BSBMGT517_AE_CS_3of3

Version: 20210430 Date created: 13 March 2023 For queries, please contact: TAFE NSW – Tourism and Experience Services SkillsPoint Coffs Harbour Education Campus – Coffs Harbour © 2021 TAFE NSW, Sydney RTO Provider Number 90003 | CRICOS Provider Code: 00591E This assessment can be found in the: Learning Bank The contents in this document is copyright © TAFE NSW 2021 and should not be reproduced without the permission of TAFE NSW. Information contained in this document is correct at the time of printing: 27 November 2023. For current information please refer to our website or your Teacher/Assessor as appropriate. Document title: BSBMGT517_AE_CS_3of3 Page 3 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

Assessment overview There are two (2) parts to this assessment:  Part 1: Case study scenario  Part 2: Short answer questions Instructions for the Student  To complete this part of the assessment, you will be required to read the Case study scenario below.  Once you have read the information, you are required to complete their written responses to the short answer questions 1 – 8 in the spaces provided in this document.  Once completed you will need to submit this assessment to the assessor for marking. Document title: BSBMGT517_AE_CS_3of3 Page 6 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

Payroll has been high. Particularly on Saturdays. The initial thoughts were that the market would mainly be DINKs and they would like the full table service experience. However, it has been found that many are heading to the bar and wanting to order their food straight away, without the hassle of splitting bills at the end of their “Session”. Staffing on Sundays has been working well front of house , the staff are appreciating the extra work. However, due to current rostering arrangements it has been difficult to get skilled kitchen staff on the Sunday shift. Sundays have traditionally been the head chef and kitchen supervisor’s day off it has always been a quiet day. It has become an expectation that these days are their standard day off and there will need to be some negotiating to change this expectation. Saturday staffing is also problematic, and staff are working long hours due to Saturday nights at the pub being busy. The supervising chef worked the last Sunday of the review period and feedback was vastly improved. Statistical data shows that revenue on Saturdays has been maintained and revenue on Sundays has more than tripled in this time slot (2.00pm-5.00pm). Current staffing levels are lean at:  Saturdays: one floor staff, one bar and one chef  Sundays: 2 floor staff, 2 bar and 2 chefs Food costs are generally on budget. There are certainly some items that are selling very well and others that are slow movers. Feedback from customers and staff has actively been sought. Customer feedback:  Waited a long time for food (numerous comments particularly on Sundays)  No options for children other than a bowl of chips  A couple of items that are more substantial, I have come here on Sunday afternoons for years and want the hamburger I have always ordered  Wanted to order at the bar but was told I would have to go back and wait for floor staff  Like the beer tasting, but it has not changed  More options for the non-beer drinkers, some cocktails, more wine by the glass Document title: BSBMGT517_AE_CS_3of3 Page 9 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

Sales Data total collated over four weeks during Saturday and Sunday from 2.00pm-5.00pm *indicates a set menu item Table 2 Sales data Tapas Cold Menu items Sales Revenue $ Food cost % Tapas Hot Sales Revenue Food cost Tapas Dessert Sales Revenue $ Food cost % Item 1 35 580 18% Item 1 88 * 1420 25% Item 1 4 52 32% Item 2 8 244 32% Item 2 7 584 36% Item 2 8 88 28% Item 3 22 430 30% Item 3 5 280 26% Item 3 52* 600 25% Item 4 9 308 18% Item 4 90 * 1480 25% Item 4 9 90 19% Item 5 59 * 1300 25% Item 5 15 525 20% Item 5 3 54 29% Item 6 7 254 28% Item 6 35 690 25% Item 7 9 362 30% Item 7 50* 500 19& Item 8 55 * 925 16% Item 8 12 260 22% Item 9 35 835 18% Item 9 15 295 38% Item 10 24 580 22% Item 10 32 364 29% TOTAL 263 $5818 TOTAL 349 $6398 TOTAL 67 $884 Set menu sales in total = 42 Total beer paddle sales over 4 weeks = 125 Document title: BSBMGT517_AE_CS_3of3 Page 12 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

significantly exceeded the budget, or decrease staffing levels during slower periods, such as Saturday of week 3 when actual sales were well below the budget. By aligning staffing levels with sales patterns, we can improve productivity and ensure that we are using our staff as effectively as possible. 3. What does the financial information tell us about revenue and profitability of the operational plan? On the positive side, the actual sales of Sunday 1, Sunday 3 and Sunday 4 are higher than the budgeted sales, which are $500, $500 and $1200 respectively. However, on the negative side, the actual sales of Saturday 1, Saturday 2, Saturday 3 and Saturday 4 are lower than the budgeted sales, resulting in a negative difference of $200, $500, $500 and $800 respectively. In general, these differences indicate that the operation plan may overestimate the potential sales of Saturday shifts and underestimate the potential sales of Sunday shifts. This information is very important for adjusting the operation plan to maximize revenue and profitability. 4. Identify at least (6) areas of underperformance/areas for improvement. Recommend solutions and design an implementation schedule (that includes a priority rating) that you and the owner will present at the meeting. These areas must align with the goals and KPI’s of the operational plan. Attach your implementation schedule to this case study assessment. 1.Slow food service during busy times 2.Inefficient beer paddle sales recording system 3.Lack of knowledge among staff about beer matching 4.Limited options for children and non-beer drinkers 5.Lack of entertainment for children 6.Inconsistent beer matching recommendations Recommendations and Implementation Schedule: 1.Slow food service during busy times: Priority Rating: High Solution: Document title: BSBMGT517_AE_CS_3of3 Page 15 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

Conduct beer education sessions. Provide coloring books, crayons, and other games for children. Month 2: Create a beer pairing menu. Develop a children's menu. Month 3: Implement digital tracking system for beer paddle sales. Ensure staff taste the different beers and food pairings. Month 4: Train staff on the new beer paddle sales tracking system. Develop non-alcoholic drink menu. Month 5: Increase wine and cocktail options on the menu. Month 6: Host family-friendly events. Document title: BSBMGT517_AE_CS_3of3 Page 18 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME:

Assessment feedback NOTE: This section must have the Teacher/Assessor and student signature to complete the feedback. If you are submitting through the TAFE NSW online learning platform, your Teacher/Assessor will give you feedback via the platform. Assessment outcome ☐ Satisfactory ☐ Unsatisfactory Assessor feedback ☐ Has the Assessment Declaration for this assessment event been signed and dated by the student? ☐ Are you assured that the evidence presented for assessment is the student’s own work? ☐ Was reasonable adjustment in place for this assessment event? If yes, ensure it is detailed on the assessment document. Comments : Assessor name, signature and date: Student acknowledgement of assessment outcome Would you like to make any comments about this assessment? Student name, signature and date Wenbin.Xia 13/03/2023 Document title: BSBMGT517_AE_CS_3of3 Page 21 of 21 Resource ID: TES_18_007_BSBMGT517_AE_CS_3of3 STUDENT NAME: