Assessment Task 3 BSBINM601 – Manage information and knowledge


Analyze information and knowledge
Submission details
The assessment task is due on the date specified in your timetable. Any variations to this arrangement must be approved in writing by your assessor.
Performance objective
You will demonstrate the skills and knowledge required to analyze information and knowledge on business issues or problems to aid decision-making.
Assessment description
Using the simulated business information provided in this task, and in response to a scenario, you will identify patterns or emerging trends, determine the causes and determine their potential effect on the business by using statistical analysis techniques. You will document evaluation processes and adjust management information or decision support systems if necessary to meet information processing objectives.
Procedure

  1. Read the scenario information provided under CoffeeVille – your brief in Appendix 1.
  2. If necessary, review CoffeeVille’s general business information provided in Appendix 1 of Assessment Task 2 to maintain your understanding of the business and its environment.
  3. Review and evaluate business performance data and information in Appendix 2.
  4. Review and analyse research data and information in Appendix 3.
  5. Respond to Question 1 in Appendix 5 by developing SMART objectives for the analysis processes you plan to undertake to identify causes for the business’s declining sales. Make sure they are consistent with the decision required.
  6. Based on the information provided in this assessment and Assessment Task 2 as management information and decision support, identify and interpret trends and patterns and their causes and effects relevant to the identified business problem. You can use computer software or manual techniques to complete trend and correlation statistical analysis calculations. You can use Cause and Effect diagram for this purpose as well.
    ○ You can complete as many trend and correlation calculations as desired to assist in the identification of trends and patterns and their causes or effects.
    ○ You must complete a minimum of two trend and two correlation calculations for this assessment.
    ○ The results of at least two trend and two correlation calculations must be converted to graphs for visual identification and evaluation of trends or patterns and their causes or effects. This results in your sensitivity analysis.
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 2 of 22
  7. Document analysis processes undertaken so far by completing Parts 1 and 2 of the Decision Analysis Report in Appendix 4. Note that additional information will be added to this report in Assessment Task 4. Make sure you use writing styles and conventions appropriate for a management report, including level of formality selected, terminology used and depth of complexity in information provided.
  8. Answer the remaining assessment questions in Appendix 5.
    Specifications
    Specifications
    You must submit:
    ● completed Parts 1 and 2 of the Decision Analysis Report
    ● copies of the results gained from at least two trend and two correlation statistical analysis techniques used to assist trend and pattern identification – please attach to the Decision Analysis Report
    ● copies of line or scatter graphs developed from the results of at least two trend and two correlation statistical analysis techniques – please attach to the Decision Analysis Report
    ● your responses to the questions in Appendix 5.
    Your assessor will be looking for your ability to:
    ● organise, evaluate and critique ideas and information
    ● build and maintain understanding of a problem of issue
    ● develop and write complex texts using appropriate conventions and writing styles
    ● use numeracy skills to interpret complex statistical and researched information
    ● gather and analyse data and seek feedback to improve organisational plans and processes
    ● use digital technologies effectively to manage business operations for strategic and operational purposes
    ● plan and manage activities that have implications for the whole organisation
    ● make high impact decisions – analyse input from a range of sources and, where appropriate, drawing on experience.
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 3 of 22
    Appendix 1
    Appendix 1
    CoffeeVille
    CoffeeVille –– your briefyour brief
    Rufus and Emma Belcastran, CoffeeVille’s owners, have approached you for assistance. The business has been profitable and steadily expanding for the last 4 years but recently, expenses have started to climb and sales drop. In the last 3 months they have started to address the issue of rising expenses.
    In the last 3 months they have started to address the issue of rising expenses by evaluating and updating procedures and work practices in an effort to reduce costs. So far, their efforts have not had a significant impact on expenditure and their sales revenue continues to be below budget forecasts.
    It’s January 2016 and all four stores are closed for a summer break. Emma and Rufus are using the down time to assess their business’s operational and financial status in preparation for the year ahead.
    They have asked you to help them analyse their business and the external environment to identify potential reasons for their declining sales. Now that the business issue or problem has been identified, they want you to analyse data and information to determine the potential causes of the issue.
    You plan to use data and information identified in Assessment Task 2 and in the Appendices of Assessments Task 2 and 2, as well as conduct research into potential external environmental factors. You believe using statistical and sensitivity analysis techniques will enable you to identify relationships between data, clarifying potential causes of the business issue.
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 4 of 22
    Appendix 2
    Appendix 2
    Coffeeville business data and information
    Coffeeville business data and information
    Business performance
    General trends
    ● Sales for first 6 months of 2015 are down across all categories and stores. Overall, food sales are down 10%, beverages 12% and catering 17%. When combined with rising expenses, profits are down for the first half of the financial year by 19%
    ● After opening a year ago, the 4th store is slowly building customers but is still not performing to forecasted levels. Most of the marketing budget and Emma’s efforts have been focussed there.
    ● Productivity has increased with staff able to serve more customers per hour per person. Barista coffee preparation speeds have increased after all barista staff completed an advanced barista course in Jan 2015.
    ● Savings made in payroll and cost of goods due to productivity gains has been offset by rising wages and food prices.
    Payroll expenses
    Year
    Payroll expenses as % of total expenses
    2009
    34.9%
    2010
    35.3%
    2011
    34.2%
    2013
    39.8%
    2014
    42.1%
    2015
    45.3%
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
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    CRICOS: 03234B Page 5 of 22
    Financial information – Organisation
    Financial year July 2014–June 2015
    July–December 2014 Sales $ July Aug Sept Oct Nov Dec
    Food sales
    285,668
    279,805
    273,942
    262,580
    250,078
    199,251
    Beverage sales
    191,199
    190,163
    189,126
    187,054
    182,650
    179,523
    External catering
    82,360
    83,540
    81,980
    81,480
    77,500
    74,370
    Total income
    559,227
    553,508
    545,048
    531,114
    510,228
    453,144
    Total expenses
    482,190
    470,934
    483,431
    451,683
    461,746
    404,986
    Net profit/loss
    77,037
    82,574
    61,617
    79,431
    48,482
    48,158
    Jan–July 2015 Sales $ Jan Feb Mar April May June Year Total
    Food sales
    203,894
    221,209
    238,525
    245,476
    259,742
    262,803
    2,982,972
    Beverage sales
    181,220
    185,263
    187,263
    188,263
    189,560
    191,208
    2,242,492
    External catering
    57,284
    60,926
    67,853
    68,853
    51,853
    49,137
    837,136
    Total income
    442,398
    467,398
    493,641
    502,592
    501,155
    503,148
    6,062,600
    Total expenses
    413,064
    421,865
    442,733
    447,512
    464,198
    478,630
    5,422,972
    Net profit/loss
    29,334
    45,533
    50,908
    55,080
    36,957
    24,518
    639,628
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 6 of 22
    Financial year July 2015–June 2016
    July–December 2015 (actual results) Sales $ July Aug Sept Oct Nov Dec
    Food sales
    231,391
    226,642
    231,865
    227,105
    202,563
    154,300
    Beverage sales
    148,065
    147,262
    153,192
    158,323
    135,088
    129,705
    External catering
    60,207
    60,358
    56,476
    55,457
    52,111
    47,597
    Total income
    439,663
    434,262
    441,533
    440,885
    389,762
    331,602
    Total expenses
    373,713
    364,780
    366,472
    374,752
    339,093
    288,494
    Net profit/loss
    65,950
    69,482
    75,061
    66,133
    50,669
    43,108
    Jan–July 2016 (adjusted forecast) Sales $ Jan Feb Mar April May June Year Total
    Food sales
    177,388
    201,300
    224,214
    208,655
    233,768
    233,632
    2,552,823
    Beverage sales
    152,225
    163,031
    161,046
    167,554
    170,604
    170,175
    1,856,270
    External catering
    46,973
    51,178
    56,318
    57,148
    42,779
    40,292
    626,894
    Total income
    376,586
    415,509
    441,578
    433,357
    447,151
    444,099
    5,035,987
    Total expenses
    351,615
    375,031
    396,039
    385,864
    414,176
    422,459
    4,452,488
    Net profit/loss
    24,971
    40,478
    45,539
    47,493
    32,975
    21,640
    583,499
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 7 of 22
    Budget variance report – All stores
    Summary of variance results for comparisons of budget to actual income for the period 2011 – 2015
    A positive variance indicates the percentage above budget, a negative figures indicates the percentage below budget.
    Financial year
    2011-12
    2012-13
    2013-14
    2014-15
    2015-16 Jul-Dec 2011 Jan-Jun 2012 Jul-Dec 2012 Jan-Jun 2013 Jul-Dec 2013 Jan-Jun 2014 Jul-Dec 2014 Jan-Jun 2015 Jul-Dec 2015
    Food sales
    5%
    8%
    7%
    12%
    8%
    1%
    -3%
    -8%
    -10%
    Beverage sales
    8%
    2%
    4%
    5%
    5%
    -2%
    -4%
    -5%
    -12%
    External catering
    12%
    4%
    7%
    2%
    5%
    2%
    -8%
    -11%
    -17%
    Total income
    8%
    5%
    6%
    6%
    6%
    1%
    -5%
    -9%
    -12%
    Net profit/loss
    7%
    4%
    -1%
    6%
    6%
    -4%
    -5%
    -11%
    -13%
    Financial history by income source
    *Note: Store 3 opened July 2014, Store 4 July 2014 Food Sales July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
    2013-14
    224,580
    212,965
    208,695
    210,589
    209,568
    189,655
    175,250
    186,752
    198,765
    209,632
    218,655
    225,892
    2,470,998
    2014-15
    357,580
    362,937
    365,600
    355,290
    347,868
    337,438
    301,056
    301,475
    323,324
    307,358
    282,052
    289,080
    3,931,058
    2015-16
    257,101
    251,825
    252,027
    244,199
    225,070
    175,341
    177,388
    201,300
    224,214
    208,655
    233,768
    233,632
    2,684,519
    Beverage Sales July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
    2013-14
    150,469
    140,557
    137,739
    138,989
    138,315
    125,172
    115,665
    123,256
    131,185
    138,357
    148,385
    151,348
    1,639,437
    2014-15
    210,306
    214,056
    215,920
    203,934
    189,078
    182,794
    160,878
    161,130
    182,540
    185,239
    185,074
    189,085
    2,280,034
    2015-16
    168,255
    167,343
    170,213
    172,090
    157,079
    152,595
    152,225
    163,031
    161,046
    167,554
    170,604
    170,175
    1,972,210
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
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    CRICOS: 03234B Page 8 of 22
    External catering July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
    2013-14
    51,650
    52,890
    54,820
    59,850
    65,890
    60,150
    39,550
    41,330
    42,580
    46,450
    49,620
    51,230
    616,010
    2014-15
    97,274
    98,881
    99,680
    95,853
    89,385
    85,196
    60,585
    60,753
    66,414
    77,605
    81,944
    80,067
    993,637
    2015-16
    70,418
    71,009
    68,043
    67,221
    63,550
    59,496
    46,973
    51,178
    56,318
    57,148
    42,779
    40,292
    694,425
    Total income July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
    2013-14
    426,699
    406,412
    401,254
    409,428
    413,773
    374,977
    330,465
    351,338
    372,530
    394,439
    416,660
    428,470
    4,726,445
    2014-15
    665,160
    675,874
    681,200
    655,077
    626,331
    605,428
    522,519
    523,358
    572,278
    570,202
    549,070
    558,232
    7,204,729
    2015-16
    495,774
    490,177
    490,283
    483,510
    445,699
    387,431
    376,585
    415,509
    441,578
    433,357
    447,151
    444,099
    5,351,154
    Net profit July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
    2013-14
    93,874
    85,347
    92,288
    98,263
    99,306
    78,745
    62,788
    77,294
    85,682
    94,665
    91,665
    89,979
    1,049,896
    2014-15
    83,501
    108,019
    121,333
    100,609
    77,095
    70,695
    83,373
    61,305
    76,724
    73,854
    72,457
    66,266
    995,231
    2015-16
    68,296
    73,126
    55,426
    72,312
    42,350
    41,174
    24,970
    40,478
    45,539
    47,492
    32,975
    21,641
    565,779
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 9 of 22
    Financial information – Store 2
    Store 2 Financial results July – December 2014 Sales $ July Aug Sept Oct Nov Dec
    Food sales
    64,364
    65,329
    65,808
    63,952
    62,616
    60,739
    Beverage sales
    37,855
    38,530
    38,866
    36,708
    34,034
    32,903
    External catering
    17,509
    17,799
    17,942
    17,254
    16,089
    15,335
    Total income
    119,728
    121,658
    122,616
    117,914
    112,739
    108,977
    Total expenses
    104,164
    102,192
    106,676
    100,227
    98,083
    95,900
    Net profit / loss
    15,564
    19,466
    15,940
    17,687
    14,656
    13,077
    Store 2 Financial results Jan – July 2015 Sales $ Jan Feb Mar April May June Year Total
    Food sales
    54,190
    54,266
    58,198
    55,324
    50,769
    52,034
    707,590
    Beverage sales
    28,958
    29,003
    32,857
    33,343
    33,313
    34,035
    410,406
    External catering
    10,905
    10,936
    11,955
    13,969
    14,750
    14,412
    178,855
    Total income
    94,053
    94,204
    103,010
    102,636
    98,833
    100,481
    1,296,851
    Total expenses
    79,005
    82,900
    89,619
    89,294
    85,984
    88,424
    1,122,467
    Net profit/loss
    15,048
    11,305
    13,391
    13,342
    12,848
    12,057
    174,384
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 10 of 22
    Store 2 Financial results July – December 2015 Sales $ July Aug Sept Oct Nov Dec
    Food sales
    $51,289
    $50,664
    $49,413
    $46,912
    $46,286
    $42,908
    Beverage sales
    $34,158
    $33,827
    $29,836
    $28,515
    $28,183
    $26,178
    External catering
    $10,448
    $8,064
    $7,872
    $7,776
    $10,112
    $9,363
    Total income
    $95,895
    $92,555
    $87,121
    $83,203
    $84,581
    $78,449
    Total expenses
    $86,655
    $82,660
    $82,920
    $80,392
    $82,176
    $72,560
    Net profit/loss
    $9,240
    $9,895
    $4,201
    $2,811
    $2,405
    $5,889
    Store 2 Budget variance report July – December 2015
    A positive variance indicates percentage above budget, a negative figures indicates percentage below budget. Sales $ July Aug Sept Oct Nov Dec
    Food sales
    -2%
    -3%
    -5%
    -9%
    -10%
    -14%
    Beverage sales
    3%
    2%
    -4%
    -11%
    -12%
    -9%
    External catering
    -12%
    -16%
    -18%
    -19%
    -21%
    -23%
    Total income
    -11%
    -12%
    -8%
    -19%
    -20%
    -17%
    Total expenses
    1.50%
    1.78%
    2.10%
    1.45%
    1.32%
    1.70%
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 11 of 22
    Net profit/loss
    -31%
    -36%
    -41%
    -86%
    -59%
    -69%
    $-
    $-
    $10,000
    $10,000
    $20,000
    $20,000
    $30,000
    $30,000
    $40,000
    $40,000
    $50,000
    $50,000
    $60,000
    $60,000
    $70,000
    $70,000
    Aug
    Aug
    Sept
    Sept
    Oct
    Oct
    Nov
    Nov
    Dec-14
    Dec-14
    Jan-15
    Jan-15
    Feb
    Feb
    Mar
    Mar
    April
    April
    May
    May
    June
    June
    Store 2 Forecasted sales 2015
    Store 2 Forecasted sales 2015–1616
    Food sales
    Food sales
    Beverage sales
    Beverage sales
    External catering
    External catering
    $-
    $-
    $5,000
    $5,000
    $10,000
    $10,000
    $15,000
    $15,000
    $20,000
    $20,000
    $25,000
    $25,000
    Store 2
    Store 2 –Forecasted net profit 2015Forecasted net profit 2015–1616
    Net profit
    Net profit
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 12 of 22
    Financial information – Store 3
    Store 3 Financial results July – December 2014 Sales $ July Aug Sept Oct Nov Dec
    Food sales
    71,516
    76,217
    76,776
    78,164
    76,531
    77,611
    Beverage sales
    42,061
    44,952
    45,343
    44,865
    41,597
    42,043
    External catering
    19,455
    20,765
    20,933
    21,088
    19,665
    19,595
    Total income
    133,032
    141,934
    143,052
    144,117
    137,793
    139,249
    Total expenses
    115,738
    119,224
    117,303
    122,499
    121,258
    122,539
    Net profit/loss
    17,294
    22,710
    25,749
    21,618
    16,535
    16,710
    Store 3 Financial results Jan – July 2015 Sales $ Jan Feb Mar April May June Year Total
    Food sales
    69,243
    72,354
    77,598
    70,692
    64,872
    63,598
    901,685
    Beverage sales
    37,002
    38,671
    43,810
    42,605
    42,567
    39,708
    523,870
    External catering
    13,935
    14,581
    15,939
    17,849
    18,847
    16,814
    227,342
    Total income
    120,180
    125,606
    137,347
    131,146
    126,286
    120,120
    1,652,897
    Total expenses
    100,951
    110,533
    119,492
    114,097
    109,869
    105,705
    1,425,544
    Net profit/loss
    19,229
    15,073
    17,855
    17,049
    16,417
    14,415
    227,353
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 13 of 22
    Store 3 Financial results July – December 2015 Sales $ July Aug Sept Oct Nov Dec
    Food sales
    $71,922
    $71,140
    $71,922
    $70,358
    $68,795
    $40,657
    Beverage sales
    $37,309
    $36,894
    $37,309
    $36,065
    $35,236
    $28,407
    External catering
    $10,560
    $9,440
    $9,080
    $10,320
    $11,920
    $12,768
    Total income
    $119,791
    $117,474
    $118,311
    $116,743
    $115,951
    $81,832
    Total expenses
    $108,959
    $103,853
    $103,752
    $103,752
    $105,927
    $87,464
    Net profit/loss
    $10,832
    $13,621
    $14,559
    $12,991
    $10,024
    -$5,632
    Store 3 Budget variance report July – December 2015
    A positive variance indicates percentage above budget, a negative figures indicates percentage below budget. Sales $ July Aug Sept Oct Nov Dec
    Food sales
    -8%
    -9%
    -8%
    -10%
    -12%
    -15%
    Beverage sales
    -10%
    -11%
    -10%
    -13%
    -15%
    -17%
    External catering
    -12%
    -13%
    -16%
    -14%
    -13%
    -16%
    Total income
    -16%
    -18%
    -18%
    -19%
    -21%
    -23%
    Total expenses
    2.10%
    2.30%
    2.20%
    2.20%
    2%
    2.30%
    Net profit/loss
    -43%
    -45%
    -46%
    -51%
    -56%
    -59%
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 14 of 22
    $-
    $-
    $10,000
    $10,000
    $20,000
    $20,000
    $30,000
    $30,000
    $40,000
    $40,000
    $50,000
    $50,000
    $60,000
    $60,000
    $70,000
    $70,000
    $80,000
    $80,000
    July
    July
    Aug
    Aug
    Sept
    Sept
    Oct
    Oct
    Nov
    Nov
    Dec-14
    Dec-14
    Jan-15
    Jan-15
    Feb
    Feb
    Mar
    Mar
    April
    April
    May
    May
    June
    June
    Store 3 Forecasted sales 2015
    Store 3 Forecasted sales 2015–1616
    Food sales
    Food sales
    Beverage sales
    Beverage sales
    External catering
    External catering
    $-
    $-
    $5,000
    $5,000
    $10,000
    $10,000
    $15,000
    $15,000
    $20,000
    $20,000
    $25,000
    $25,000
    Store 3 Forecasted net profit 2014
    Store 3 Forecasted net profit 2014–1515
    Net profit
    Net profit
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 15 of 22
    Appendix 3
    Appendix 3
    Research data and information
    Research data and information
    Melbourne demographics – City of Melbourne
    General and industry specific information is available on City of Melbourne website.
    Two main areas of the website to investigate are:
    ● City of Melbourne, ‘Doing business in Melbourne’, viewed January 2016, http://www.melbourne.vic.gov.au/business/doing-business/Pages/doing-business-in-melbourne.aspx
    ● City of Melbourne, ‘Research and statistics’, viewed January 2016, http://www.melbourne.vic.gov.au/about-melbourne/research-and-statistics/Pages/research-and-statistics.aspx.
    City of Melbourne has been producing a report called Daily Population Estimates and Forecasts for many years. It was updated in 2015. Among other information, it includes statistics on past and future trends for City of Melbourne’s workforce and residential population.
    You can find it at:
    ● City of Melbourne, ‘Daily population estimates and forecasts’, viewed January 2016, http://www.melbourne.vic.gov.au/about-melbourne/research-and-statistics/Pages/daily-population-estimates-and-forecasts.aspx.
    Economic activity
    Summary Australian interest rates – Reserve Bank of Australia
    All rates expressed as percentages.
    Feb
    Mar
    Apr
    May
    June
    Jul
    Aug
    Sept
    Oct
    Nov
    Dec
    2014
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2.5
    2015
    2.25
    2.25
    2.0
    2.0
    2.0
    2.0
    2.0
    2.0
    2.0
    2.25
    2.25
    Melbourne CBD retail information
    Commercial property rental rates per square meter Melbourne CBD
    2013
    2014
    2015
    2016 (forecast)
    Gross average rent
    $7,000
    ( 5.7%)
    $7,750
    ( 10.1%)
    $8,250
    ( 6.4%)
    $8,800
    ( 6.6%)
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 16 of 22
    Commercial property vacancy rates – Melbourne CBD
    2013
    2014
    2015
    2016 (forecast)
    Vacancy rates
    8.2%
    8.5%
    9.1%
    9.5%
    Cafe / restaurant / bistros in Melbourne CBD as at June 31st 2015
    Note: figures based on registered businesses, closures and permit applications lodged by June1st each year.
    Year
    No. new cafe / restaurant / bistros opened
    No. cafe / restaurant / bistros closed
    No. cafe / restaurant / bistro seats
    Total café / restaurant / bistros in CBD
    2011
    37
    12
    169,983
    2585
    2012
    41
    13
    178,320
    2613
    2013
    39
    18
    206,031
    2634
    2014
    52
    19
    213,272
    2670
    2015
    45
    21
    217,157
    2694
    Media articles
    Business News Aug 2014
    New era looms as CBD office boom ends
    Property developers and investors are facing diminished returns and an uncertain future as the CBD commercial property market stalls.
    Coinciding with a slowdown of economic activity and low business confidence, particularly in the retail and professional services sector, applications for new development projects fallen to their lowest levels in 5 years.
    Mr Kenneth Staines, from Placement Properties, indicated this trend is also occurring in most other capital cities in Australia and many other Western countries. Consumer confidence is down, people are not spending and this is affecting businesses everywhere. Everyone is sitting tight on their money – consumers and investors, he stated at a business forum this week.
    One of the reasons he believes applications are down is the recent rise in vacant office space within the central CBD. Rents have remained relatively high and many businesses are struggling as income has not risen in tandem, he said.
    A recent survey conducted by the Property Institute shows the number of tenants in the CBD falling, particularly in small to medium business categories. New tenant enquiries has been flat with most enquiries coming from larger businesses interested in acquiring recently vacated adjoining office space.
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 17 of 22
    Melbourne moves: businesses shift out from the city
    December 2014
    There’s a shift on in Melbourne, with many medium and small businesses moving out of the CBD to its fringes and suburbs.
    A new report shows 16 small and 10 medium sized companies moved from the CBD to its fringe and nearby suburbs in the past 12 months, continuing a trend that started in 2013.
    The annual Johnson report Melbourne Property 2014 says there are several factors behind the move, including cost savings and changes in the way people are working.
    Johnson’s Research Manager Kim Rayner says their analysis shows 85% of these businesses who moved out of the CBD this year have relocated to properties in the periphery or within 5 km of the CBD, with very few locating further than 10 kms.
    Johnson’s Director of Office Leasing (Victoria) Andrew Mahji says Melbourne’s CBD office vacancy rate has substantially increased this year.
    “We have a vacancy rate of 10% in the Melbourne CBD,” Mahji says. “It coincides with a lot of new buildings going up in Docklands and Richmond.”
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 18 of 22
    Softer demand drives up office vacancy rates in all CBD markets
    Vacancy rates for offices is expected to peak in most Australian CBD markets in 2015–2016, with Brisbane expected to have the peak vacancy of nearly 14% according to forecasts from REAC.
    REAC’s Research Director for Australia, Millie Kearney, said the latest Property Council of Australia vacancy statistics highlighted that demand had decreased across all CBD markets with negative net absorption driving up vacancy rates in every major capital city.
    CBD Office Total Vacancy rate % – July 2015
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 19 of 22
    Appendix 4
    Appendix 4
    Decision Analysis Report
    Decision Analysis Report
    Part 1 – Decision / Issue Name Name decision, issue, problem, project, plan or strategy the decision is linked to.
    Decision required Describe the decision that must be made. It should outline what are the expectations or parameters of the decision to any decision-makers or recipients of the document. Include any timeframes the decision must be made in.
    History A brief history of events, reasons or causes that necessitates the decision. This should be an overview only and only contain information relevant to the required decision. It should briefly describe the who, what, when and where of the situation requiring a decision.
    Part 2 – Analysis Summarise the analytical processes used, the results of the analysis and their implications – do they support or disprove the issue or problem, what further questions were raised as a result of the analysis.
    Analysis
    Results
    Implications
    Part 3 – Decision options List all viable, genuine courses of action that address the issue. Briefly list actions to be taken, any costs associated with the option and potential positive and negative outcomes.
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 20 of 22
    Option 1:
    Positive outcomes / benefits
    Negative outcomes / Risks
    Option 2:
    Positive outcomes / benefits
    Negative outcomes / Risks
    Option 3:
    Positive outcomes / benefits
    Negative outcomes / Risks
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 21 of 22
    Part 4 – Recommendation / Action taken Indicate which course of action is recommended (if making a recommendation to a higher decision-maker) or the action to be taken. Briefly outline the reasoning for choosing this option.
    Confirmation / Approval Names, titles, signatures and date of decision or granting of approval
    Name Title Signature Date
    Name Title Signature Date
    Name Title Signature Date
    Assessment Task 3
    BSBINM601 – Manage information and knowledge
    RTO: 22332 Version: 3.0
    CRICOS: 03234B Page 22 of 22
    Appendix 5
    Appendix 5
    Assessment
    Assessment questionsquestions
  9. What is your objective/s for the analysis processes you plan to undertake?
  10. Briefly describe how management information or decision support systems can support the analysis of proposed courses of action and their impact on the business.
  11. List two types of adjustments you might have to make management information or decision support systems to help you meet your stated objectives.
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