Financials total current assets 35500 total non

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Financials: Total current assets: $35,500 Total non-current assets: $341,002
6 Total liabilities: $276,500 Total owner’s equity: $100,002 Trend sales: Increased steadily. Due diligence: Fully provided. Overall Potential Assessment: low Risk: Risks with poor brand association. Long term commitment in signage. Cost benefit analysis: 50 cafes per year, at $200 per café cost for each partner. 50 machines sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes. Trend sales: 2007 - 2008: Decreased 2008 - 2009: Decreased 2009 - 2010: Increased 2010 – 2011: Increased Unstable. Financials: Not provided. Due diligence: Copies of other strategic alliance agreements have been provided. No statement of Financial Position from last tax return. No full personal contact details of all directors. Supporting data for trends, and cost benefit analysis have been provided. Overall Potential Assessment: low Cost-benefit analysis: Potentially 200 machines installed in the first year. Interest costs $40,000 p.a. profit $100,000. Break-even after 80 machines sold. Financials: Total Current Assets: $313,00
7 Total Current Non-Assets: $308,500 Total Liabilities: $176,500 Total Owners Equity: $445,000 Trend sales: Increasing constantly. Due diligence: Fully provided. TASK 4 PART 2 Task 1 a) A draft strategic plan A Strategic objectives for MacVille’s import /export business Patricia Mees gave a presentation concerning the objectives that would form part of the strategic plan for the next five years. Objective 1 - To sell and service MacVille espresso coffee machines in every state of Australia. This was a Top priority that would involve the acceptance of Java Estates tender. This was an important alliance and one that should be managed at the highest level. With the Sydney warehouse now established, it was important to look for other warehouse opportunities in high volume states. The other states could be managed with an agent’s network and by outsourcing the maintenance. Objective 2- to increase profit marginse by 5% from our 2010 benchmark in the next five years. This should occur naturally, with increased sales allowing for better price negotiations with suppliers, and getting all departments to make optimum use of their staff. Objective 3 ; To establish the MacVille brand recognition in key markets in the next five years, mostly via a new technologies but also co-branding with our strategic partner. This is also a high priority if the successful rollout is to be achieved. Objective 4- To reduce our waste and energy use by 10% from our 2010 benchmark within the next five years. Education programs and incentive rewards for innovations in this area should see the organization achieve its objectives.
8 Strategies that could be used to meet the objectives in the future. Objective 1 - To sell and service MacVille espresso coffee machines in every state of Australia in the next five years. All states have a Macville machine, apart from the Northern Territory where it took some time to get an agent, and an experienced espresso machine repairer has not yet been found to take on the job due to the attractiveness of mining industry pay rates.

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