RS BSBINM601 MadhavPrasadGhimire Task2

Queensland International Business Academy
CRICOS Code –01515 RTO Code-5304
ASSESSMENT
Cluster:
Unit: BSBINM601 Manage knowledge and information

Course Name:
Training Package:
Assessment Tool: Summative Assessment
Candidate must fill this section:
Candidate Name: Madhav Prasad Ghimire

Candidate ID: 6582488
“I give my permission for my assessment material to be used in the auditing, assessment
Privacy Release Clause: validation & moderation Process”
Student signature: Date: 30/08/2020
Feedback to student:
Assessment Completion Status

Attempt Satisfactory Non-Satisfactory Date Assessor’s Signature
Initial attempt  
 
2nd attempt/Re-assessment
QIBA-ICTICT610-A-V2018.1 | Page 1 of 34

Information for Candidate:

 All work is to be entirely of the candidate.
General Information for this assessment:
 Read the instructions for each question very carefully.

 Be sure to PRINT your FULL name & LAST name in every place that is provided.
 Short questions must be answered in the spaces provided.
 For those activities requesting extra evidence such as: research reports, ESSAY reports, etc. The student must attach its own work formatted in
double space, Arial 12 pts.
 All activities must be addressed correctly in order to obtain a competence for the unit of competency.
 If the candidate doesn’t understand the assessment, they can request help from the assessor to interpret the assessment.
Re-assessment of Result & Academic Appeal procedures:

If a student at Queensland International Business Academy is not happy with his/ her results, the student may appeal against their result via a written
letter, clearly stating the grounds of appeal to the MSS / DSS. This should be submitted after completion of the subject and within 14 days of
commencement of the new term.

Re-assessment Process:
 An appeal in writing is made to the ACC / MSS providing reasons for re-assessment /appeal.
 ACC / MSS will delegate another faculty member of CBC to review the assessment.
 The student will be advised of the review result done by another assessor.
 If the student is still not satisfied and further challenges the decision, then a review panel is formed comprising the lecturer/trainer in charge, the
ACC, the MSS and the DSS OR if need be an external assessor.
 The Institute will advise the student of the appeal decision within 14 days from the submission date of the appeal. The decision of the panel will be
deemed to be final.
 If the student is still not satisfied with the result, the he / she has the right to seek independent advice or follow external mediation option with
CBC’s nominated mediation agency.
 Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in that subject.

The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement based on principles of assessment. These
principles require assessment to be reliable, fair, practical and valid.

Academic Appeals:
 If the student is dissatisfied with the outcome of the assessment marking process, he/she has a right to appeal the assessment results.
 The notice of appeal should be in writing addressed to the MSS / ACC and submitted within seven days of notification of the assessment results.
 If the appeal is not lodged in the specified time, the result will stand as marked.
 In emergency circumstances, such as in cases of serious illness or injury, the student must forward a medical certificate in support of a deferred
appeal. The notice of appeal must be made within three working days of the concluding date shown on the medical certificate.
 The decision of MSS / ACC will be discussed with the DSS and will be final.
For further information please refer to Student Handbook.
“I understand all the above rules and guidelines for the assessment”
30/08/2020
Full Name Signature Date (dd/mm/yyyy)

Submission Details:
The assessment task is due on the date provided by the assessor. Any variations to this arrangement must be approved in
writing by your assessor. Submit this document with any required evidence attached. See specifications below for details
Performance objective
The candidate must demonstrate skills, knowledge and understanding of promote the use and implementation of
professional ethics, copyright and privacy to effect change, as states the unit of competency BSBWOR502. Throughout this
program you are to demonstrate knowledge in:
 explain how group dynamics can support or hinder team performance
 outline strategies that can support team cohesion, participation and performance
 explain strategies for gaining consensus
 explain issue resolution strategies.
And foundation skills in:

Skill Performance Description
Criteria
Readin 1.1-1.6, 2.1-2.6, Organises, evaluates and critiques ideas and information from a wide range of complex texts.
g 3.1, 3.2, 3.3, 4.1- Draws on a broad range of strategies to build and maintain understanding throughout complex
4.9 texts.
Writin 1.2, 1.3, 1.4, 1.5, Generates complex written texts, demonstrating control over a broad range of writing styles and
g 1.6, 2.1, 2.2, 2.4, purpose
2.5, 2.6, 3.3, 3.4, Demonstrates sophisticated writing skills by selecting appropriate conventions and stylistic
4.1, 4.2, 4.3, 4.4, devices to express precise meaning
4.5, 4.7, 4.9
Oral 1.6, 3.4, 4.5 Encourages discussions and applies appropriate listening and questioning techniques while
Comm consulting with specialists and other relevant personnel
unicati Presents complex information in formal situations using language, tone and pace appropriate
on for the audience and purpose
Numer 1.1, 1.2, 1.5, 2.2- Uses highly-developed numeracy skills to interpret complex statistical and researched
acy 2.4, 3.1, 3.3, 4.3 information, performing calculations on data to render it usable and reportable
Naviga 2.6, 3.6, 3.7 Works autonomously making high level decisions to achieve and improve organisational goals
te the Takes a lead role in the development of organisational goals, roles and responsibilities
world Develops and implements strategies that ensures organisational policies, procedures and
of regulatory requirements are being met
work Monitors and reviews the organisations policies, procedures and adherence to legislative
requirements in order to implement and manage change
Interac 1.6, 3.4, 4.5, 4.6 Uses a variety of relevant communication tools and strategies to access and share information
t with and to build and maintain effective working relationships
others
Get 1.1-1.5, 2.1, 2.2, Plans and manages activities with implications for the whole organisation
the 2.4-2.6, 3.1-3.3, Gathers and analyses data and seeks feedback to improve plans and processes
work 3.6-3.8, 4.1, 4.3- Makes high impact decisions, analysing input from a range of sources and, where appropriate,
done 4.5, 4.7, 4.8, 4.9 drawing on experience
Explores new and innovative ideas through analysis and critical thinking
Uses digital technologies to manage business operations and actively investigates new
technologies for strategic and operational purposes

Assessment description:
You will undertake some research to provide appropriate responses.
Procedure:
1 You will need to follow instructions below and address all activities required.
2 This is an individual activity where each candidate will be assessed individually;
3 Complete all activities and submit assessment evidence (including these papers) to your assessor the date specified
above (see submission details).
Specifications/Conditions:
Your assessor will be looking for evidence that you have the understanding of the following:
 give examples of existing and emerging technologies and how they can be used in knowledge and
information management
 explain statistical analysis and other quantitative methods commonly used in decision making
including several of:
 correlation calculations
 long-term trend analyses
 probability assessment
 regulation analyses
 short to medium-term trend analyses
 dynamic programming
 linear programming
 queuing theory
 simulation
 transportation methodology
 outline the key features of management information systems and decision support systems
 explain how to utilise risk management plans to determine acceptable courses of action.
The tasks are to :

 source and analyse information for business decisions including:
 identifying business problems and issues and related knowledge and data requirements
 confirming the clear and relevant objectives for analysis of information
 applying statistical analysis, sensitivity analysis and other techniques to draw conclusions
relevant to decisions
 ensuring sufficient valid and reliable information or evidence is available to support
decisions
 using formal and informal networks to source information not held in formal systems
 identifying and accessing sources of reliable information
 using technology as appropriate
 consultation with stakeholders and specialists
 contribute information and the outcomes of analysis to decision making
 disseminate information to relevant groups and individuals including:
 documenting information and updating databases

 meeting identified needs of recipients

 adhering to legal and organisational requirements for privacy and security
 developing and implementing communication plans
 design, test and adjust information systems to meet needs and objectives including:
 management information systems and decision support systems
 use of technology for optimum efficiency and quality
 storage and retrieval of information.
Overview of Assessments
Assessm
Assessmen Assessment
Description ent
t Task method/s
number
Obtain Candidates are required to source, gather and review data and information 1 Project work
information and utilise formal and informal networks to identify and analyse business Written report
on business problems and issues. Candidates prepare a written report for management
Portfolio
issues supported by a portfolio of researched information.
Analyse Candidates are required to identify patterns or emerging trends, determine 2 Project work
information the causes and their potential effect on the business by using statistical Written report
and analysis techniques.
Portfolio
knowledge
Make Candidates are required to utilise risk management plans, sensitivity and 3 Project work
decisions on quantitative analysis techniques and consultation processes to determine Written report
business acceptable courses of action and make a decision. Candidates will then
Portfolio
issues make a presentation to management outlining their recommendations.
Presentation
Disseminate Candidates are required to ensure up-to-date, relevant and accurate 4 Project work
information information is documented and disseminated according to organisational Written report
needs, a communication plan and within legislative requirements.
Portfolio
Candidates are required to design, test and update information systems
used to capture, document or disseminate information for decision makers.

Specification and Task

All Questions must be answered to be deemed satisfactory
Assessment 2: Analyse information and knowledge

Assessment Instructions
Prior to assessment:
 Candidate needs to discuss with assessor for any individual needs.
 Candidate must attain permission to use their work place document or any other type of evidence.
They also should discuss with trainer and have all work place documents ready prior to assessment.
Assessment Resource
● Access to a computer lab with Microsoft Office.
● access to simulated business information located in Assessment 1
● access to relevant business technology
● Access to authentic business information and documentation, or simulated business documentation.
Instructions for Candidate

This task requires the candidate to analyse information and knowledge on business issues or
problems to aid decision-making.
The candidate is required to identify emerging business patterns or trends, determine the causes and
their potential effect on the business by using statistical analysis techniques. They will prepare a
written report and answer questions.
Media articles will provide candidates with further information to help them complete the Assessment.
Three fictional articles have been provided to support the candidates in the Assessment document.
You may also update the resources below to be current and available resources, where necessary,
and supply them to candidates.
Subject Suggested resource
Restaurant turnover
Bowling, D., 2015, ‘Restaurant turnover rate rises: ABS’, Hospitality Magazine, viewed
rates
January 2016, <http://www.hospitalitymagazine.com.au/food/news/restaurant-turnover-rate-
rises-abs>.
Growth in Paish, M., 2012, ‘Resilient café culture signals future growth for Australia’s coffee
Australia’s café shop industry’, Australian Food News, viewed January 2016,
culture <http://ausfoodnews.com.au/2012/05/29/resilient-cafe-culture-signals-future-growth-
for-australias-coffee-shop-industry.html>.
Rising gas prices Victorian Chamber of Commerce and Industry, ‘The impacts of rising gas prices’,
Victorian Chamber of Commerce and Industry, viewed January 2016,
<http://www.vecci.org.au/policy-and-
advocacy/news/radar/2014/01/16/sthash.aa6JC1Zy.dpuf>.
Note: candidates do not need access to the full article.
Gas and electricity Collier, K., 2014, ‘Gas and electricity bills to rise by up to $250 in 2015 for Victorian
prices homes and small businesses’, Herald Sun, viewed January 2016,
<http://www.heraldsun.com.au/news/victoria/gas-and-electricity-bills-to-rise-by-up-to-
250-in-2015-for-victorian-homes-and-small-businesses/news-

story/b2d8c7bfd794fd56ae3c9df8bbdb3f8a>.
Arrange a time with the candidate to discuss the portfolio of work and establish authenticity.
Performance objective
You will demonstrate the skills and knowledge required to analyse 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.
ANS:
This report is aimed to the owners of CoffeeVille coffee shops, Rufus and Emma Belcastran, who
recently have asked for the business to be analysed to identify potential reasons for their declining
sales and review the business actions for potential issues.
Since the first coffee shop started in 2009, the business has grown into three more coffee shops
around Melbourne CBD and they have been profitable until the last 3 months in which expenses has
increase and sales revenue continue to fall.
CoffeeVille offers high quality, fair trade coffee and gourmet food and beverage. Its costumers are
office workers who are close to the shops and keep regularly eating out. The company proposes are
to increase the revenue, provide high standards in quality and service, increase marketing campaigns
and place the brand ethically and environmental responsible. However, these objectives are not being
achieved and this is the report objective to make a complete case study.
2. If necessary, review CoffeeVille’s general business information provided in Appendix 1 of

Assessment 1 to maintain your understanding of the business and its environment.
ANS:
Emma and Rufus Belcastran are the owners of the Coffeeville. They opened their first store in
2009. Since 2009, they are suppling high quality, fair trade coffee and superior hot and cold
gourmet food and beverages to customers in Melbourne’s central business district (CBD).
Customers are served by well trained, knowledgeable staff who provide fast and friendly service.
Now they have expanded to four coffee shops. Following are the business goals and objective of
Coffeeville.
 Increase revenue through targeted marketing campaigns.
 Control direct and indirect operational costs.
 Maintain superior product and service standards.

 Establish Coffeeville brand as an ethically and environmentally responsible company.

 Maintain highly trained and motivated staff.
3. Review and evaluate business performance data and information in Appendix 2.
ANS:
Coffeeville has been stable and profitable in the marketplace since it started 4 years ago, but lately
their expenses are increasing as the sales are going down which is significantly affecting the profit
of the business. The company has invested considerable money to established the brand in fourth
shop but their effort has no successful outcomes. Sales categories and profits are decreased for
the first 6 months of 2015, Food sales are down by 10%, beverages by 12%, catering by 17%. As
a result, their income is drop by 19% as compared to last year. Profitability has expanded with staff
ready to serve more clients every hour per individual. Barista coffee preparation speeds have
increased after all barista staff completed an advanced barista course in Jan 2015. Savings was
made in payroll and cost of goods due to productivity gains has been offset by rising wages and
food prices.
4. Review and analyse research data and information in Appendix 3.

ANS:
According to research on different website, we found that the number of city resident to grow at
around 3.2% annually during the next 16 years, with more than 202,000 people calling Melbourne
home by 2030. Number of workers is also growing by 2% annually. A survey show that estimated
526,000 people travelling to work or undertake work-related activities in the city by 2030. The
number of peoples living in the city is increasing dramatically over the last two years. Around
122,00 people resided in the municipality in 2014 which is 15.9% more than the 2012. According to
the municipality of Melbourne 100,000 residents and 376,000 workers are living in Melbourne in
2011. The number of residents and workers was slowly increased and continue to increase every
year. At 2020 the population of residents and workers reach148,000 and 439,000 respectively.
According to data between 2004 and 2014 population growth rate is high in Docklands 164.2%.
People like to live in Docklands most than another place. Less number of populations is living in
East Melbourne.
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.
ANS:
The main motto for the analysis processes is to identify why we have decreased th number of
sales in all 4 stores of Coffeeville. Based on information as business performance, financial year,

budget variance report, financial history by income source we come to conclusion that people are
moving out of the CBD to fringes and suburbs.
There are several factors behind the move, including cost savings and changes in the way people
are working so their action is based on these results, if you are doing reduce prices for food match
closest competitors also expand the business into new customers and markets, meet the needs of
the steadily increasing CBD residential population and offer additional products and services to
their existing customers.
The scenario of the Coffee Village recently expenses have started to climb, and sales are
dropping, must adjust the information about the market also result action to take. We’re going to
change the areas and expand the in new areas.
6. Based on the information provided in this assessment and Assessment 1, 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 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.
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 3. 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.
ANS:
Decision Analysis Report

Part 1 – Decision / Issue Name

Decline sales in Melbourne CBD
Decision required
Must check all financial and other data from Coffee Village, to find causes and solutions also
business marketing and sales plans for the next semester to re-establish.
Necessary to check the financial and other data, to find the causes, and pose solutions.
History
Profitable and steadily expanding for the last 4 years although steadily declining external catering
sales revenue over the previous 12 months, especially during the previous year.
Year No. café closed CBD vacancy rates

18
2013 8.20%
16
2014 8.50%
21
2015 9.10%
21
2016 9.50%
0.83965384
Relationship
Part 2 – Analysis
Payroll
External catering (whole organisation)
(From Financial Year Accounts July 14 – June 15)
Other sales (eg Food, Beverages)
(From Financial Year Accounts July 14 – June 15)
External catering sales for whole organisation
(From Financial Year Accounts July 15 – July 16)
Other sales (eg Food, Beverages)
(From Financial Year Accounts July 15 – July 16)
Financial History by income source (for whole organisation)
Correlation calculations to assess relationship between property vacancies and external catering sales.
No. cafe/ restaurant/ bistro Total cafe/ restaurant/ bistros in

Year seats CBD
169,983
2011 2585
178,320
2012 2613
206,031
2013 2634

213,272
2014 2670
217,157
2015 2694
235,743
2016 2722
Implications
- Issue name – declining external catering sales
- Payroll costs have increased dramatically – as thought
- External catering has a dramatic decline
- Sale of food and beverages isn’t the cause of the decline in sales
- Food and beverage sales actual increase – so not contributing to overall decline

Part 3 – Decision options

Based on discussions with Emma and Rufus, and further research into economic and business
climates, we have prepared the summary for the three options under consideration. They are
 Do nothing
 Reduce prices for food
 Provide home packaged and meal delivery systems
Option 1: Do Nothing
Positive outcomes / benefits Negative outcomes / Risks

- Return to previous levels of - food sales are down 10%, beverages 12% and catering
profitability within the next 12 17%.
months.
- Maintain reputation as provider - Profit will be down for 6 months by 19%.
of quality food and beverages.
Option 2: Reduce prices for food

- Food waste will be decrease - Cost of goods for food is currently 31% of total
- Increase in customer which lead income.
to increase in sales.
- Cost of goods for beverages is 19% of total
income.
Option 3: Provide take-home packaged meals and a meal delivery system

- Business will be expanded to a - Packaging and delivery cost will be increase.
new level.
- Food spending too much time on the road will
- Customer will get additional
damage the food and real taste will be loose.
products and services
Part 4 – Recommendation/action taken

Based on the action to take the best option is mix the option 2 and 3, so you have more benefits also
some negative or risk will be the same, if you put in the balance, we’ll have more benefits. In my
opinion, both options must work together for more impact into the business and have better results.

Confirmation / Approval
Name Madhav Title Business Analyst Signature: Madhav Date 30/08/2020
8. Answer the remaining assessment questions in Appendix 5.
ANS:
Following are the objectives for the analysis processes that need to undertake.
Smart Be very clear about the action and provide the clarity needed for the
objective to be specific
Measurable How much? How many? etc are included in the objective that provides
the measurable target.
Achievable Do you have the time, skills and resources to achieve this objective?
How much do you rely on factors outside your control? The degree to
which an objective is achievable is a personal assessment.
Realistic Will meeting this objective make a significant contribution to the goal?
Will it give you the return you are looking for on your investment and
time? progress towards the goal.
Time-bound Be as clear as possible about the time lines which provides the clear
time line.
2. Briefly describe how management information or decision support systems can assist you when
analysing information and identifying trends and patterns.
ANS:
They can assists us in the following ways:

1. Defining the Problem: Defining a problem is important. It provides decision makers with a
base, on which they can build assumptions, collect and analyze data and evaluate
alternatives. Defining a problem begins with recognizing that a problem exists. A problem
exists when:
 There’s a difference between expected and delivered
 There’s a divergence from the customary
 An action taken is not justifiable
A DSS defines the problem and complexities involved by comparing deliverables and
delivered.

2. Identifying Decision Maker: Depending upon the nature of the problem, it is sent to the right
person. An ill-structured problem will go to top management; a complicated problem to the
managers and recurring will be sent to the employee at a lower hierarchical level.
3. Gathering Information: Once a problem is sent to the right person, the concerned person can
begin with collecting data and identifying the factors influencing the situation. Without DSS,
you will take too long a time to collect and analyze data. A DSS can process tons of data in
just few seconds.
4. Evaluating Alternatives and Deciding: This stage involves sifting through all possible
courses of action and determining the most suitable from among them, by assessing the pros
and cons of each alternative. A DSS helps in justifying a particular choice.
5. Implementation and Follow-up: Once the decision is taken, it’s time to walk the walk. It’s
time to implement. Again implementation needs whole lot of planning. Monitoring is also
essential to determine if a particular decision is helpful in achieving the objectives. It may
require some adjustments or may lead to a new problem. If latter is the case, you may have to
repeat the entire process.
3. Briefly describe how management information or decision support systems can support the
analysis of proposed courses of action and their impact on the business.
ANS:
Management information systems are reported to be beneficial for the operations of the company
from different perspectives. One of the obvious benefits of management information systems is
observed in terms of their contribution in decision-making process. Many studies have discovered
positive relationship while analyzing the impact of management information systems in decision-
making process. Management information systems are believed to foster the process of decision-
making capabilities. The review of the previous literature shows the evidence of various studies in
support of management of information systems in contributing to the role of decision-making
capabilities. However, most of the paper lacks in identifying the critical importance of information
speed and its quality in supporting the role of decision-making capabilities. Particularly, the
identification of problem and analysis of the problem in facilitating the role management information
systems have not been studied largely. Moreover, the decision maker’s satisfaction and content of
information and information access quality have not been critically analysed and studied. Thus,
following the methodology of the previous studies and identifying necessary variables the current
study aims to analyse the influence of management information systems in decision support
capabilities.

4. List two types of adjustments you might have to make management information or decision support
systems to help you meet your stated objectives.
ANS:
Following are the two adjustments that helped to meet the stated objectives.
 Financial planning systems – it enables managers to evaluate alternative ways of achieving
goals. The objective is to find the optimal way of achieving the goal. For example, the net profit
for a business is calculated using the formula Total Sales less (Cost of Goods + Expenses). A
financial planning system will enable senior executives to ask what if questions and adjust the
values for total sales, the cost of goods, etc. to see the effect of the decision and on the net
profit and find the most optimal way.
 Bank loan management systems – it is used to verify the credit of the loan applicant and
predict the likelihood of the loan being recovered.
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.

Appendix 1
CoffeeVille – your 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 1 and in the Appendices of
Assessments 1 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.

Appendix 2
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
Payroll expenses as % of total
Year
expenses
2009 34.9%
2010 35.3%
2011 34.2%
2013 39.8%
2014 42.1%
2015 45.3%

Assessment 2 BSBINM601 Manage information and knowledge
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
BSBINM601 Manage knowledge and information: Assessment 2 V 2.1 updated June 2020
Page 18 of 34
Financial year July 2015–June 2016
July–December 2015 (actual results)

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
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)

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
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
Page 19 of 34
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 Jan-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Jun Jul-Dec

2011 2012 2012 2013 2013 2014 2014 2015 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
July Aug Sept Oct Nov Dec Jan Feb Mar April May June Total
Sales
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
Page 20 of 34
External
catering
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
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
Page 21 of 34
Financial information - Store 2
Store 2 Financial results July – December 2014

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
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

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
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
Page 22 of 34

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.
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%
Net profit/loss -31% -36% -41% -86% -59% -69%
Page 23 of 34
Financial information - Store 3

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
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

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
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
Page 24 of 34

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.
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%
Page 25 of 34
Page 26 of 34
Page 27 of 34
Appendix 3
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
2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5
2014
2.25 2.25 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.25 2.25
2015
Melbourne CBD retail information

Commercial property rental rates per square meter Melbourne CBD
2013 2014 2015 2016 (forecast)
Gross average $7,000 $7,750 $8,250 $8,800

rent ( 5.7%) ( 10.1%) ( 6.4%) ( 6.6%)
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.

No. new cafe / No. cafe / No. cafe / Total café /

restaurant / restaurant / restaurant / restaurant /
Year bistros opened bistros closed bistro seats bistros in CBD
12 169,983
2011 37 2585
13 178,320
2012 41 2613
18 206,031
2013 39 2634
19 213,272
2014 52 2670
21 217,157
2015 45 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.
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.”

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

Appendix 4
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.
Option 1:
Option 2:

Option 3:
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
Appendix 5
Assessment questions
1. What is your objective/s for the analysis processes you plan to undertake?
2. Briefly describe how management information or decision support systems can assist you when
analysing information and identifying trends and patterns.

3. Briefly describe how management information or decision support systems can support the
analysis of proposed courses of action and their impact on the business.
4. 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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Queensland International Business Academy

CRICOS Code –01515 RTO Code-5304

Unit: BSBINM601 Manage knowledge and information

Candidate must fill this section:

Candidate Name: Madhav Prasad Ghimire

Student signature: Date: 30/08/2020

Assessment Completion Status

QIBA-ICTICT610-A-V2018.1 | Page 1 of 34

Information for Candidate:

General Information for this assessment:

 Read the instructions for each question very carefully.

Re-assessment of Result & Academic Appeal procedures:

For further information please refer to Student Handbook.

Full Name Signature Date (dd/mm/yyyy)

QIBA-ICTICT610-A-V2018.1 | Page 2 of 34

And foundation skills in:

QIBA-ICTICT610-A-V2018.1 | Page 3 of 34

The tasks are to :

QIBA-ICTICT610-A-V2018.1 | Page 4 of 34

 meeting identified needs of recipients

QIBA-ICTICT610-A-V2018.1 | Page 5 of 34

Specification and Task

Assessment 2: Analyse information and knowledge

● access to simulated business information located in Assessment 1

● access to relevant business technology

● Access to authentic business information and documentation, or simulated business documentation.

Instructions for Candidate

QIBA-ICTICT610-A-V2018.1 | Page 6 of 34

2. If necessary, review CoffeeVille’s general business information provided in Appendix 1 of

QIBA-ICTICT610-A-V2018.1 | Page 7 of 34

 Establish Coffeeville brand as an ethically and environmentally responsible company.

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

QIBA-ICTICT610-A-V2018.1 | Page 8 of 34

Decision Analysis Report

QIBA-ICTICT610-A-V2018.1 | Page 9 of 34

Part 1 – Decision / Issue Name

Year No. café closed CBD vacancy rates

No. cafe/ restaurant/ bistro Total cafe/ restaurant/ bistros in

QIBA-ICTICT610-A-V2018.1 | Page 10 of 34

QIBA-ICTICT610-A-V2018.1 | Page 11 of 34

Part 3 – Decision options

Positive outcomes / benefits Negative outcomes / Risks

Option 2: Reduce prices for food

Positive outcomes / benefits Negative outcomes / Risks

Option 3: Provide take-home packaged meals and a meal delivery system

Positive outcomes / benefits Negative outcomes / Risks

Part 4 – Recommendation/action taken

QIBA-ICTICT610-A-V2018.1 | Page 12 of 34

8. Answer the remaining assessment questions in Appendix 5.

They can assists us in the following ways:

QIBA-ICTICT610-A-V2018.1 | Page 13 of 34

QIBA-ICTICT610-A-V2018.1 | Page 14 of 34

Your assessor will be looking for your ability to:

QIBA-ICTICT610-A-V2018.1 | Page 15 of 34

QIBA-ICTICT610-A-V2018.1 | Page 16 of 34

QIBA-ICTICT610-A-V2018.1 | Page 17 of 34

Financial information – Organisation

Financial year July 2014–June 2015

Food sales 285,668 279,805 273,942 262,580 250,078 199,251

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