1. For the organisation outlined in the case study materials from Assessment Task 1, andusing the strategies and tactics developed in Assessment Task 1, you will need toprepare a marketing plan using the headings below.

a. Executive summary Provide an overview of the organisation and the plan,which simply states what is to be achieved.

b. SWOT analysis Submit an overview of the organisations strengths,weaknesses, opportunities and threats (analysed in Assessment Task 1).

c. Marketing objectives Include the objectives of the organisation (discussed inAssessment Task 1).

d. Strategies Outline the marketing opportunity selected and strategiesdeveloped in Assessment Task 1.Include your reasoning for the marketing mix decisions that you made and thestrategies you selected, referring to the SWOT, risk and gap analyses undertaken.e. Implementation Provide an outline of the tactics devised for implementation inAssessment Task 1. You need to provide you reasoning for choosing these tactics,and outline the process for reviewing performance.

2. When you have finished writing your marketing plan, you need to:a. liaise with your supervisor (your assessor) to arrange a suitable time and formatfor presentationb. present the plan to key stakeholders (a group assembled by your supervisor) inthe format specified by the assessor and at an agreed timec. allow for feedback on the plan from stakeholders within your presentation.

3. During your presentation, you will need to ensure you demonstrate:d. the appropriate communication skills to relate to a diverse range of peoplee. the leadership skills to gain the trust and support of stakeholders for the planyou present.

4. After you have presented your report and incorporated feedback from keystakeholders, you need to revise and send your final written report to your supervisor(your assessor).

Case study

Houzit is a chain of homewares stores in Brisbane that specialise in bathroom fittings,bedroom fittings, mirrors and decorative items. They currently have 15 stores spread acrossthe greater Brisbane area, with all stores being managed and coordinated from their headoffice in Milton.You have recently been appointed as the marketing manager and must now review theorganisation and devise marketing strategies that will move Houzit towards its strategicgoals.The CEO has also asked you to consider some marketing opportunities that may assistHouzit in reaching its goals, and provide him with brief summary evaluating two alternatives,including the benefits and risks associated with each option, and making a recommendationfor the opportunity most likely to produce results.You have gleaned the following information about Houzit: Houzit is close to entering its fifth year of operation; offering a wide range of homewareitems on easy-to-manage payment terms and supplies a three year guarantee onevery item sold. The typical target customers have the following characteristics: sophisticated people who are house proud shoppers who will drive to an easy-to-access store customers who require payment plans to spread their commitment over anextended period renovators and new home builders 2050 year olds. Houzit recognises the following trends and focuses its efforts on them. Quality Preference for high quality items is increasing as customers are learningto appreciate differences in quality. Unique items Customers want homewares that stand out from mass-produced,low quality items. Selection People are demanding a larger selection of choices, they are nolonger accepting a limited selection of homewares. The typical Houzit store has the following characteristics: Location A commercial, suburban neighbourhood, or urban retail district. Design Bright and functional. Size 1,0001,500 m2.

Employees 1520 full time, plus several casuals Types of transactions 60% cash, 40% on long-term repayment plan. Sales break-ups between the existing Brisbane stores reveal: 30% bathroom fittings 35% bedroom furnishings 20% mirrors and decorative items 15% lighting fixtures (recent addition). A new customers first purchase is generally of mirrors and decorative items and thisgives us the opportunity to sign them up to our loyalty program.In a brief discussion with the CEO, you asked about the changes taking place in legislationthat could impact on Houzits operation. The CEO explained:There is a big push by governments on the issue of sustainability. Thisfocuses mostly on environmental issues of waste management andenergy conservation. Houzit stores have been deliberately designed inthe past to be bright and comfortable places to shop. This means asignificant cost in electricity usage to run the lights and the airconditioners.With the new regulations we are going to have to findways to still provide customers with what they want without the highelectricity usage.

VisionHouzit will be a national retail brand, catering to the needs of home makers witha range of unique, high quality homewares made accessible to all through oureasy to manage payment plan.MissionBy 2020, Houzit will have a significant retail presence in homewares in everyAustralian capital city, starting with 15 stores in the greater Brisbane area andgrowing to 100 Australia wide.Objectives1. Increase sales from $15million per year to $20million per year in the nextthree years.2. Increase our loyalty customers list from 10,000 to 15,000.3. Establish brand recognition in Brisbane so that at least 1 in 3 peoplerecognise our brand in a random survey taken in 18 months time.

SWOT AnalysisStrengths: Excellent staff who are highly skilled and knowledgeable about homewares. Great retail space that is bright, functional and efficient for a commercialurban district. High customer loyalty among repeat customers. Assortment of offerings that exceed competitors offerings in quality,range and accessibility.Weaknesses: A limited marketing budget to develop brand awareness due to the lack ofcritical mass and store cover. The struggle to continually fund the growing long-term repayment planstaken out by our customers.Opportunities: A growing market in a high growth area with a significant percentage ofthe target market still not aware of Houzits offer. Increasing sales opportunities outside of our target area greaterBrisbane.Threats: Competition from local independent retailers can drive down prices, asowner operators have lover overhead costs than our staff-run stores. Competition from national chains moving into the Brisbane market. A slump in the economy reducing customer's disposable income spent onhomewares.