3 5 assignment 2: team assignment

  

3 5

Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 1/11

ACC20014: Management Decision Making

Assignment 2: Team assignment

Word limit: 4000 words (+/­ 10%)

Weighting: 35%

Due date: 5pm AEDT Monday 22 January 2018 (Week 10) 

After you have read this information, head over to the Assignment 2 Q&A discussion board to ask any

questions and see what your peers are saying about this assignment.

Assignment overview

The purpose of this assignment is to demonstrate your ability to work within a team and to present

your team’s knowledge and understanding of the balanced scorecard as a strategic planning and

management system and how to adopt it within a business environment.

You will work within a group of three (3) students to produce a team report for the manager, John

Clarkson, of ‘The Business’.

Related learning outcomes

This assignment assesses the following unit learning outcomes:

1. describe and explain the major practical and theoretical issues impacting management’s use of

management accounting

2. critically appraise the information required for effective and efficient planning, control and

decision making

4. work in diverse groups to reflect on and analyse behavioural influences on the decision­making

processes and outcomes in various organisational contexts.

Assignment details

Introducƭon

Your group is asked by a consulting firm – ‘We will make your business great again’­ to design a

strategic management system for a business specialising in retailing home improvement and

outdoor living products called – ‘The Business’.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 2/11

‘The Business’ was recently acquired by a grocery and liquor retail chain, traded on the Australian

Stock Exchange. You were told that though ‘The Business’ made A$1 billion in sales last year, its

operating income was nil, and the new manager, John Clarkson, was given five years to improve

the operation of ‘The Business’. The 5­year goals for ‘The Business’ are:

1.  increase sales every year to reach at least A$5 billion in five years or sooner

2. achieve positive operating income with a Return on Sales of 15%

3.  increase market share to at least 11% in five years or sooner.

Currently, the business owns 23 stores, mainly in Victoria, New South Wales and Queensland,

however, the parent company will make a financial commitment of $1 billion to improve existing

stores and to open 5 more new stores in the next 2 years. Part of the group, ‘The Business’ will

operate as a separate company and its management will be responsible for all decisions in

relation to the types of products being sold, the expansion and other activities of carrying on the

business.  

Background to ‘The Business’ and to the ‘Hardware and building

supplies retailers’ industry

Like most of the hardware and home improvement companies, ‘The Business’ is exposed to a

range of factors such as price, product range, consumer sentiment, discretionary income, and

residential construction activity which all affect demand for hardware and building supplies.

‘The Business’ operates in a highly competitive market. National chain stores such as Bunnings,

Mitre 10 and Home Timber & Hardware dominate the market. However, the industry is still

fragmented. Most businesses are relatively small, privately operated, employ fewer than 20 staff,

and have annual revenue of less than $2 million. The majority of hardware stores are located in

New South Wales, Victoria and Queensland, accounting for an estimated 77.2% of industry

enterprises. Tasmania, the Northern Territory and the Australian Capital Territory account for only

3.9% of the industry’s hardware stores.                       

It is forecast that over the next five years, the industry will be growing and that growth will be due

to increased residential and commercial construction.

Some key financial data:

Operating revenue (A $m) 1,000

Earnings before Interest and tax (A $m) 0

Current Assets (A $m) 540

Total Assets (A $m) 1,70024/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 3/11

Current Liabilities (A $m) 364

Total Liabilities (A $m) 372

Return on Investment 0

Required Rate of Return 12%

Please note: You can find more information about the Hardware and building supplies retailers’

industry on the IBISWorld – Database

(http://clients1.ibisworld.com.au.ezproxy.lib.swin.edu.au/reports/au/industry/default.aspx?entid=1877)

available from Swinburne Library website.

The hardware stores operaƭons   

After a quick visit to a number of stores owned by ‘The Business’ you concluded that stores are

located rather inconveniently, or next to busy shopping centres, where customers need to compete

for car parking with other shoppers. You found the stores offered a poor range, old or out of

season and often inappropriate products. You wondered why it is the stores have hundreds of light

fittings, but none you would want to install in your own house.

You were disappointed to find out that the advertised 20% discounting applied to very few

products, which were otherwise unsaleable, whilst the products you could have been interested in

were offered at full price or discounted by 5%. You felt that it was misleading advertising.

Furthermore, prices of many products were higher than those of competitors. 

The stores themselves were rather dark and lacking an appropriate signage resulting in wasting a

lot of time just to find a product. It was challenging to find a product but even more frustrating to

learn was that the particular product had its price tag missing.

The floor staffs were very scarce so it was difficult to find a staff member to help and if there was

someone available, they usually had very little knowledge about the products. You had to wait for

half an hour for someone to mix your paint, and when finally an employee appeared, he did not

know how to read the mixing instruction.

One of the staff members said to you that she never learned about the products they sell and

neither of the staff had any training about customer service. She also was quite dismissive about

her boss, stating that the floor managers or even top management did not know how to deal with

their employees and with customers.

Though, there were not many people in the shop, you observed long queues at the checkouts. A

number of people were complaining about being overcharged.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 4/11

On the way to the car park you’ve noticed that there was no one to help an elderly lady to carry a

plant to her car.

The balanced scorecard

After assessing the financial situation of ‘The Business’ and its operations, you realised that ‘The

Business’ needs a total overhaul of its management system. You decided that the balance

scorecard with its measures that drive performance will be a perfect strategic planning and

management system for ‘The Business’.

Steps to compleƭng this assignment

1. Perform a SWOT analysis of ‘The Business’ ­

you need to list at least four issues for each element of SWOT analysis – Strengths,

Weaknesses, Opportunities and Threats; and

you also need to elaborate why you considered these particular issues in your analysis.

Tip: Strengths and Weaknesses relate to internal matters of a company, whereas Opportunities

and Threats relate to external issues such as competitive advantage

2. Formulate a vision, mission and overall strategy/s for ‘The Business’.

3. Design a balanced scorecard for ‘The Business’.

In particular you need to:

Draw a strategy map based on the objectives that you develop for ‘The Business’. Tip: you

should utilise your SWOT analysis in developing the objectives for ‘The Business’.

Briefly define the objectives included in the strategy map and explain why these particular

objectives are important for ‘The Business’. Tip: you can describe and explain the objectives in

the strategy map

Prepare a scorecard with measures, targets and initiatives (action plan) that you need to

develop for ‘The Business’

Explain how your balanced scorecard will help to achieve the overall strategy/s of ‘The

Business’. You need to support your discussion with appropriate literature.

Evaluate how your balanced scorecard will promote goal congruence for ‘The Business’.

Again, you need to support your discussion with appropriate literature. Tip: an appropriate

reward system will be useful in promoting goal congruence.  

Write a memorandum to John Clarkson summarising your report and outlining what you

believe to be the strengths of your balanced scorecard. Tip: write a memorandum instead of an

executive summary.

Format

This assignment must be written in the form of a report

(https://portal.swinburneonline.edu.au/study­resources/report­writing) . However, instead of an

executive summary, please write a memorandum to John Clarkson.

The assignment should contain appropriate referencing using the Swinburne Harvard

(http://www.swinburne.edu.au/library/referencing/harvard­style­guide/) . References to online24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 5/11

sources should provide direct links to the source.

The body of the assignment should be 4000 words (plus/minus 10 percent) including tables

and graphs and diagrams.

Submission details overview

Each team member will be required to submit a copy of the team assignment.

This assignment will be submitted via Turnitin. You will find the relevant submission point below.

Please allow a 24­hour turnaround for an originality report to be generated. See the Turnitin

originality reportLinks to an external site.  (https://portal.swinburneonline.edu.au/study­

resources/turnitin­originality­report­0)  area of Study Resources for several guides to assist with

the submission process.

Assignment support

Don’t forget that in addition to your eLAs who provide discipline­specific content advice, you can

access the 24/7 draft writing service from Studiosity.

If you need assistance with academic feedback on a draft of your assignment task

see Assignment support: Studiosity or get in touch with your eLA.

Assignment criteria

1. Executive summary ­ memorandum.

2. SWOT.

3. Vision, mission and overall strategy.

4. Strategy map.

5. Scorecard.

6. Evaluation of the effectiveness of your balanced scorecard in achieving the overall strategy of

‘The Business’.

7. Evaluation of the effectiveness of your Balanced Scorecard in promoting the goal congruence

in ‘The Business’.

Your work will be assessed using the following marking guide:

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 6/11

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%

Executive

summary ­

memorandum

(8%)

Did not

meet

criterion.

A summary of

the report is

missing or little

background

information is

provided.

Knowledge

and

understanding

of related

concepts is not

apparent.

A summary

and key

background

details are

provided.

Knowledge

and

understanding

of related

concepts is

apparent.

A summary

and key

background

details are

provided.

Advanced

knowledge

and

understanding

of related

concepts is

apparent.

A coherent

summary of

the report and

comprehensive

background

information is

provided.

Extensive

knowledge and

understanding

of related

concepts is

apparent.

SWOT (20%)

Did not

meet

criterion.

Little

understanding

of components

and

application.

The reasoning

for the

selection of

issues is not

provided.

Strengths,

weaknesses,

opportunities

and threats

are identified

and

discussed but

there is no

flow of the

identified

issues into

the design of

the balanced

scorecard

and/or the

reasoning

behind the

selection

criteria is not

clear.

Strengths,

weaknesses,

opportunities

and threats

are identified

and discussed

with a flow

connecting

the identified

issues into the

design of the

balanced

scorecard.

Provides a

reasonably

clear

discussion

about the

reasoning for

the selection

of the issues.

Shows a

logical and

cohesive

identification of

the most

important

strengths,

weaknesses,

opportunities

and threats,

providing a

solid

foundation for

the design of

the balanced

scorecard.  

Provides a

clear

discussion

about the

reasoning for

the selection of

the issues.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 7/11

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%

Vision,

mission and

overall

strategy (8%)

Did not

meet

criterion.

A vision,

mission and

overall

strategy/s for

‘The Business’

are missing.

A vision,

mission and

overall

strategy/s for

‘The

Business’ are

formulated

but rather

vaguely, with

no link

between them

and/or the

balanced

scorecard.

A clear vision,

mission and

overall

strategy/s for

‘The Business’

are formulated

with some link

between them

and/or the

balanced

scorecard.

A clear and

purposeful

vision, mission

and overall

strategy/s are

enunciated

that underpin

the design of

the balanced

scorecard.

Strategy map

(20%)

Did not

meet

criterion.

The strategy

map is not

planned well.

No cause­and­

effect

relationships

are identified.

The objectives

are not defined

or defined

inappropriately.

No explanation

is given why

these

particular

objectives are

important for

‘The Business’.

The strategy

map is

constructed in

a cohesive

way but does

not align

some of the

strategic

objectives to

the vison,

mission and

overall

strategy of

‘The

Business’.

The

objectives are

defined but

the

explanation

as to why

these

particular

objectives are

important for

‘The

Business’ is

not given or is

not clear.

The strategy

map is

constructed in

a cohesive

way and aligns

some of the

strategic

objectives to

the vison,

mission and

overall

strategy of

‘The

Business’. The

objectives are

defined with

the

explanation as

to why these

particular

objectives are

important for

‘The Business’

is

relatively clear.

Shows a

skilfully

planned

strategy map

that accurately

depicts the

cause­and­

effect

relationships.

Accurately and

in an original

way translates

the mission,

vision and

overall

strategy/s of

‘The Business’.

Definitions and

why these

particular

objectives are

important for

‘The Business’

are thoroughly

discussed.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 8/11

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%

Scorecard

(12%)

Did not

meet

criterion.

The scorecard

identifies some

elements that

are accurate

along with

some that are

not accurate. It

omits the most

significant

measures and

targets. An

action plan is

not developed.

The

scorecard

identifies the

most

important

elements but

lacks

cohesiveness

with the

strategic

objectives,

mission,

vision and

overall

strategy/s of

‘The

Business’. An

action plan is

developed but

it is unclear

how the

initiatives will

help achieve

the strategic

objectives.

The scorecard

identifies the

most important

elements that

links to the

strategic

objectives,

mission, vision

and overall

strategy/s of

‘The

Business’. An

action plan is

developed

with an

explanation of

how the

initiatives will

help achieve

the strategic

objectives.

The scorecard

depicts a well­

devised set of

measures,

targets and

initiatives

aligned with

the strategic

objectives,

vision, mission

and overall

strategy/s of

‘The Business’.

The flow

between

measures,

targets and

initiatives is

clear.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 9/11

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%

Evaluation

of the

effectiveness

of your

balanced

scorecard in

achieving the

overall

strategy of

‘The

Business’

(16%)

Did not

meet

criterion.

Unclear,

ambiguous

evaluation of

the measures,

targets and

initiatives in

relation to the

strategy of

‘The Business’.

Knowledge

and

understanding

of the related

concepts is not

apparent.

Describes the

process that

led to the

selection of

the measures,

targets and

initiatives.

The

description

does not

provide a

clear rationale

for the

selection,

and/or not all

the measures,

targets and

initiatives are

discussed.

Discussions

are supported

by

appropriate

literature.

Describes the

process that

led to the

selection of

the measures,

targets and

initiatives. The

description

provides a

clear rationale

for the

selection with

most

measures,

targets and

initiatives

discussed.

Discussions

are supported

by appropriate

literature.

Provides a

clear and

comprehensive

reasoning that

led to the

selection of the

measures in

order to

achieve the

overall strategy

outcomes of

‘The Business’

extensively

supported by

appropriate

literature. 24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 10/11

By submitting my assessments below I declare that:

This is an original piece of work and no part has been completed by any other person than signed

below.

I have read and understood the guidelines on How to avoid plagiarism

(https://portal.swinburneonline.edu.au/study­resources/how­avoid­plagiarism­0) and no part of this

work has been copied or paraphrased from any other source except where this has been clearly

acknowledged in the body of the assignment and included in the reference list.

I have retained a copy of this assessment in the event of it becoming lost or damaged.

I agree and acknowledge that:

I have read and understood the Swinburne Assessment Declaration.

I accept that use of my Swinburne account to electronically submit this assessment constitutes my

agreement to the Swinburne Assessment Declaration.

If I do not agree to the Swinburne Assessment Declaration in this context, the assessment outcome

may not be valid for assessment purposes and may not be included in my aggregate score for this

unit.

Further information relating to the penalties for plagiarism, which range from a formal caution to

expulsion from the University, is contained in the Student Academic Misconduct Regulations 2012 and

at the Assessment declaration  (http://www.swinburne.edu.au/current­students/manage­

course/exams­results­assessment/submit­work/assessment­declaration/) page.

Criteria No Pass Pass 

50­59%

Credit 

60­69%

Distinction 

70­79%

High

Distinction 

80­100%

Evaluation

of the

effectiveness

of your

Balanced

Scorecard in

promoting the

goal

congruence

in ‘The

Business’

(16%).

Did not

meet

criterion.

Narrow focus,

ambiguous

and lacks

specificity.

Knowledge

and

understanding

of the concepts

is not

apparent.

Clearly

presents

arguments

but some

issues are not

discussed.

Discussions

are supported

by

appropriate

literature.

Clearly

presents

arguments.

Discussions

are supported

by appropriate

literature. 

Identifies

creative and

plausible

solutions

supported

extensively by

appropriate

literature. The

solutions

address key

difficulties in

achieving goal

congruence in

‘The Business’,

or an

organisation in

general.24/12/2017 Assignment 2: Team assignment

https://swinburneonline.instructure.com/courses/109/assignments/548 11/11

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