GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS

Student name: Cung Khanh Linh Student ID number: 21001290

Student name: Dang Hoang Phuc Student ID number: 21001166

Student name: Ha Xuan Hoang Student ID number: 22003144

UNIT AND TUTORIAL DETAILS

Unit name: Principles of Management – T123-PWB-1 Unit number: PM-T123PWB-1

Monday 12:00-15:15 and
Tutorial/Lecture: Principles of Management Class day and time: Thursday 8:30-10:30
Lecturer or Tutor name: Mien Le
ASSIGNMENT DETAILS

Title: Principles of Management - T123PWB-1 Group IV Reflection 4 – Tutorial 5.2

Length: 2077 Due date: 18/02/2023 Date submitted: 18/02/2023

DECLARATION
Ö I hold a copy of this assignment if the original is lost or damaged.
Ö I hereby certify that no part of this assignment or product has been copied from any other student’s
work or from any other source except where due acknowledgement is made in the assignment.
Ö I hereby certify that no part of this assignment or product has been submitted by me in another
(previous or current) assessment, except where appropriately referenced, and with prior permission
from the Lecturer / Tutor / Unit Coordinator for this unit.
Ö No part of the assignment/product has been written/ produced for me by any other person except
where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned.
Ö I am aware that this work may be reproduced and submitted to plagiarism detection software programs
for the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking).

Student’s signature: Cung Khanh Linh

Student’s signature: Dang Hoang Phuc
Student’s signature: Ha Xuan Hoang
Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has
not been signed.
 CASE 1 CHAPTER 8 – GROUP 2
A. For the presentation

Getting to group 2's presentation from the fifth week, which was on "Hermès: Delivering Change."

Group 2 showed a little movie titled "Hermes delivery" before beginning the presentation to explain

how Hermes was transported to the business to get everything ready for everyone. She provides a

brief overview of the Hermes shipping service on the first slide. Getting to the question “8-14. How

can a planning and mapping software help Hermès to achieve a 95 percent first-time delivery

target?”. She gave the main point of view, the methodology, and the solution, which was her initial

suggestion of using a webpage to allow the 200 field managers contribute local input to the

operational planning process. Because it offers a simple interface for designing routes and a variety

of practical tools like courier loops, this produces results and advantages. The second question, “8-

15. How can planning ensure that Hermès continues to meet its delivery targets in the future and at

times when there is bad weather or high peak-demand?” The next participant said that proper

planning is the best way to proceed since it may increase the clientele and provided the actual

Hermes example they were using. In the third question, “8-16. Would it be valuable for Hermès to

gather competitive intelligence? Why or why not?”. She responded "yes" to the next questioner and

provided evidence that delivery drones are utilized to transport packages and offer quick, convenient

courier services all over the world. and effective with customers. Next is the fourth question is: “8-

17. What other trends in the courier deliveries could affect the industry in the future?” The final

participant discussed two trends: competitive intelligence, which is the outcome of analyzing data in

the business sector; the process of implementing and developing marketing strategies; and the long-

term perspective of the company to learn from the success and failure of other businesses.

The material was presented in a style that was informative and illustrative overall by group 2.

Unfortunately, this is a little time-wasting because some of the responses are wordy and miss the
point. The information and visuals on the slides, in terms of both substance and design, are just

suitable for the students to understand the material. Moreover, group 2 occasionally spoke a little too

quickly, making it challenging for listeners to understand the primary topic.

• For the debate

In response to the first question from group 1 on the procedures Hermes went through as a service

company. The second group asked for a couple of minutes to discuss for perhaps 2-3 minutes. After

responding, the member of Group 1 listed the issues Hermes had, including some challenges with

personnel management and a few other issues, such as the issue with the demand market and how

Hermes rapidly found a solution in that short length of time. Group member 1 posed the second

question, asking, "Why did Hermes switch to a new delivery system? Due to the poor internet

connection, it was a little difficult to hear this question, so a member of Group 1 had to repeat it.

Group 2 was also requested to chat for a while. Because this question is confusing for Group 1, they

have not yet given an objective answer to the question. And a member of group 1 stood up to explain

the question more clearly, but the question of group 1 is still not considered related to the

information that group 2 answered. As a result, group 1's inquiry did not concentrate on the details

from group 2's reading. Group 1 continued to ask group 2 the same question. However, group 2 still

did not hear the question or the ability clearly. Because of the question's complexity, the tutor had to

rephrase it for group 2. Group 2 chose one member to respond once they were done debating. Even if

the question wasn't particularly excellent, the participant nonetheless made an effort to respond.

Nevertheless, after the debate in the last sentence (8–17), because the member read too much

information, he could not consolidate the main information and was asked to summarize with the

main keywords.
 B. What was learned

8-14. How can a planning and mapping software help Hermes to achieve a 95% first-time delivery

target?

à According to presentation, our group learned that in addition to enabling the Hermes Operations

team to evaluate "what if" scenarios, the technology enables the 200 Field Managers to contribute

local, tactical input to the operational planning process. The system included a scenario planning tool

where for field management to visualize their territories and courier rounds, scenario planning

tool. The system included a scenario planning tool that allowed field management to visualize their

territories and courier routes. It also allowed the central operations team to model and optimize large-

scale changes to the territory structure in order to identify efficiency gains. Finally, the system

included a planning or operations tool that allowed field management to make changes to their

territory structure and submit them for approval.

8-15. How can planning ensure that Hermes continues to meet its delivery target in the future and

at times when there is bad weather or high peak demand?

à To determine the rate of client base increase, we understand that a sales goal survey may be

carried out with adequate planning. Plus, Hermes will be able to recognize its strengths and

shortcomings with proper planning, which will help the business. Anticipating high peak seasons for

a certain product during planning is also helpful. For instance, the Hermes Corporation may foresee

the need for thick wool clothing during the colder months with adequate preparation. Hence, it can

accommodate spikes in demand for coats and other heavy clothing.

8-16. Would it be valuable for Hermes to gather competitive intelligence? Why or why not?

à It is understandable that many corporations recognise the use of the software, we think it also

affect the courier service providers can reach their targeted audience at the right time and keep a step
ahead of their competitors. Delivery drones are now being used worldwide to deliver parcels and all

types of goods and have received massive investment from some big corporations all over the world.

In addition, several businesses are aware of the usage of the software, which enables courier service

providers to reach their intended audience at the ideal moment and stay one step ahead of their rivals.

8-17. What other trends in the courier deliveries could affect the industry in the future?

à Based on the presentation, we think that company's efforts is to obtain and analyze data on its

industry, business environment, rivals, and competing products and services result in competitive

intelligence. While developing and implementing marketing plans, as well as taking a long-term

view of the business, information obtained from the external environment may help the firm learn

from the successes and mistakes of other businesses.

 CASE 1 CHAPTER 9 – GROUP 6
A. For the presentation

When it was group 6's turn to present, they covered the topic of "Fast Fashion." As well as questions

like “9-14. How is strategic management illustrated by this case story?”, “9-15. How might SWOT

analysis be helpful to Inditex executives? To Zara store managers?” , “9-16. What competitive

advantage do you think Zara is pursuing? How does it exploit that competitive advantage?” , “9-

17. Do you think Zara’s success is due to external or internal factors or both? Explain.” , “9-

18. What strategic implications does Zara’s move into online retailing have? (Hint: Think in terms

of resources and capabilities.)”. The member began by introducing the company "Zara," which will

be the topic of today's discussion. The participant begins by defining the term "quick fashion." The

trademark "Zara" is mentioned briefly in the next slide, along with a brief introduction. When it

came to the first answer, the participant provided a succinct response at a moderate pace to make it

easier for listeners to understand, along with the key terms "planning, organizing, leading, and

controlling" that were displayed on the screen. Follow up with a follow-up response that includes the

first main idea, "Understand their place in the market," and five subsidiary ideas that may be used to

create a SWOT analysis for their question. Zara's competitive edge, according to the participant in

the third answer, is "lower prices and releasing new models to the market in a short period of time."

In response to the fourth question, they stated that internal variables, such as "their staff, especially

their designers," account for the majority of Zara's success. The member's final response included

three key strategic points, such as "Zara has their own consumer, Zara had to develop their strategy

to increase their profit, and the online market has become the market which would be convergent."

In general, group 6 has a highly distinctive presentation slide, and the information is delivered

succinctly without wasting much time on discussion. This presentation uses just black and white
visuals and has professional quality. The moderate presentation pace aids in the audience's

understanding of the key idea through the text on the slide.

• For the debate

Group 5 posed the first query to group 6 during the discussion. Because the question was lengthy and

group 6 couldn't hear it, group 5 was instructed to ask it again at a slow pace. The question, "Does

Zara have adequate tactics to compete with the online platform?" may be immediately comprehended

after it is posed. Group 6 gathered and had a brief discussion about it. In their response, group 6

provided information based on the details in the fourth question. But, after hearing the response, the

participant from group 5 reviewed what was said by group 6. And a member of group 6 swiftly

engaged in debate to both clarify the question and the response for the member of group 5. And after

understanding the sixth member's response, the fifth member had a follow-up query for the sixth.

And as group 4 notes, "Are there ideas for Zara to compete better than Uniqlo and Mango?".

Members responded to this right away by determining that the two businesses are distinct from one

another and concluding that they cannot be competitors. The members of group 5 concurred with the

response after hearing the response. In addition, just one female responded while the other

participants did not engage in conversation, and in groups 5 and 6, only one male buddy engaged in

debate with female friends throughout the procedure.

B. What was learned

9-14. How is strategic management illustrated by this case story? Strategic management involves
all basic?

à Based on what we learned, group 2 showed that this case study serves as an illustration of all the

fundamental management processes involved in planning, organizing, leading, controlling. In this

case study, we acknowledged that Mr. Ortega's first Zara clothes store is used as an example of

strategic management. The company's business concept was to "sell high-fashion lookalikes to

budget-conscious Europeans." This case study uses Zara's intended "rapid fashion," or delivering
new designs to clients quickly, to demonstrate strategic management. When Zara staff use strategic

management, they closely monitor sales at each location by using computers. They are able to make

more of the things that are selling well since they can see what is being sold in every store. Zara's

decision to make the majority of their clothes locally, where it is sold, serves as an example of

strategic management.

9-15. How might SWOT analysis be helpful to Inditex executives? To Zara store managers?

à As we know, since it examines the company's strengths, weaknesses, opportunities, and threats, a

SWOT analysis is beneficial to all firms, Inditex executives, and Zara store managers. In this part,

the group 2 presenter showed that to develop changes and deliver the finest products to customers as

quickly as possible; they must continue to go forward in the right path. Create innovative plans for

the company's future growth. Recognize the dangers in the market and take actions to reduce any

negative impacts. Find the weak point in their performance.

9-16. What competitive advantage do you think Zara is pursuing? How does it exploit competitive

advantage?

à In the next question, Group 2 listed some points in this answer. Lower pricing than his rivals

combined with quicker and more flexible marketing strategies is the competitive edge Zara is

chasing. By providing customers with more value through reduced costs and cutting-edge fashion,

this business has an advantage over its rivals.

9-17. Do you think Zara's success is due to external or internal factors or both?

à For this answer, group 2 firmly highlighted that most of the success of Zara is based on internal

factors in terms of their staff, especially their clothing design. They explained that the internal

elements include the staff's capacity for efficiency, which allows them to depart from design icons.

The staff's capacity to be so productive that they can move from concept to storefront in only two
weeks is enormous in terms of internal dynamics. Employees at Zara are in a position to closely

monitor sales in order to make adjustments based on nearly immediate input about which products

are and are not selling.

9-18. What strategic implications does Zara’s move into online retailing have? (Hint: think in

terms of resources and capabilities).

à In the last question, group 2 planned to depict three main strategic implication reasons for moving

into online retailing from Zara:

• Zara has its own customer-centered strategy goals.

• Zara had to develop a plan to maintain or increase their profit

• The online market has become the market that will be convenient