Gap Analysis
... and sick days At least 100 accident free days. Sick days do not exceed 60 % the total of each allocated employees sick hours. Work stop days Measure the days that have been used by employees for strikes and work stops Maximum 2 weeks Managers work scheduling Measuring their current tasks and whether they ever had to help out in an SBU other then that of their own Maximum of 1 task each Pricing objectives and market development The only price changed was the lighting and ancillary equipment. There was a discount given as an introductory 6-month offer. Measurement Used for Threshold Sales This measures whether sales reached the amount needed to recover the discount given in order to reach our profit margin 33% minimum Length of discount offer Measures the demand for a reduction of price and whether the demand led to an extension in the offer Demands hits 85% extension given Market share Measures how much their share of the market is 10% minimum (because sector grew by 10%) Part 2 The following is a revenue measurement model or in other words the budget of the pricing objectives over a twelve-month period. Budgeted Areas $ $ Production RelatedTesting 250 000 System development 5 000 Administration- General 225 000 Administration- New wages 140 000 Administration- Training 8 000 Contractors- 6 x 45 000 270 000 Maintenance 25 000 Repair 40 000 Security 13 000 Total 976 000 976 000 Logistics Transport 500 000 Warehousing 68 000 Tracking and transport 120 000 Certification for exports 20 000 Total 708 000 708 000 Quotes for manufacturing (these are charged on delivery, therefore are not stated) Terms of delivery Timing Extra Charges Certification (license to import) Advertising Coo’ee Melbourne Metal light poles and ancillary 400 000 Design and construction 250 000 Sports complex and design 250 000 House Extensions 200 000 Total 1 100 000 1 100 000 Administration Communication costs 6 500 MIS 1 200 Transfer 2 500 Management Resources 5 000 Total 15 200 15 200 Total of Budget Areas 2 799 200 Part 3 The brief for the communication campaign include the following: o Objectives of Surehand o Objectives of promotional campaign - Increase in market share of 5% - Increase of awareness o Duration/timeline - Commence in January and will run for 6 months o Target market statement o What you would like them to achieve o Advertising budget Advertising Coo’ee Melbourne Metal light poles and ancillary 400 000 Design and construction 250 000 Sports complex and design 250 000 House Extensions 200 000 Total 1 100 000 1 100 000 If the budget is reached management must be notified of any extra spending. Measurement Used for Threshold Budget Measures the amount of money allocated to each different SBU Maximum of 5% Promotional background Measures the Promotion Vs the company image Must stay within the corporate image checklist Promotional content Measures the promotions Vs the companies needs and wants If exceeded then contract is terminated Part 4 Identifying the gaps between current performance of the organisation and the performance required for successful strategic performance is very important part of the review process. If the gap analysis does not show any discrepancies between what is and what needs to be done then there is shortcoming with the planning team. Gap analysis shows how large the gap is, and how far we must leap to cross it. It tells us about the resources available to deal with the gap. Gap analysis involves careful decision-making. If gaps cannot be bridged, then the planning team must go back to the planning stage and revise the plan. There are two ways to reduce the gap: The transactional solution is to modify or reduce the goal or objective. The transformational solution identifies and reduces the obstacles that are responsible for the gap. Without input from other stakeholders, the planning team may be s...