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  1. Scenario 1
    • Vision and Mission Statement
      • Mission Statement

Based on General Manager’s statements, the organization’s mission is: “To become a national brand accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.”
The company focuses on achieving three main things as revealed in its mission. The first one is becoming a national brand. In this case, it implies that the company will strive to stand out among its competitors within the national boundary setting (Weickert et al., 106).
This involves being competitive especially in service delivery which characterizes the hospitality industry. The second part of the mission is becoming accepted as an integral part of the hospitality industry. This part of the mission entails ensuring that the needs of its immediate and potential customers are adequately met (Weckert et al., 113). Lastly, the third part of the mission is concerned with being a key component in the success of hospitality establishment across all areas. This part reveals the intention of the firm to contribute to the growth of hospitality industry which is fundamental to its success. However, to achieve this, the company requires being at the forefront of technological and economic change. It should be dynamic to achieve these dreams.

  • Vision Statement

Particularly, vision focuses on why and how the firm intends to achieve its mission. The following is the company’s vision statement; “To provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients.”
The vision of the company is specifically concerned with the performance of its machine as a fundamental component of its success. It focuses on efficiency which is aimed at ensuring that the productivity plans of the machine are cost – effective (Mueller, 298). At the same time, it should be reliable once acquired by the company clients. Lastly, the firm desires to produce a sustainable product that meets the needs of the industry as this will help the company meet its desired profitability levels that can enhance its growth both individually and the community at large through its support (Mueller, 303).

  • Company Values

The company prides in stewardship and adherence to professionalism and upholding high moral standards in its service delivery as some of its basic value. It also values its people whereby it is committed to encouraging a self-directed team, cultivating leadership and maintaining a high level of safety. The company also endeavors to work in a clean environment. It is committed to wise environmental practices and offering a meaningful value to its customers.

  • Current Organization Practices

Organization practices entail incorporating innovation as a critical component in achieving the company mission. The company strives to improve efficiency processes and enhancing the effectiveness of customer solutions. These practices particularly align with the company vision, mission, and values. As noted in the mission and vision statement, the company targets at being in the center of driving the hospitality industry and providing efficient, effective and sustainable products. This cannot be achieved without the company striving to become efficient and providing effective solutions to customers. The company is managing this by engaging in a periodic evaluation of its undertakings, accept handling its challenges and seek to simplify its operations in order to improve its standards by welcoming new ideas. The practices are focused on achieving what is well described in its values, mission, and vision. Some of its major values are stewardship, professionalism, and commitment to improving overall performance. Finally, to effectively embrace its value of remaining committed to improving the wellness of the environment, become a driving force for the industry as stipulated in its mission, the company engages in strategic alliances to seek the new partnership that can help support its will and achieve desired results.

  • Summary of the Company Vision and Mission
  • The company focuses on achieving three main things as revealed in its mission.
  • The first one is becoming a national brand.
  • The second part of the mission is becoming accepted as an integral part of the hospitality industry.
  • The third part of the mission is concerned with being a key component in the success of hospitality establishment across all areas. This part reveals the intention of the firm to contribute to the growth of hospitality industry which is fundamental to its success.
  • The vision of the company is specifically concerned with the performance of its machine as a fundamental component of its success.
  • It focuses on efficiency which is aimed at ensuring that the productivity plans of the machine are cost – effective.
    • Email Draft
      • Existing vision and mission

The existing vision statement for the company is providing espresso coffee machines that meet the efficiency, reliability and sustainability needs of company hospitality clients while the mission is becoming a national brand accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments, both large and small.

  • Current Approaches

The approaches that the organization is using include finding new ways to improve the efficiency of processes and effectiveness of customer solutions. It also uses process evaluation of the company activities and devises new ways that can be used to improve the company performance. Strategic alliance and partnership are embraced to support and promote desired results (Pahl, Nadine, and Richter, 138 – 144). Finally, participates in community social development as a way of giving value to the community.

  • Revised vision and mission

Revised mission statement: “To become a national brand accepted as an integral part of the hospitality industry, perceived as a key component in the success of hospitality establishments both large and small through innovation.”
Revised vision statement: “To provide espresso coffee machines that meet the efficiency, reliability and sustainability needs of our hospitality clients and to encourage innovative ideas among our staffs.”

  • Organizational values

Values for supporting revised mission and vision include stewardship, innovativeness across every category of service, professionalism, high moral standards of conduct and all inclusive.

  1. Scenario 2
    • PEST Analysis

PEST analysis examines the company political, economic, social and technological environment. For the case of MacVille, the company faces the following issues under these categories.

  • Political Issues

Political issues are those resulting from government intervention in business operations. They include regulation and legal factors that influence the trade market and business environment (Slamanig 124). The company faces such factors like removed tariffs on the imported goods, including the espresso machines through free trade (Slamanig 119). Further, legal factors include increased tax imposition, especially on carbon-related energy programs.

  • Economic issues

This category concerns the economic factors that can affect the performance of the company. Common factors include inflation, growth in the economy, interest rates, unemployment rate and related policies among others. The company faces favorable factors such as the growth in the home consumer market, the increasing strength of the dollar and the anticipated high growth in the economy that is a positive sign for the firm (Speth, Christophe, and Carly Probert, 69).

  • Social issues

Social factors concern elements like the cultural limitation, changing lifestyle, demographics and the level of education (Speth, Christophe, and Carly Probert, 93). Social factors in the business environment of MacVille include the steady growth in population to reach about 36 million by 2050 and the changing lifestyle trends that are leaning towards eating out frequently. This is expected to positively impact the company sales (Speth, Christophe, and Carly Probert, 107).

  • Technological issues

Technological issues include changes in technology that can negatively or positively influence the introduction of service or product in the market. For the case of MacVille, these factors include developing a new machine that uses 30% less of energy to operate, innovative and an improved level of efficiency. These have a positive impact on the future sales performance of the company. In summary, the following chart is a summary of PEST Analysis.

Political Economic Social Technology
–          Reduced tariffs on imports.
–          Introduction of free trade policies
–          New state tax policies on carbon emission.
–          Expected growth in the home based consumer market.
–          Increased competition due to free trade.
–          Increased tax imposition of carbon emission
–          Anticipated growth in the population growth.
–          Changing lifestyle trends where the aged are leaning more on eating outside.
–          The introduction of cost –effective machine that uses 30% less energy.
–          Innovation focused on efficiency.
 

Chart 1: MacVille PEST Analysis

  • SWOT Analysis

SWOT Analysis is concerned with the analysis of the company strength, weaknesses, opportunity, and threats of its market (Fine, 123). The first aspects, that is, strength and weaknesses examine the internal environment of the firm while opportunity and threats look at the external environment. The following chart is an analysis of the company SWOT.

Strength Weaknesses
–          Strong internal controls in finance and accounting.
–          Extensive and perfect marketing and sales programs.
–          Good market reputation through effective service delivery.
–          Effective procurement policies.
–          Poor inbound logistics leading to delayed delivery timelines.
–          Poor outbound logistics policies
–          Poor quality from contractors
Opportunity Threats
–          Existing potential markets in new Sydney.
–          Existing ineffective competitors
–          Available strategic alliances with coffee supplies to easily penetrate new markets.
–          Changing technological environment that requires serving coffee using espresso bean and machine market (Fine, 133).
–          Increasing value of Australian dollar that could affect tourism.
–          Rising interest rates that can affect disposable income.
–          Entry of new competitors such as BeanFix.
–          Increasing strain on company resources due to changing environment demands.

Chart 2: SWOT Analysis

  • Existing Competitors and Allies
    • Homes Espresso Trades

This is the MacVille ally that specializes in selling espresso machines to home market but only in Sydney. The firm also sells other digital home entertainment products. Its strengths are inability to cover the espresso machines market. However, its weaknesses are the inability to work with strategic partners in the hospitality industry. Some risks it poses to the company include failure to fulfill financial commitment, associating with a non-industry partner that can affect customer bases and can access the secrets of MacVille, risking its operation (Pahl, Nadine, and Richter, 118).

  • Ambrosia Coffee Roast

This is the competitor to MacVille. The company specializes in selling all grades of coffee bean to supermarkets and hospitality outlets in Australia. Its strengths include a commitment to coffee bean industry and have a strong client base. However, it has poor product quality as it emphasizing largely on quantity (Pahl, Nadine, and Richter 118).

  • Java Estate

It is both an ally and competitor firm. It specializes in selling Arabica roasted coffee beans in all of Australia. It also offers espresso machines to clients without charge. Its weaknesses are the lack of proper strategic alliance if introduced into partnership. However, it has a strong commitment to hospitality industry (Pour, 167).

  • Summary Statement for each of competitor/Allies

The following table summarizes the features of each competitor/allies in relation to their operation alignment with mission, vision, and values of MacVille.

Competitor/Ally Summary statement
Home Espresso Trader – Ally It is committed to the success of hospitality industry and can help achieve MacVille vision and mission of ensuring sustainability and efficiency.
Ambrosia Coffee Roast – Competitor It is committed to quality coffee bean delivery and sales. Partnering with MacVille can enhance the company achieve its vision. Its operations align with company values of being professional.
Java Estate Committed towards delivery quality and remaining relevant in the market. This can help MacVille achieve its mission of becoming a leading firm in driving the industry high standards.

Besides, Java Estate has good financial performance that puts it at the great capability of investing into innovation which will enhance the company vision and mission of becoming a national brand that is integral with the advances in the hospitality industry. However, the company has challenges meeting customer needs in terms of quality and it is largely less interested in establishing strong strategic alliances (Pour 178). The same trend is exhibited by Ambrosia coffee roast that is highly susceptible to the poor association and likely to fail to commit to long-term signage. This would probably affect service delivery due to possible delays in the delivery of supplies to the company.

  1. Scenario 3

Based the existing business opportunities provided, the most suitable characteristics for the first opportunity, that is, the existence of a larger building implying that the business can open another service would be identifying the opportunity and taking its advantage. The business should take advantage of the available building to establish a business where it proceeds to operate and increase its market share. The second case is about the environmental disaster that has occurred at the local beach implying that local industrial supplies can supply the materials to clean the spill. In this case, the opportunity exists for a short time. Investing in this opportunity should be based on short-term policies.

  1. Scenario 4

The following is a list of opportunities that were not achieved and reasons for failure of achieving as provided in the analysis of performance vs SLA

  • Priority 1 – response – only achieved 96% in less than 5 minutes instead of the expected 100% in less than 5 minutes. The reason could be due to high frictions in the processing line thus delaying response.
  • Priority 1 – resolution – Only achieved 99% ASAP instead of the targeted 100%ASAP. The reason is due to bureaucracy in delivering required resolution.
  • Priority 2 – response – Only achieved 98% in less than 20 minutes instead of the targeted 100% in less than 20 minutes. The reason is due to delayed responses that probably resulted from poor technology in the process of producing a response.
  • Priority 4 – response – only achieved 97% in less than 4 hours instead of 100% in less than 4 hours. The major cause is the lack of sufficient time to run the process.
  • Priority 4 – resolution – Only achieved 95% in less than 8 hours instead of 100% in 8 hours. The reason is due to limited time and probably bureaucratic details that delayed the system.
  • Priority 5 – response – Only achieved 96% in less than 6 hours instead of 100%. The reason is possibly due to system breakdown.
  • Priority 5 – resolution – Only achieved 90% in less than 24 hours instead of 100% in 24 hours. Increased bureaucracy and failure in the system technology to complete the process as desired.
  1. Scenario 5 – Copying Design
  2. The first thing the designer should have done was ensuring that he gets a design protection or patent for her original garment before releasing them to the market. The patent helps to avoid the possibility of copying that can be done probably by its competitors.
  3. The case is under copyright protection and could be strong if the designer could have sought design protection first (Hutchison 213).
  4. Scenario 6: Privacy Policy

A privacy policy is intended to explain the respect required from the users of the website. It directs on the type of information that should be gathered, how to use the information and ensuring the security of the information gathered (Cranor, 112). The privacy option for the case of Florist include:

  • Avoid directly imitating the catalog for the pre-packaged floral arrangement.
  • Details obtained from the catalog should specifically be used for carrying out business activities of the company (Applegate, Edd, and Art Johnsen, 146).
  • No personal information about clients should be used on the company website.
  • The users should endeavor to promote the company sales turnover (Cranor, 112).
  1. Scenario 7: Acknowledge services and products correctly
  2. Steve under this scenario has acted unethically in various ways as listed below:
  • Using the information of his previous employer to demonstrate the website portfolio to the new client. However, he does not acknowledge the previous employer’s work and instead, he claims it is his work. This is unethical (Applegate, Edd, and Art Johnsen 146).
  • It is also unethical because he does not quote appropriate price relevant to the value of money for the service that he is providing. In this case, Steve does not acknowledge the product correctly (Hutchison 17).
  1. Scenario 8: ACS Code of Conduct

The scenario involves a situation where Joe decides to enter into the system maliciously just to allocate himself extra time for the assignment. The ACS code of conduct compromised in the situation is honesty (Applegate, Edd, and Art Johnsen 146). According to ACS code of conduct, one is not supposed to breach public trust in the profession or particular trust of stakeholders. In the case of Joe, he has breached the trust of his stakeholder after entering the system and extending allocated to submit his assignment. He has failed to observe utmost honest and integrity in the profession while making decisions that favor his actions. Specifically, he has attempted to enhance his own reputation at the cost his stakeholder, the teacher (Weckert et al., 176).
 
 
 
 
 
 
 
Works Cited
Applegate, Edd, and Art Johnsen. Cases in advertising and marketing management: real situations for tomorrow’s managers. Lanham: Rowman & Littlefield, 2007. Print.
Cranor, Lorrie F. Web privacy with P3P: [the platform for privacy preferences. Beijing u.a: O’Reilly, 2002. Print.
Fine, Lawrence G. The SWOT analysis: using your strength to overcome weaknesses, using opportunities to overcome threats. Place of publication not identified: Kick It, 2009. Print.
Hutchison, Thomas W. Web marketing for the music business. Burlington, MA: Focal Press, 2013. Print.
Mueller, John. Mastering Web development with Microsoft Visual Studio 2005. Indianapolis London: Wiley, 2005. Print.
Pahl, Nadine, and Anne Richter. SWOT analysis: idea, methodology and a practical approach. Munchen: GRIN Verlag, 2007. Print.
Pour, Mehdi. Encyclopedia of information science and technology. Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pa., 17033, USA: IGI Global, 2015. Print.
Speth, Christophe, and Carly Probert. The SWOT analysis: develop strengths to decrease the weaknesses of your business. Namur: 50Minutes, 2015. Print.
Slamanig, Markus. Pest analysis Hungary. Place of publication not identified: Grin Verlag, 2013. Print.
Weckert, John, Richard Lucas, and Michael J. Selgelid. Professionalism in the information and communication technology industry. Canberra, ACT: ANU E Press, 2013. Print.