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Native Bush Spice Australia

Native Bush Spice Australia

1)    Executive Summary

Provide an overview of the business

 Native Bush Spices Australia is located in Caffs Harbour, NSW. It was established in the year 2010 to mainly supply the demand for local food products in Australia. The organization has organic certification. The organization retails and manufactures a range of Australian organic local foods mainly including:

1. Native fruit conserves and jams

2. Native herbal teas

3. Native spices and herbs (Hopkin, 2018).

 2)    Vision

Include vision as confirmed at role play meeting

The vision of NBSA is to establish the organization as a highly respected and also pursued-after supplier of the spices of native bush and to influence efficiency and knowledge through the scale of the global group.

 3)    Mission Statement

Include mission as confirmed at role-play meeting

The statement of mission is to provide the greatest quality of products to entire clients and to grow and sell fresh and quality products of seasoning that mainly enhance and simplify the cooking experience of consumers.

 4)    Our values are:

Include values as confirmed at role-play meeting

 The values of the organization include innovation, integrity, excellence, caring, responsibility and respect, exceptional and quality practice, partnerships of consumers and suppliers, the strong performance of finance, and sustainability.

 5)    Legislation, Regulations and Codes of Practice

List Legislation, Regulations and Codes of Practice relevant to this Strategic Plan 

Legislation, Regulations and Codes of Practice are given below:

1. Trade Mark Act

2. Rational Property

3. Insurance Policies and Procedures

4. Tax and finance structures

5. Work Health and Safety Act

6. Employment Conditions

 6)    Strategic Objectives and Goals

Include strategic objectives as confirmed in Assessment Task 2 – Activity 1

The strategic objectives and goals of the organization are:

1. To maximize sales and to create awareness of the brand.

2. To expand the business into international markets mainly Singapore, Japan and Hong Kong

3. To do alliance marketing

4. To develop a broader range of products (Hopkin, 2018).

7) The Market

Market characteristics & conditions

Current Competitors

List a minimum of two (2)


1. Australian Herb and Spice Industry Association

2. Aussie Spices online

Current Consumer Profile:  1. All consumers are Australian

2. The range of age is between 35 to 65 years

3. They care for the environment

4. They are conscious of health

5. They like gourmet foods

6. Average yearly income of current customers is around $80,000 (Drahos, 2016).

Current Stockists  1. Stores of healthy food

2. Stores of grocery

3. Supermarkets of boutique style

4. Stores of gourmet

5. Stores of healthy food

Current Sales and trends  

1. Investing mainly in future development

2. Assumed growth of around 10 to 12% every year, for the next 3 years

3. Maximized sales of around 10 to 12% from the year 2012

List Internal sources of information used to determine the MARKET  1. Case Study of Native Bush Spices Australia

2. Statement of Capacity BSBSTR602

List external sources of information used to determine the MARKET


1. Journals

2. Reference Guides

3. Magazines

7)    PESTLE Analysis

Include a PESTLE analysis here

1. Local legislation and regulations


2. Legislation and regulations requirements in Japan, Hong Kong and Singapore



1. Fluctuations in economic conditions of Australia

2. Economic environment of Japan, Hong Kong and Singapore


1. Consciousness of health in consumers



2. Demands and preferences of consumers





1. Modern trends in technology


2. Automation






1. Different environmental conditions in Australia


2. Changes in climatic conditions of Japan, Hong Kong and Singapore




1. Standards of safety in Australia


2. Standards of safety in Japan, Hong Kong and Singapore



 8)    SWOT/R Analysis

Include a SWOT/R analysis here

 Strengths  Weaknesses
1. High Quality

2. Strong presence in the market

3. Good leadership

4. Good relation with supplier

1. Do not have a strategic plan

2. Low diffusion in the overseas market

3. Poor marketing strategies

Opportunities Threats/ Risks
Expansion in overseas markets

New range of products

Alliance marketing

1. High competition

2. Financial risks

9)    Joint Venture Consideration

This information is to be considered in conjunction with the Expansion Budget and Projections.

Joint venture consideration and establishment of cooperative ventures for overseas markets typically implies an assumption that cost and income would be shared 50/50.

10) Cost Benefit Analysis

Complete below the cost benefits analysis calculations as specified:  

NBSA Expansion Costs (No joint venture) 
Total Budgeted Fixed Costs $212,330
Total Average Budgeted Monthly Cost $287,860
Total Annual Average Budgeted Cost $3,666,650
Total Annual Projected Income 1,948,000
Total Project Profit/ Loss in the first year (1,718,650)
Project total cost over two (2) years $7,120,970
Total Projected Income over two (2) years $5,488,000

Total projected Profit/ Loss in the first two (2) years

NBSA Expansion Costs (With Joint venture)
Total Budgeted Fixed Costs $106,165
Total Average Budgeted Monthly Cost $143,930
Total Annual Average Budgeted Cost $1,833,325
Total Annual Projected Income $974,000
Total Project Profit/ Loss in the first year ($859,325)
Project total cost over two (2) years $3,560,485
Total Projected Income over two (2) years $2,744.000
Total projected Profit/ Loss in the first two (2) years (816,485)


Outline below your recommendation/s for the overseas expansion, based on the cost benefit calculation you completed above:

1. The organization should develop effective plans and strategies for the joint venture to be mainly cost dispassionate and increase profits.

2. The organization should cancel the plans of expansion as of now till all projections are in favour of the company.

3. The company must focus on generating its revenue by $3500, 000 without maximizing operational costs.

 11) Risk Analysis

Identify and complete one (1) risk analysis on each of the organisations’ strategic objectives and intellectual property rights and responsibilities.

  Risk Description Likelihood Consequence Risk Rating Recommended action/s to minimise risk.
Increase Sales
1 Expanding business to international markets 2 5 10 1. Establish feasible modelling

2. Undertake market research

Create Brand Awareness
2 Marketed the products in incorrect demographic 3 3 9 1. Complete the analysis of market

2. Conduct market research

Develop product range
3 Unsustainable ingredients 2 5 10 1. Ingredients should be researched to make sure sustainability

2. Make sure that products could be sourced on consumer demand

Alliance marketing

The alignment of the company is not well-reputed

2 5 10 1. Analyze profit

2. Make sure profit is there

Expand to Overseas markets
5 Expansion into international markets 3 5 15 1. Further modelling is needed

2. More research should be done


Intellectual Property rights and responsibilities 
6 The idea that is developed is utilized by the competitor 2 3 6 1. More ideas should be researched for determining the present competition

2. After the application of ideas, research should be conducted

 12) Actions

The following table identifies the actions we plan to take to achieve our strategic objectives.

Actions  Timelines Responsibility  Key performance indicator
 Include specific actions to achieve strategic objectives  Include month and year  Which staff member will be responsible  Include key performance indicators
Maximize local sales 25 months Sales and marketing manager 10% increase in sales
Conduct research on international markets 10 months CEO Maintain and control financial feasibility
Develop a broader range of products 11 months CEO 6 new range of products

Implement alliance marketing

10 months Marketing Manager Alliance of marketing should be secured
Create awareness of the brand (Drahos, 2016). 7 months Sales and Marketing Manager Up to 10% maximization in sales

13) Approval

CEO Signature (roleplay by Assessor)

Note: CEO (Assessor) not to sign until the CEO approves the Strategic Plan in Assessment Task 3, Activity 2 – Role play following.

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