Sam lee marketing manager sam is responsible for the

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Sam Lee, Marketing Manager Sam is responsible for the management of all aspects of marketing. Sam manages the activities of the marketing team. Pat Sweeney, Manager: Brisbane (Kenmore) Pat is responsible for the management of all aspects of the Brisbane store. Alex Mitchell, Manager: Gold Coast Alex is responsible for the management of all aspects of the Gold Coast store. A summary of human resources at each of the two locations appears below: Brisbane: Head office Employees: 30 full-time and casual sales and customer service people, check-out staff trained in use of POS – integrated with ERP (enterprise resource planning) and CRM (customer relationship management) software system senior management team (five) + one store manager four sales team leaders one delivery truck driver one warehouse worker. BSBMGT517 Manage operational plan Assessment – Version: 1.0 (Created: 11/10/17; Printed: 21/07/18) This document is uncontrolled version when printed 15
Gold Coast operation Employees: 30 full-time and casual sales and customer service people, check-out staff trained in use of POS – integrated with ERP (enterprise resource planning) and CRM (customer relationship management) software system one store manager three sales team leaders one delivery truck driver one warehouse worker. Office requirements The office space is leased and will accommodate the necessary office equipment, such as computers, fax machine, photocopier and other engineering equipment. Brisbane: Head office Location: Kenmore. Size: 15,000 square metres (50% warehouse, 50% display area). Warehouse area used at 45% of capacity, but poorly configured to accommodate heavy increase in distribution traffic. Large mezzanine office space (used to be occupied by online retailer, currently subdivided and occupied by the management team). Loading bay with large capacity (most of area incorporated into customer display area, could be easily and cheaply reconfigured to accommodate extra distribution). Gold Coast operation Location: Robina. Size: 12,000 square metres (50% warehouse, 50% display area). Warehouse area used at 50% of capacity, but poorly configured to accommodate heavy increase in distribution traffic. Large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company). Lots of spare office space. Loading bay with large capacity. Operating capital requirements BBQfun requires approximately five million dollars in working capital to sustain and ensure the business meets all opening and ongoing financial obligations. The company may experience financial pressures during slow sales periods. BSBMGT517 Manage operational plan Assessment – Version: 1.0 (Created: 11/10/17; Printed: 21/07/18) This document is uncontrolled version when printed 16
A long-term strategy to maintain a positive cash flow during these periods will be to diversify the company’s product range and develop business opportunities such as e-commerce to boost sales and sales capability overall.

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