3. ANALYSING THE CURRENT PERFORMANCE OF THE BUSINESS a) Having learnt your course in Logistics Performance Measures explain to the board: i. What does concept “Performance” refer to and, ii. illustrate your understanding of the Common Elements of Performance Management using a relevant example from this RCL case studyb) Submit an assessment using the scale below Scale: Does not meet expectations Meets some of the expectations Meets and/or exceed all or some expectations Levels of performance management Questions that the performance management levels aim to answer Your Assessment based on the Scale Your reasoning on the assessment Examples in the case study to support your assessment 1. Strategic performance management Is the strategy being implemented to achieve the organisational objectives? Is the organisation delivering the expected results? Levels of performance management Questions that the performance management levels aim to answer Your Assessment based on the Scale Your reasoning on the assessment Examples in the case study to support your assessment 2. Operational performance management Is each department meeting the targets? How are operational activities supporting the organizational strategy? Are activities and projects efficient enough or is optimization necessary? 3. Individual operational performance management How are individuals performing? a. Use the scale below to evaluate RCL's performance across the various levels of performance. 00:00 OA Nall ll 52%BACKGROUND OF THE BUSINESSI.RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufactureremploying over 21 000 people, producing a wide range of branded and private label food products which we distributethrough our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who weare and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and OurAmbition and guided by Our Values.Who we are?%3DI.Our PassionWe believe in doing more.with a single-minded passion to provide more food to more people, more often. We believethat by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employeesinspired, and our customers and shareholders will enjoy the benefits. In our Passion to do "more", we are driven by adesire to improve people's access to nourishing food while achieving sustained business growth. The three "mores" ofour Passion express our interlinked social and business agenda.More foodWHAT: We wil provide more nourishing food, better value and greater choiceHOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building ourportfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentlessinnovationMore peopleWHAT: We will make food choices available to all people.HOW: We strivemake food choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsMore oftenWHAT: We strive to make fod choices available to all people by increasing our market share in existing categoriesand finding new consumers in new categories and marketsHOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumermeal occasions through increased distribution and better penetrationPage 23 of 38BPLLMB1II.Our AmbitionTo build a profitable business by creating food brands that matter, brands that make an impact on people'slives and cater to their needs.IV..Our Strategic ThrustsGrow through strong brands• Extend our leading value chainPartner with strategic customers• Expand into Africav. Our Business ModelGuided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through themanufacture and distribution of a wide range of branded and private label food products. In line with our businessmodel, our business activities centre on growing our revenue and profit across both our core and added-valuecategories, through the effective and balanced use of our capitals. 00:00 OОООA NI ll # ll 52%Page 25 of 38BPLLMB1RCL STRATEGIC PERFOMANCEStrategic Area2019 DeliverablesNext Year TargetsGROW THROUGH STRONG N1 MARKET LEADERSBRANDSINITIATED KEY BRANDEXTENSIONS INTO NEWCATEGORIES FORFUTURE GROWTHIntensify our investment intothe full restoration of theRainbow brand.We will further drive excitinginnovation into the marketthrough expansion of ourPies manufacturing facilitiesto further entrench Pie man'sas market leader.DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen ourGROCERY, PIES ANDBEVERAGES BUSINESSUNITS DUE TOINNOVATIVE PRODUCTSLAUNCHED INPARTNERSHIP WITH OURCUSTOMERSPARTNER WITHSTRATEGIC CUSTOMERSOUR INTEGRATEDOFFERINGS AS ONE RCLFOODS PORTFOLIO INpartnerships withFoodservice customers andstrategically pursue jointbusiness partnerships withretailers in key categoriesOUR FOODSOLUTIONSBUSINESS, SPECIFICALLYIN GROCERYEXTEND OUR LEADINGVALUE CHANSEAMLESS TAKE-ON OFSIQALO FOODS BUSINESSINTO OUR SHAREDSERVICE PLATFORMINITIATED EXPANSION OFPIES MANUFACTURINGCAPACITY WITH A R80MILLION CAPEX PLANaccelerate our route-to-market initiatives across ourentire portfolio to improvecustomer service, driveefficiencies and allow RCLFOODS to capitalize on newopportunities in the digitalarena.INSPIRE GREAT PEOPLELAUNCHED LET'S TALKMOBILE PLATFORM FORAUTHENTICRELATIONSHIP BUILDINGACROSS THE EMPLOYEER44,4 MILLION WAS SPENT maintain the momentumTRAINING OVER 10 000ΕMPLOYEESgained in inspiring greatleaders of tomorrow acrossevery level of employee inthe organizationCHAINEXPAND INTO THE RESTOF AFRICAACQUIRED 45% OF LSALOGISTICS IN ZAMBIAGROWTH IN SOUTHAFRICAN EXPORTScontinue our low riskexpansion strategy intoTHROUGH OUR LOGISTICS Africa. We are cognizant ofour healthy balance sheetand low gearing profile andbelieve we are well placed toconsider strategic expansionand acquisition opportunitiesthat may be forthcoming inSouth Africa and the rest ofPARTNERS IN AFRICAAfrica.Page 26 of 38BPLLMB1RAPID PROGRESS INRUSTENBURG WASTE-TO-VALUE PROJECTEXPECTED TO BECOMMISSIONED IN THEFIRST HALF OF THE 2020FINANCIAL YEARDRIVE SUSTAINABLEBUSINESS"A RATING IN THE CDP2018 CLIMATE CHANGESURVEY, LEADING THE SAFOOD AND BEVERAGEcontinue to drive thetransformation agenda in theChicken and Sugar valuechainsSECTORCEO REPORTREVIEW OF OPERATIONS

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Answered: ANALYSING THE CURRENT PERFORMANCE OF…

Principles Of Marketing

17th Edition

ISBN:9780134492513

Author:Kotler, Philip, Armstrong, Gary (gary M.)

Publisher:Kotler, Philip, Armstrong, Gary (gary M.)

Chapter1: Marketing: Creating Customer Value And Engagement

Section: Chapter Questions

Problem 1.1DQ

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3. ANALYSING THE CURRENT PERFORMANCE OF THE BUSINESS a) Having learnt your course in Logistics Performance Measures explain to the board: i. What does concept “Performance” refer to and, ii. illustrate your understanding of the Common Elements of Performance Management using a relevant example from this RCL case study b) Submit an assessment using the scale below Scale: Does not meet expectations Meets some of the expectations Meets and/or exceed all or some expectations Levels of performance management Questions that the performance management levels aim to answer Your Assessment based on the Scale Your reasoning on the assessment Examples in the case study to support your assessment 1. Strategic performance management Is the strategy being implemented to achieve the organisational objectives? Is the organisation delivering the expected results? Levels of performance management Questions that the performance management levels aim to answer Your Assessment based on the Scale Your reasoning on the assessment Examples in the case study to support your assessment 2. Operational performance management Is each department meeting the targets? How are operational activities supporting the organizational strategy? Are activities and projects efficient enough or is optimization necessary? 3. Individual operational performance management How are individuals performing? a. Use the scale below to evaluate RCL's performance across the various levels of performance.

00:00 O
A N
all ll 52%
BACKGROUND OF THE BUSINESS
I.
RCL FOODS is a leading South African food manufacturer. We are a leading South African food manufacturer
employing over 21 000 people, producing a wide range of branded and private label food products which we distribute
through our own route-to-market supply chain specialist, Vector. Our strategy is founded on a clear sense of who we
are and where we are going as a business. We aim to create the future Our Way - driven by Our Passion and Our
Ambition and guided by Our Values.
Who we are?
%3D
I.
Our Passion
We believe in doing more.with a single-minded passion to provide more food to more people, more often. We believe
that by nourishing people while sustaining our resources, everyone wins. Communities will be enriched, employees
inspired, and our customers and shareholders will enjoy the benefits. In our Passion to do "more", we are driven by a
desire to improve people's access to nourishing food while achieving sustained business growth. The three "mores" of
our Passion express our interlinked social and business agenda.
More food
WHAT: We wil provide more nourishing food, better value and greater choice
HOW: We aim to provide more nourishing food, better value and greater choice. We will do this through building our
portfolio with strong brands, gaining a bigger share of meals by driving added-value products, and relentless
innovation
More people
WHAT: We will make food choices available to all people.
HOW: We strive
make food choices available to all people by increasing our market share in existing categories
and finding new consumers in new categories and markets
More often
WHAT: We strive to make fod choices available to all people by increasing our market share in existing categories
and finding new consumers in new categories and markets
HOW: We will provide affordable food to everyone, every day, everywhere. We'll do this be reaching new consumer
meal occasions through increased distribution and better penetration
Page 23 of 38
BPLLMB1
II.
Our Ambition
To build a profitable business by creating food brands that matter, brands that make an impact on people's
lives and cater to their needs.
IV.
.
Our Strategic Thrusts
Grow through strong brands
• Extend our leading value chain
Partner with strategic customers
• Expand into Africa
v. Our Business Model
Guided by Our Passion and underpinned by Our Values, we strive to create value for our stakeholders through the
manufacture and distribution of a wide range of branded and private label food products. In line with our business
model, our business activities centre on growing our revenue and profit across both our core and added-value
categories, through the effective and balanced use of our capitals.

Transcribed Image Text:00:00 O ООО A NI ll # ll 52% Page 25 of 38 BPLLMB1 RCL STRATEGIC PERFOMANCE Strategic Area 2019 Deliverables Next Year Targets GROW THROUGH STRONG N1 MARKET LEADERS BRANDS INITIATED KEY BRAND EXTENSIONS INTO NEW CATEGORIES FOR FUTURE GROWTH Intensify our investment into the full restoration of the Rainbow brand. We will further drive exciting innovation into the market through expansion of our Pies manufacturing facilities to further entrench Pie man's as market leader. DOUBLE DIGIT GROWTH IN PROGRESS IN EXTENDING continue to strengthen our GROCERY, PIES AND BEVERAGES BUSINESS UNITS DUE TO INNOVATIVE PRODUCTS LAUNCHED IN PARTNERSHIP WITH OUR CUSTOMERS PARTNER WITH STRATEGIC CUSTOMERS OUR INTEGRATED OFFERINGS AS ONE RCL FOODS PORTFOLIO IN partnerships with Foodservice customers and strategically pursue joint business partnerships with retailers in key categories OUR FOODSOLUTIONS BUSINESS, SPECIFICALLY IN GROCERY EXTEND OUR LEADING VALUE CHAN SEAMLESS TAKE-ON OF SIQALO FOODS BUSINESS INTO OUR SHARED SERVICE PLATFORM INITIATED EXPANSION OF PIES MANUFACTURING CAPACITY WITH A R80 MILLION CAPEX PLAN accelerate our route-to- market initiatives across our entire portfolio to improve customer service, drive efficiencies and allow RCL FOODS to capitalize on new opportunities in the digital arena. INSPIRE GREAT PEOPLE LAUNCHED LET'S TALK MOBILE PLATFORM FOR AUTHENTIC RELATIONSHIP BUILDING ACROSS THE EMPLOYEE R44,4 MILLION WAS SPENT maintain the momentum TRAINING OVER 10 000 ΕMPLOYEES gained in inspiring great leaders of tomorrow across every level of employee in the organization CHAIN EXPAND INTO THE REST OF AFRICA ACQUIRED 45% OF LSA LOGISTICS IN ZAMBIA GROWTH IN SOUTH AFRICAN EXPORTS continue our low risk expansion strategy into THROUGH OUR LOGISTICS Africa. We are cognizant of our healthy balance sheet and low gearing profile and believe we are well placed to consider strategic expansion and acquisition opportunities that may be forthcoming in South Africa and the rest of PARTNERS IN AFRICA Africa. Page 26 of 38 BPLLMB1 RAPID PROGRESS IN RUSTENBURG WASTE-TO- VALUE PROJECT EXPECTED TO BE COMMISSIONED IN THE FIRST HALF OF THE 2020 FINANCIAL YEAR DRIVE SUSTAINABLE BUSINESS "A RATING IN THE CDP 2018 CLIMATE CHANGE SURVEY, LEADING THE SA FOOD AND BEVERAGE continue to drive the transformation agenda in the Chicken and Sugar value chains SECTOR CEO REPORT REVIEW OF OPERATIONS

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