Mount Gambier operation

● Employees:

○ 30 full-time and casual sales and customer service people, check-out staff trained in
use of POS – integrated with ERP (enterprise resource planning) and CRM (customer
relationship management) software system

○ one store manager

○ three sales team leaders
○ one delivery truck driver
○ one warehouse worker.