22. intro to bus info syst -business report part b. (CMP Pty Ltd)

… 30 September 2015 …

BUSINESS REPORT PART 2 (2014-2015)…for Combined Milk Products Pty Ltd

Prepared byAngela p. gendersCMP Plant Operations Department

Executive Summary:

One of Australia’s leading Dairy-Producers, Combined Milk Products Pty Ltd, foundits inception as a small humble Milk Processor for Local Dairy-Farmers inCranbourne, Victoria. Under the leadership of CEO and founder Peter Frost, since itsbeginnings in 1963, CMP has grown to become a million-dollar multi-product firm,holding a large segmentation of the Australian Dairy-Production Market.

Peter Frost, a former Gippsland Farmer, has developed through interpersonalrelationships with regional Victorian quality Farmers, high value products worthy ofthe CMP excellence standard.

Collection, processing, testing, accounting, packaging, distribution, among others, allare handled within CMPs Processing Plant to meet the expert standards of AustralianNational-Consumers, as well as Australian Governmental Regulatory Body’s.

Combined Milk Products Pty Ltd has gone from a small local humble Milk-Processor,to a principal National Australian quality and trusted Brand. The next phase of theevolution of the CMP family will see its continuation into a leading Asian-PacificDairy Producer under new CEO Michael Johnson.

The following Business Report Part 2 is an extension of the first Report whichreviewed the processes and procedures of internal operating systems and networkswithin CMP, giving recommendations for streamlining our communication andsystems technologies within the likes of digital dashboard, cloud-based information-sharing and systems integration into handheld operating-devices.

Part 2 focuses upon the functionality and extension of the external-networks andenvironments. Reflecting upon how the Company’s Website is now the OperatingHeadquarters and cold-face for CMPs products, and as such needs to reflect withinboth literature and photography the mission statement, morals & values, as well as thefamily-supported network of CMP staff, dairy-farmers and retailers. This is theprimary external information source for customers to experience the atmosphere andproduct-lines of CMP, as well as have an opportunity to voice their opinions andshare stories and experiences of their own within CMPs Social-Media Facebook Page.

It is recommended that a Webhost be contracted to professionally formulate andmaintain this Site, as the web-address will be printed upon all CMP Packaging. Aswell as a Marketing Expert engaged to research and formulate a Marketing andAdvertising Campaign which will not only support and enhance current top-sellingproducts such as Flavoured-Milk and Whole-Milk, yet raise the profile and sales ofour less-popular product-lines such as Butter and Cheese.

Based on 2014/15 Sales Projections and Profits, in conjunction with percentage rateand inflation-increases, a steady growth can be seen across all Product-Lines,excluding that of Dried Milk. To this, the figures do not support an ongoing financialadvantage to maintaining this range, and it is therein recommended that this bediscontinued.

Industry rivals, competition, buyer/supplier power and competitive strategies have allalso been research and reflected upon. A recent IBISWorld Report shows that there isno predominant industry holder for that of Dairy-Products in Australia. And althoughcompetition is found within the like of Retail-Branded Products such as Coles andWoolworths, competitive advantage can be found within supportive Marketingmaterials reflecting the Locally Sourced and Supported fundamental ingredients, aswell as humane treatment and environment of our Dairy-Farms.

The most important information to be gained from that of the following BusinessReport Part 2 is that of Security. CMP handles vast amounts of sensitive informationand details pertaining to Contractors the likes of Retailers and Dairy Farmer’s, as wellas staff banking information, internal information within testing procedures andresults, and general operating-systems and company-procedures. It is thereforerecommended that an external security-specialist be engaged to ensure that allfirewalls and security measures are up-to-date and in place to maintain the safety andassurance of CMPs ability to handle such important and sensitive materials.

Combined Milk Products Pty Ltd has gone from a small local humble Milk-Processor,to a principal National Australian quality and trusted Brand. The next phase of theevolution of the CMP family will see its continuation into a leading Asian-PacificDairy Producer under new CEO Michael Johnson. A Company which can only growand increase in Competitive-Advantage, Branded-Success and Trusted-Reputation.

Table of Contents

• 0.a. Introduction …page 1

• 1.0. Part A -Knowledge Management & Business Intelligence (BI) …page 1

- 1.1. Current Positioning within CMP …page 1- 1.2. Recommendations & Improvements for CMP …page 2- 1.3. 2014/15 Sales & Profit Forecasting …page 3

Graph 1.0: Percentage of Growth/Loss Per Productfor 2013, 2014, 2015 –Sales & Projections …page 4 Graph 2.0: Product Net Profit/Loss Forecast for2013, 2014 & 2015 …page 5

• 2.0. Porter’s Five-Forces Model …page 5

- 2.1. Buyer-Power & Supplier-Power for CMP …page 6- 2.2. Entry-Barriers, Rivalry& Substitute-Products …page 6- 2.3. Competitive-Strategy Recommendations …page 7

• 3.0. Website Success …page 8

- 3.1. Website Traffic & Management …page 8- 3.2. Website Recommendations …page 9

• 4.0. Social Media …page 9

- 4.1. Social-Media Marketing …page 10- 4.2. Entry-Barriers to Social-Media …page 10- 4.3. Recommendations …page 11

• 5.0. Mobile Customers …page 11

- 5.1. mCommerce Recommendations …page 12

• 6.0. Security …page 12

- 6.1. Potential Data-Security Threats & Recommendations …page 13

• 7.0. Part B -CMP Sales & Forecast Spreadsheet …page 13

- 7.1. Excel Doc …page 14- 7.1. CMP 2013 Sales & 2014/15 Costing Projections …excel sheet 1 7.2a. CMP 2013 Selling-Prices & Costs Data

with 2014/15 Projections …excel sheet 1 7.2b. Current Inflation-Rate/Overhead Ratings-Table …excel sheet 1 7.2c. % of Growth/Loss to Quantities Sold (Table) …excel sheet 1 7.2d. % of Growth/Loss to Quantities Sold (Graph) …excel sheet 1 7.2e. Quantities Sold Data with 2014/15 Projections (Table) …excel sheet 1 7.2f. Quantities Sold Data with 2014/15 Projections (Graph) …excel sheet 1

• 8.0. Conclusion …page 17

• Referencing …page 18

Angela p. gendersStudent ID: 7588690

eLA: Vincent LeDate: 30 September 2015

… Combined Milk Products …

Assessment 3Business Report Part B.

Swinburne UniversityBch Business (Public Relations)

[INF10003] Introduction to BusinessInformation Systems

0.a. Introduction:

The following Business-Plan Overview, is Part 2 in a Two-Part CMP Business Plan

designed to help ease the introduction of our new CEO Michael Johnson in the

position of our Company’s new Team-Leader.

Part 1 provided a synopsis into the Production and Profitability of CMP for the 2012

and 2013 period. It also provided a summary of Interdepartmental-Operations, as well

as Information-Technology recommendation to further increase Production-Value.

Part 2 covers the Current Positioning of Business Intelligence within CMP, our direct

Rivals and Competitors. Provides Recommendations for Online Social and Digital

Media and Management. As well as Costing & Profit Projections for the coming two-

year period of 2014/15 and Recommendations for Company overall Security and

Stability.

1.0. Part A -Knowledge Management & Business Intelligence (BI):

“Business Intelligence is an umbrella term that refers to a variety of software

applications used to analyse an organisation’s raw data. BI is made up of several

related activities, including data mining, online analytical processing, querying and

reporting”. [Mulcahy. 2007. Pp. 1.]

1.1. Current Positioning within CMP…

The principal systems to which hold the value of primary functions within the

inter-communication Networks and Operating Systems, are those within our

Processing Models, such as Swim Lane Overviews; Software Tools, such as

Excel, and Web 2.0 Collaboration Systems formulating two-way

communication and information-sharing and referencing.

With CMP holding strong Market-Segmentation within the National


CMP Pty Ltd -knowledge management

… Page 1 …


Australian Retail-Sphere, on the precipice of launching into the International

Export Market. The current positioning of the Company holds solid Brand-

Positioning, to which only can achieve greater success with strong Business-

Intelligence and Motivational-Leadership.

1.2. Recommendations & Improvements CMP…

BI Technologies provide historical, current and projective views of a Business

within a wide range of Business Decisions dependent upon large amounts of

Data, ranging from Operational to Strategic.

Part 1 of the Business Report gave recommendations for Information-

Technology Systems to enhance and streamline internal operating-procedures.

BI is based upon combined data derived from the Market, in which it operates,

integrating this external-knowledge with internal-statistics, creating an

“intelligence” of Company performances and requirements, which allow for

environmental analysis and projection within the chosen operating field.

“In general, groupware, bulletin boards, audio and videoconferencing are the

primary technologies for communications-driven decision support.” [Power.

2007. Pp. 1.] Such BI tools allow for the communications monitoring of CMP

customers, as well as the fluidity of internal-communications, especially

within an expanding international-corridor. Which in combination also with

Data-Driven DSS with Online Analytical Processing enhances concepts and

methods to improve business decisions that link sales information and retail

scanner data using fact-based support-systems. [Power. 2007. Pp. 1.]

The fundamental implementation and synchronisation of such key external

and internal DSS-driven BI-Systems, is such an imperative one to that of the

future monitoring and successes of CMP. It is recommended that this aspect of


CMP Pty Ltd -recommendations

… Page 2 …


Company structuring is outsourced to a BI Communication Driven and

Monitoring Company Specialist.

1.3. 2014/15 Sales & Profit Forecasting…

The most efficient measurable quantifier of any Company is that of Sales and

Profit.

Part 1 of the Report gave intrinsic figures for the Costs and Profits per Product

Unit, Annual Overall Profit and corresponding Tables and Graphs for

comparative analysis. The overarching conclusions drawn from these figures

for this two year period of 2012 & 2013, was that CMP has been experiencing

a steady increase in profits, with an average of 10.15% in overall Revenue as

well as a steady Median-Increase in Product-Unit Sales.

It was also concluded that the best selling CMP Product for 2012 was that of

Whole Milk and Reduced-Fat Milk, with Reduced-Fat Milk yielding the

highest Profits. However Dried-Milk was the least popular CMP-Product, with

Flavoured-Milk yielding the lowest Profits despite holding the largest growth

in Sales.

Based on these Growth/Loss to Quantity Sold Figures, the following

projections have been made for CMP Sales over the 2014 and 2015 period.

The most noteworthy being those of the increasing popularity of Flavoured-

Milk, with the doubling of Revenue-Sales from 2012 to 2013, it is forecasted

that despite this somewhat plateaued increase in 2014 of only 10%, this

should, with the assistance of Company BI within realms of website and

marketing constructions, increase to 70% within 2015.

Also based on 2012/13 Sales and Growth Figures, the 2014/15 Sales and

Profits projections, will as expected, continue to reflect the decreasing


CMP Pty Ltd -2014/15 forecasting

… Page 3 …


popularity of the three product-ranges Dried-Milk, Butter and Cheese.

With Butter and Cheese beholding foundational staple-diet grocery

necessities, the below reflected Sales figures give rise to the marketing-

potential required for these two-products. However, the steady decrease in

sales for Dried Milk over the 2012-2015 period, gives incredible concern as to

the ongoing production of this product by CMP at all in the future.

Graph 1.0: Percentage of Growth/Loss Per Product for 2013, 2014, 2015 –Sales &Projections

Reference: Excel Spreadsheet Page 1.

% of Growth/Loss To

Quantity Sold

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

120%

WM RF SK FL YO DM BU CH

Product Code

Pe

rce

nta

ge

s

2013

2014

2015



… Page 4 …


Graph 2.0: Product Net Profit/Loss Forecast for 2013, 2014 & 2015

Reference: Excel Spreadsheet Page 1.

2.0. Porter’s Five-Forces Model:

Porter’s Five-Forces analysis is a business framework to analyse the level of

competition within an industry and business strategy development. It draws upon

industrial organisation economics that derive five-forces that determine the

competitive intensity and therefore attractiveness of an industry.

Porter’s five-forces include –three-forces from “horizontal” competition: the threat of

substitute products or services, the threat of established rivals, and the threat of new

entrants; and two-forces from “vertical” competition: the bargaining power of

suppliers and the bargaining power of customers.

[Investopedia. 2015. Pp. 1.]

Product Net Profit/Loss Forecast

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000


Product Codes

Do

lla

rs 2013 Net Profit/Loss

2014 Net Profit/Loss




… Page 5 …


2.1. Buyer-Power & Supplier-Power for CMP…

Buyer power hinges on the threat of competition rival’s and product ranges.

This is covered more intrinsically within the below 2.2. Entry-Barriers, Rivals

& Substitute-Products, wherein Buyer-Power predominantly hinges upon

Retail-Outlet Branded goods such as “Woolworths”, “Coles” and “Aldi”, for

example. These product ranges give buyer’s power with price-point. The

mission of CMP is to allow the buyer the ability to wield their power with our

high-standard of “quality”.

Supplier-Power within a specific manufacturing field increases with fewer

suppliers. Thankfully, despite the reliability and trustworthiness of good-will

established with CMPs suppliers, our supplier chain is large enough that this

power of Porter’s Model, in not one to which could cause great concern.

Unless some form of unforeseen major natural disaster were to occur within

the Australian Agricultural Industry, the likes of Disease or Environmental

catastrophe. Hence, it is recommended that Crisis Strategies and Procedures

are formulated for these theoretically circumstances for CMP to have on hand

in the case of such eventuations.

2.2. Entry-Barriers, Rivalry & Substitute-Products…

“The Force of Competitive Rivalry examines how intense the competition

currently is in the marketplace, which is determined by the number of existing

competitors and what each is capable of doing”. [Arline. 2015. Pp. 1.]

According to IbisWorld, “there are no Companies with a dominant market

share in this industry”. [IbisWorld. 2015. Pp. 1.] However, Supermarket “no-

name” Brands, such as those of Woolworths, Coles, Aldi, etc., do predominate

as the largest threats in which to rival CMP Products. Primarily due to their

price-points and Competitive-size, allowing for shelf-positioning and sale-

affordability.


CMP Pty Ltd -Porter’s Five-Forces Model

… Page 6 …


And as those prone to special dietary requirements, the likes of veganism and

dairy-intolerance know only too well. Milk, cheese, yoghurt and butter, cannot

be easily substituted, if at all, and therein are not incumbent to substitution

threats.

Entry-barriers are not an issue to which CMP currently needs to address within

the National Australian Market, given that we already hold solidified market-

segmentation. This however will be a major point of discussion within further

future reports pertaining to international market-entry, written specifically for

intercontinental cultural-demographic.

2.3. Competitive-Strategy Recommendations…

The primary driving-force within the Australian, and Global, Manufacturing

and Production Industry, for those of competitive-consumption, is price. The

Company whom produces the best-product for the lowest-price holds the

largest percentage of the market-segment.

However, when it comes to food, a new cultural-era has given rise within

recent times by which the motivating factors for consumers and customers

have shifted slightly beyond price.

Irrespective of economic-demographic, sub-cultural trends, and even to an

extent national-boarder. Consumers now have a heightened awareness and

desire for specific words, morals, behaviours and standards within the

production of their consumables… organic, vitamin-rich, free-range,

humanely-treated, and locally-supplied. Customers are not only motivated by

that of price, but also health-benefit and morally clean-conscious purchase.

An after-effect of not only trends such as organic-living, healthy-lifestyle and

cruelty-free treatment of animals. But also the very widely publicised, now


CMP Pty Ltd -Porter’s Five-Forces Model

… Page 7 …


infamous “live-export” atrocities which greatly impacted the Australian cattle-

industry in 2012 to Indonesia.

This is recommended as CMPs primary Competitive-Strategy for future

Marketing and Advertising Campaigns and Company Mission Literatures. The

Australian public will respond to quality, locally-produced and humanely-

treated products over that of lower-prices, given informative marketing and

advertising to that fact.

3.0. Website Success:

Part 1 of the Business Report reflected the imperitiveness of Information-Technology

and Connectivity within the internal operating systems between the CMP-Company,

Suppliers and Farmer’s within today’s evolving 21st Century Business Environment.

The extension of this online-technology is the Connectivity between CMP and our

Customer’s. To this, the World-Wide-Web is an invaluable resource to which all

customers and clients of any and all Company’s have, irrespective of size and

location, now come to expect.

And as to this, CMPs primary Website must therein be a reflection of the mission,

values, family-orientated and quality-assured homebase-touchpoint for the public to

view and interact with the Combined Milk Product Family.

Hence, Social-Media, such as Facebook and Twitter, is then by extension, the

interactive forum on which the public can interact, communicate and exchange

product experiences with CMP and our Marketing-Face.

3.1. Website Traffic & Management…

The once considered “Headquarters” of a Company is now that of their


CMP Pty Ltd -website success

… Page 8 …


Website. As such, this is the face of Combined Milk Products Pty Ltd., as a

Company, Product, CEO, Staff, Suppliers and Dairy Farmers. The importance

of this aspect to our digital-network cannot be underestimated.

As such, it is highly recommended that a professional “Webhost” be

commissioned, to not only ensure professional quality and standard for the

Site, yet also ensure optimum .com status, google search-engine rss rating,

user-friendly search-words and phrases. As well as marketing and advertising

click-rates, website-traffic monitoring and SEO compatibility within the likes

of Google, Firefox, Explore, and so on.

3.2. Website Recommendations…

The Website IS the Company. Therefore the CMP-Site needs to reflect,

visually and in literature, the Company’s mission-statement, family-values and

Australian sourced and supported produce.

Not only giving individual product-information and range, yet also reflecting

personality and profile to our Company CEO Michael Johnson, manufacturing

processes and staff, Dairy-Farmer’s and families, customer-satisfaction and

value. As well as marketing and product intrinsics, such as health and quality

content, with complete location and contact details.

All CMP Products and Ranges should, as a standard, include upon their

packaging, not only the contact details for CMP Headquarters, yet also the

website address for ease of access by our invaluable Customer’s.

4.0. Social Media:

The CMP Website is designed to be the primary touchpoint for the Company. A

connected profile, resume, photo-album and family history for the Customers and


CMP Pty Ltd -website success

… Page 9 …


Retailers of Combined Milk Products Pty Ltd., to stay informed, up-to-date, and able

to communicate with their favourite Dairy-Product Producer.

In contrast, yet by the same token complimenting this Website, Social Media is

central to the ability for our Customers to be able to interact and connect, not only

with us, but also each other. Social Media is the very definition of two-way

interactive-communication, hence, it is “Social”. And therefore needs just as much

establishing and monitoring as any other intrinsic system within CMP, and if

anything, even more. As this is where our Customers have “their” say on our Products

and Proceedures.

4.1. Social-Media Marketing…

Social Media Marketing is now the primary source of modern-day marketing

tools. To best target the various age-demographics of product users, an

integration of traditional and digital media must be applied.

It is key, however, to note that “social media marketing” does not exclusively

refer to the likes of advertising within Facebook; YouTube; Reddit; etc., yet

also key product-placements, advertising billboards, and sponsorships within

social interactive online-played webgames.

This is a primary point of research and investigation to which CEO Michael

Johnson can explore when undertaking CMP Marketing Campaigns and

Initiatives.

4.2. Entry-Barriers to Social-Media…

The primary entry-barrier into Social-Media is trying to achieve too much too

soon. The first step is simply to set up a facebook Page. This is always the first

place customers and retailers look for any form of business engagement in the

modern digital-era.


CMP Pty Ltd -social media

… Page 10 …


The second entry-barrier is underestimating the “time required” to monitor and

interact with customers upon this platform. Given the opportunity to simply

IM (Instant-Message) the Facebook page of their chosen Company

Correspondence, customer’s will take this option over email and website

comments sections, expecting more direct contact, every time.

The third primary form of entry-barrier into Social-Media is that a Company

must be prepared for the public voicing of disgruntled customers. This can be

seized as an ideal opportunity in which to obtain qualitative research into

customer wants and needs. But by the same token, all Company’s have

dissatisfied customers, and upon Social-Media must be prepared for the public

airing of their concerns.

4.3. Recommendations…

At this point in time the Social-Media presence of the Company is simply a

minor-extension of the Primary Company Website. Any images and

foundational information gathered by the Webhost for the construction of the

Site can be chosen in association with Marketing-Materials for the CMP IT

Department themselves to set-up and manage.

This will be a walk before you run side to the digital-presence of the

Company. A single-staff member can and should be allocated the task of

monitoring and operating this face of CMP.

5.0. Mobile Customers:

Hand-held devices such as Mobile-Phones and Tablets, now predominate as what is

considered “digital” technology and software use. Applications dominate the ease of

access to retail-shopping, from luxury cars to weekly grocery staples, all purchased

and paid for in the comfort of ones home at the press of a button and tap of a screen

icon.


CMP Pty Ltd -social media

… Page 11 …


Therefore, any and all website content must be designed to be compatible with the

small hand-held device screen of a mobile-phone, in order to take full advantage of

customer requirements and needs, with clarity and ease.

5.1. mCommerce Recommendations…

mCommerce is an aspect of digital-technologies to which we at CMP need not

be too concerned. mCommerce is primarily relevant and required by those of

the Retailers of Industry. As this refers to that of shopping-cart technology,

paypal payment access and product profile-matching.

We at CMP are the wholesalers, suppling the Retailers, and as such, our

Retailers such as Coles Supermarket, already have their application

technologies in place, with the likes of the Coles Shopping App, with its

corresponding in-app technologies such as shopping cart, paypal, and delivery

prices and options.

The only real aspect, to which Combined Milk Products Pty Ltd can utilise

eCommerce capacities, would be within supportive customer-matching

phrase-words within our Marketing systems. For example, if you an individual

used the word “milk” within a Facebook update-status, you would begin to

receive advertising banners on your Facebook-Feed for CMPs Full-Cream and

Flavoured Milks. Making our brand your next choice for dairy products when

you log-in to your Coles App to quickly do your staple-shopping.

6.0. Security:

As a Company, CMP not only handles, but is responsible for the privacy and security

of a vast amount of data and personal information. Our internal networks operate on

internet-based technologies. Utilising the flow of information between Dairy Farmer’s

and Retail Outlets, Banking information and Taxation details, Cloud-based hard-


CMP Pty Ltd -mobile customers

… Page 12 …


drives handling detailed operating system codes, tesiting-proceedures and systems

schedules. Vital information to which we as a Company are responsible for ensuring

the privacy, safety and security respectively of. Hence “security” needs to be our

prime concern above all other policies, proceedures and communications. As not only

are our contractors and customers private details our responsibility, but our reputation

hinges upon the sanctity thereof.

6.1. Potential Data-Security Threats & Recommendations…

“The ACMA welcomes the release of the first Australian Cyber Security

Centre “Threat Report” providing a comprehensive review of the range of

cyber threats experienced by Australian internet users in 2014”. [ACMA.

2015. Pp. 1.]

Internet-Security is an Organisational aspect to which cannot be

underestimated in its weight and importance. As such, a Security-Specialist is

beyond question the only way in which such an area of concern should be

employed. Most especially with the upcoming expansion into international

Exportation-Trade.

However, it is still prudent for CMP to obtain a copy of the ACMAs “Threat

Report” in which detailed accounting of “malware, including ransomware,

was the predominant cybercrime threat in Australia in 2014, posed towards

organisations through cybersecurity breaches”. [ACMA. 2015. Pp. 1.]

7.0. Part B -CMP Sales & Forecast Spreadsheet:

Based on 2012/13 Sales Figures for Quantities-Sold per Product, Variable-Expenses,

Revenue-Totals and Net-Profits. Selling-Prices, Costs-Data and Profit-Projections

aligned with the forecasted 10% Economic Inflation-Rate, have been calculated in

order to predict Product-successes, Marketing-focuses, and Revenue-expectations.


CMP Pty Ltd -security

… Page 13 …


A complete Economic-Profile is attached within the enclosed Excel-Document,

allowing for Percentage-Alterations and Inlfation-Rate changes, given an unforeseen

destabilising influence upon the Australian Retail and Industry Environment.

# Please refer to 1.3. 2014/15 Sales & Profit Forecasting, for recommendation

conclusions.

7.1. Excel Doc…

- 7.2. CMP 2013 Sales & 2014/15 Costing Projections

7.2a. CMP 2013 Selling-Prices & Costs Data

with 2014/15 Projections

7.2b. Current Inflation-Rate/Overhead Ratings-Table

7.2c. % of Growth/Loss to Quantities Sold (Table)

7.2d. % of Growth/Loss to Quantities Sold (Graph)

7.2e. Quantities Sold Data with 2014/15 Projections (Table)

7.2f. Quantities Sold Data with 2014/15 Projections (Graph)


CMP Pty Ltd -sales & forecast spreadsheet

… Page 14 …


Combined Milk Products Pty Ltd 2013 Selling-Prices & Costs Data with 2014/15Projections

Code Product Unit

2013VariableCostPer Unit

2013Fixed Cost/Product(Overhead)

2013SellingPricePer Unit

2014(10%)InflationVariableCost/Unit

2014(10%)InflationSellingPrice/Unit

2014 (10%)InflationFixed Cost/Product(Overhead)

2014OverheadRate(Calculatedon…Low-ExtremeRateIncrease)

2015(10%)InflationVariableCost/Unit

2015(10%)InflationSellingPrice/Unit

2015 (10%)InflationFixed Cost/Product(Overhead)

2015OverheadRate(Calculatedon…Low-ExtremeRateIncrease)

WM Whole-Milk Litre $1.00 $30,000 $2.40 $1.10 $2.64 $33,000.00Medium-Rate $1.21 $2.90 $36,300.00

Medium-Rate

RFReduced-FatMilk Litre $1.10 $40,000 $2.60 $1.21 $2.86 $44,000.00 High-Rate $1.33 $3.15 $48,400.00 High-Rate

SK Skinny-Milk Litre $1.20 $45,000 $2.80 $1.32 $3.08 $49,500.00 High-Rate $1.45 $3.39 $54,450.00Extreme-Rate

FL Flavoured-Milk Litre $1.40 $15,000 $3.00 $1.54 $3.30 $16,500.00 Low-Rate $1.69 $3.63 $18,150.00 Low-Rate

YO Yoghurt Litre $2.00 $45,000 $6.00 $2.20 $6.60 $49,500.00 High-Rate $2.42 $7.26 $54,450.00Extreme-Rate

DM Dried-Milk KG $12.00 $50,000 $20.00 $13.20 $22.00 $55,000.00Extreme-Rate $14.52 $24.20 $60,500.00

Extreme-Rate

BU Butter KG $6.00 $40,000 $10.00 $6.60 $11.00 $44,000.00 High-Rate $7.26 $12.10 $48,400.00 High-Rate

CH Cheese KG $9.00 $50,000 $15.00 $9.90 $16.50 $55,000.00Extreme-Rate $10.89 $18.15 $60,500.00

Extreme-Rate

Current Inflation-Rate Overhead Ratings Table

10% $0 $29,999 Low-Rate

$30,000 $39,999 Medium-Rate

$40,000 $49,999 High-Rate

$50,000 and over Extreme-Rate

Combined Milk Products Pty Ltd(2013 Sales + 2014 & 2015 Costing Projections)


… Imported from Excel Sheet 1 … eLA: Vincent LeDate: 30 September 2015



Swinburne UniversityBachelor of Business (Public Relations)

% of Growth/Loss to Quantity Sold

Code 2013 2014 2015

WM 7% 10% 30%

RF 7% 10% 10%

SK 11% 20% 20%

FL 102% 10% 70%

YO 5% 10% 10%

DM -5% 0% -50%

BU 4% 10% 10%

CH 1% -50% 20%

Quantities Sold Data with 2014/15 Projections

Code2013Sales-Figures

2014Sales-Figures

2015Sales-Figures

WM 3,000,000 3,300,000 4,290,000

RF 3,000,000 3,300,000 3,630,000

SK 2,000,000 2,400,000 2,880,000

FL 800,000 880,000 1,496,000

YO 1,000,000 1,100,000 1,210,000

DM 200,000 200,000 100,000

BU 300,000 330,000 363,000

CH 400,000 200,000 240,000

% of Growth/Loss To

Quantity Sold

-60%

-40%

-20%

0%

20%

40%

60%

80%

100%

120%


Product Code

Pe

rce

nta

ge

s

2013

2014

2015

Product Net Profit/Loss Forecast

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000


Product Codes

Do

lla

rs 2013 Net Profit/Loss




… Imported from Excel Sheet 1 … eLA: Vincent LeDate: 30 September 2015



Swinburne UniversityBachelor of Business (Public Relations)

8.0. Conclusion:

Combined Milk Products Pty Ltd is a Company which produces high quality

Australian Industry-Supported Products by an Organisation which embraces and

enhances the old-fashioned values of family, quality, reliability and viability.

CMP has become an intrinsically respected Australian Owned and Operated National-

Brand. The measures and recommendations outilined within the preceeding Report

are designed to encompass CMPs Mission and Values within this Landscape, bringing

them forth into the 21st Century Digitally-Dominated World of our Customers.

Combined Milk Products Pty Ltd is about to launch into the competitive International

Exportation-Market. As such, under the leadership of our new CEO Michael Johnson,

CMP can only go from strength to strength within the Australian Dairy-Industry,

through Business Innovation, Technology, People, and Quality Products.


CMP Pty Ltd -conclusion

… Page 17 …


Referencing:

ACMA. 2015. Cybersecurity. Be on guard online, says new report. AustralianCommunications and Media Authority. 27 September 2015.www.acma.gov.au/theACMA/engage-blogs/engage-blogs/Cybersecurity/ACSC-Threat-Report?refresh=102624344

Arline, K. 2015. Porter’s Five Forces: Analyzing the Competition. Business NewsDaily. Purch. 25 September 2015. www.businessnewsddaily.com/5446-porters-five-forces.html

IbisWorld. 2015. Dairy Produce Wholesaling in Australia Research Report.IBISWorld. 25 September 2015.www.ibisworld.com.au/industry/default.aspx?indid=367

Investopedia. 2015. Porter’s 5 Forces. Definition of ‘Porter’s 5 Forces’. Investopedia.25 September 2015. www.investopedia.com/terms/p/porter.asp

Mulcahy, R. 2007. Business Intelligence Definition and Solutions. BusinessIntelligence topics covering definition, objectives, systems and solutions. CXO MediaInc. 25 September 2015. www.cio.com/article/2439504/business-intelligence-/business-intelligence-definition-and-solutions.html

Power, D.J. 2007. A Brief History of Decision Support Systems.DSSResources.COM. 25 September 2015.http://DSSResources.COM/history/dsshistory.html


CMP Pty Ltd -referencing

… Page 18 …


http://www.acma.gov.au/theACMA/engage-blogs/engage-blogs/Cybersecurity/ACSC-Threat-Report?refresh=102624344

http://www.acma.gov.au/theACMA/engage-blogs/engage-blogs/Cybersecurity/ACSC-Threat-Report?refresh=102624344

http://www.businessnewsddaily.com/5446-porters-five-forces.html

http://www.businessnewsddaily.com/5446-porters-five-forces.html

http://www.ibisworld.com.au/industry/default.aspx?indid=367

http://www.investopedia.com/terms/p/porter.asp

http://www.cio.com/article/2439504/business-intelligence-/business-intelligence-definition-and-solutions.html

http://www.cio.com/article/2439504/business-intelligence-/business-intelligence-definition-and-solutions.html

http://dssresources.com/history/dsshistory.html

Documents

22. intro to bus info syst -business report part b. (CMP Pty Ltd)