Strategic Plan
2018 - 2020
Grow Management Consultants
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBHRM506.
Welcome
Welcome to the Strategic Plan for Grow Management Consultants.
This document sets out our vision for the next three years and how we hope to achieve it.
We hope you enjoy reading this document.
Paul Burns
CEO
Grow Management Consultants
Executive Summary
Established in 2010, Grow Management Consultants is a management consultancy company
specialising in providing services to companies to assist them to improve the leadership
performance of their staff. Grow Management Consultancy draws on its up-to-date knowledge
and skills in best practice leadership concepts to assist clients with leadership performance
Mission Statement
Grow Management Consultants are committed to promoting individual and organisational
leadership excellence. We do this by providing mentoring training, coaching, consultation and
program evaluation; offering cutting edge tools, resources and expert advice; sharing best and
next practices; leading organizations through the process of creating a leadership culture; and,
recognising and celebrating excellence in leadership.
Our values are:
Core values underpinning our activities are:
Quality
Innovation
Respect
Reliability
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E
+61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 2 | Page
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBHRM506.
Strategic Priorities
To be well led, high performing, profitable and accountable
Ensure that all financial operations, performance indicators and results support the
strategic policies
Identify new and expand existing sources of revenue, including establishing a training
college to offer accredited training in leadership
Achieve profits of at least 10% per annum.
Develop services to meet customer needs and aspirations
Increase range of services offered to include change management and diversity
Plan for and establish an annual conference, starting in 2019.
Increase range of e-books commencing with Organisational Change e-book to be
published during 2019.
Continue building deeper customer relationships
Customer-centred practice, with a focus on meeting their total needs for a high quality
home
Strengthen the skills of our people, to better support customers
Drive innovation to better meet customer demands
Attract, engage and develop the best staff
Continuing the drive to a customer centred, high performance workforce and culture
Strengthening the skills of our people, to better support customer needs
Empowering innovation and responsiveness to change
Continuing to enhance the diversity of our workforce.
Employing additional consultants
Developing our human resources by implementing a formal human resources framework
Exploring the use of technology in human resources
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E
+61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 3 | Page
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBHRM506.
The Market
The Management Consulting industry has grown weakly over the past five years. Poor demand
from downstream markets constrained industry revenue growth, with financial services and
resources firms cutting spending on management consultants due to economic uncertainty and
falling commodity prices.
However, businesses using management consultants to introduce new business processes and
enhance operating efficiencies have partly offset this trend. Industry operators have also
increasingly incorporated analytics into their services, which offer clients greater understanding
of their business and clients. Demand for services backed by analytics is expected to contribute
to growth of 3.8% in 2018-19.
Research also shows that there is a need for workers to have strong leadership and
management skills to support collaborative management, managing teams for a distance,
empowering others and business acumen. Thus the demand for leadership consultancy
services is still strong.
Situation Analysis
Strengths Weaknesses
Value and quality Brand name not developed as yet
Strong management Small organisation
Customer loyalty
Friendly organisational culture
Level of available finance for
investment
Opportunities Threats
Leadership skills in demand High level of competition
Opportunities to offer a range of Economic downturn meaning less
services spent on consultants
Failing to satisfy clients demands
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E
+61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 4 | Page
This document is Strategic Plan.
It is part of the supporting assessment resources for Assessment Task 2 of BSBHRM506.
Marketing Strategies
Our marketing strategies aim to:
build our brand
generate leads now
help to convert those leads quickly
form ongoing relationships and referrals
We plan to develop our market share by:
Improving our marketing and advertising
Continually improving the quality of service given to clients
Maintaining effective communication channels with all stakeholders to ascertain industry
requirements and then develop products and manage services accordingly
Continually improving communication channels with all our stakeholders, ensuring a flow
of timely and accurate information to facilitate effective planning and decision making
Targeting identified growth markets with planned, market appropriate campaigns
employing a variety of promotional strategies and advertising mediums
Offering attractive fee structures to our clients
Continually improving the skills, knowledge and effectiveness of Grow Management
Consultants through our commitment to training and development
Regularly reviewing the effectiveness of all our operations and making improvements
when and where necessary
Operational priorities
Design and develop a monthly newsletter to send out to all clients (Responsibility:
Principal Consultant; Timeline: newsletter to be in operation by September 2018)
Create a blog page on web site to provide regular latest news (Responsibility: Principal
Consultant; Timeline: immediately)
Employ new full-time Accounts Manager (Responsibility: Principal Consultant/Human
Resources Manager; Timeline: Accounts Manager employed by July 2018)
Offer senior consultants the opportunity to become permanent employees
(Responsibility: Human Resources Manager; Timeline: Permanent status finalized by
end June 2019, contracts revised)
Recruit two new senior consultants on a contract basis (Responsibility: Principal
Consultant/Human Resources Manager; Timeline: New senior consultants appointed by
August 2019)
Conduct research on the use of social media in human resources recruitment and
identify incorporation into human resources practices.
International Institute of Sydney PTY LTD t/a Imperial Institute of Sydney
ABN: 23 610 424 336 | RTO CODE: 41568 | CRICOS CODE: 03944E
+61 272 522 525 | info@iis.edu.au | www.iis.edu.au Version: 1.1
Address: Suite 302, Level 3, 20, Macquarie Street, Paramatta, NSW 2150 5 | Page
