BSBDAT501 - Assessment Task 2 V4 Digital Marketing

 

 Assessment Task 2

 Analyse data BSBDAT501

 

Student Declaration To be filled out and submitted with assessment responses ◻  I declare that that this task and and any attached document document related to the the task is a allll my own work and and I have not cheated or plagiarised the work or colluded with any other student(s) ◻  I understand that that if I am found to have plagiarised, plagiarised, cheated or or colluded, action wi willll be taken ag against ainst me according to the process explained to me ◻  I have correctly referenced referenced all resources and reference texts texts throughout these these assessment tasks. ◻  I have read and understood the assessment requirements requirements for for this unit ◻  I understand the rights to re-assessment ◻  I understand understand the right to appeal the decisions made in the the assessment

Unit Title Unit Code Student name Student ID number Student signature

Date

Task Number

------OFFICE USE ONLY-----

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For Trainer and Assessor to complete: ◻ 

Student requested reasonable adjustment for the assessment

Marking Sheet

Comments

Y   N       S      N      D

 

Completed successfully

The student has satisfactorily satisfactorily completed and submitted the following:   

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Briefing session Summary in Task 2.1A List of sources of data in Task 2.1B Evaluation of reliability of data in Task 2.1B Screenshots of stored data in Task 2.1B Data analysis methods with rationale for choosing those methods in Task 2.2.1 Data categorisation in Task 2.2.2  Analysis and synthesis synthesis of data collected collected in Task 2.2.3 Confirmation of accuracy of data analysis in Task 2.3.1 Report in Task 2.3.2 Email to CEO in Task 2.3.3 Screenshots of stored analytic results and report in Task 2.3.4

The student participated actively in the briefing session with the CEO (Role-Play): Took notes  Asked questions questions to clarify clarify task requirements Listened actively Confirmed relevant policy and procedure requirements, including data storing Clarified the content of the final report

 

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Feedback in Comments. Demonstrated Demonstrate d ability to: Establish task requirements

 

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Marking Sheet

Comments

Y   N       S      N      D

 

Completed successfully

This is evidenced by: Briefing session Summary in Task 2.1A 

Demonstrated ability to: Demonstrated  Access source source of reliable reliable data according according to task requirements and organisational policies and procedures Evaluate reliability reliability of data Store data according to organisational organisational policies and procedures

 

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This is evidenced by: List of sources of data in Task 2.1B Evaluation of reliability of data in Task 2.1B Screenshots of stored data in Task 2.1B  

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Demonstrated ability to: Demonstrated Select methods of data analysis according to task requirements requirements and industry best practice Categorise data for analysis analysis  Analyse and and synthesise synthesise data according according to task requirements, organisational policies and procedures and industry best practice

 

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This is evidenced by: Data analysis methods with rationale 

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for choosing those methods in Task 2.2.1 Data categorisation in Task 2.2.2  Analysis and synthesis synthesis of data collected collected in Task 2.2.3

Demonstrated ability to: Demonstrated Conduct statistical analysis to confirm accuracy of data analysis Identify and remove incorrect results

 

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This is evidenced by: Confirmation of accuracy of data analysis in Task 2.3.1 

Demonstrated Demonstrate d ability to:

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Marking Sheet

Y   N       S      N      D

 

Comments

Completed successfully 

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Select outcomes that are relevant to purpose of analysis Report on key outcomes

This is evidenced by: Report in Task 2.3.2 Email to CEO in Task 2.3.3  

Demonstrated ability to: Demonstrated Store analytics results and report according to organisational policies and procedures

 

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This is evidenced by: Screenshots of stored analytic results 

and report in Task 2.3.4 Task Outcome:

Satisfactory

Not Yet Satisfactory

Student Name:  Assessor Name Name:  Assessor Signature: Signature: Date:

Table of Content

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Student Declaration........................................................................................................................2

Task 2 – Prepare for and analyse data ......... .................. ................. ................. .................. .........................................7 ................................7 Task 2.1 Prepare for data analysis...............................................................................................10 Task 2. Analyse dataset................................................................................................................12 Task 2.3 Finalise data analysis process.......................................................................................13

 Appendix 1 – Scenario......... .................. .................. ................. ................. .................. .................. .................. ......................................16 .............................16  Appendix 2 – Data Management Management Po Policy licy and Procedures Procedures..............................................47

 

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Task 2 – Prepare for and analyse data Task summary and instructions What is this assessment task about?

 You have been been hired as as a business consultant by ZHEEM Pty Ltd, (refer to Appendix 1), to provide recommendations recommendations on strategic business changes and improvements to respond of the challenges posed by Covid 19 on the industry. The CEO asked you to prepare a report with your recommendations based on the analysis of three different datasets related to: 1. Data from from the inform information ation provid provided ed about Zeemh Zeemh (Appen (Appendix dix 1) 2. Data you you will resear research ch about about the industry industry outlook outlook (some (some data data are provided in Appendix 1; however, you may perform additional independent research). 3. Data you will will researc research h about curren currentt trends in coffee coffee consum consumption ption in Australia (some data are provided in Appendix 1; however, you may perform additional independent research). Please note that although some links to assist with your data search and collection are suggested in Appendix 1, you may consider additional sources. Please read Appendix 1 and 2 to support the completion of your assessment. This task comprises of the following assessment methods: o Product-based o Direct observation of Role-Play o Case Study o Other (specify) It has been designed to evaluate your ability to/competency in:  

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Establish task requirements  Access source source of reliable reliable data according according to task requirements requirements and organisational organisation al policies and procedures Evaluate reliability of data Store data according to organisational organisational policies and procedures Select methods of data analysis according according to task requirements and industry best practice Categorise for analysis  Analyse anddata and synthesise synthes ise data according according to task requirements, requirements,

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Task summary and instructions

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organisational policies and procedures and industry best practice organisational Conduct statistical analysis to confirm accuracy of data analysis Identify and remove incorrect results

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Select that are relevant to purpose of analysis Reportoutcomes on key outcomes o utcomes Store analytics results and report according to organisational policies and procedures

 Your assessor assessor will be looking for demonstrated evidence evidence of your your competency in the above.  You are required required to address address the following: following: Task 2.1 Prepare for data analysis  

 

o

 Attend a briefing briefing session session to clarify clarify task requirements requirements

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 Access data data

Task 2.2 Analyse dataset o

Select methods of data analysis

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Categorise the data for analysis

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 Analyse and and synthesise synthesise data

Task 2.3 Finalise data analysis process o

Confirm accuracy of data analysis

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Develop a report about the outcomes of the data analysis

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o

What do I need to do to complete this task satisfactorily?

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Submit the report Store analytic results and the report

submit the completed assessment tasks, according to instructions, instructions, complete the tasks with sufficient detail and present them t hem in a professional manner, use your own words and reference sources appropriately, meet the word count where required, use the scenario provided, use the templates provided where required, for your performance to be deemed satisfactory in this assessment task you must satisfactorily address all of the assessment criteria, if part of this task is not satisfactorily completed completed you will be asked to complete further assessment assessment to demonstrate satisfactory

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Task summary and instructions

performance. Specifications

You mu must de deliver/participate in in: 

Briefing session with the CEO (Role-Play) in week 2 of class

 You must submit submit to GOALS GOALS

Briefing session Summary List of sources of data Evaluation of reliability of data Screenshots Screensh ots of stored data Data analysis methods with rationale for choosing those methods Data categorisation 2  Analysis and synthesis synthesis of data collected collected Confirmation of accuracy of data analysis Report Email to CEO Screenshots Screensh ots of stored analytic results and report Computer with Internet access  Access to Microsoft Microsoft Office suites or similar similar software software Learning material Scenario for assessment as provided  Appendices as as provided Relevant policies and procedures as provided Templates as provided  You will be provided feedback feedback on your your performance performance by the Assessor. Assessor. The feedback will indicate if you have satisfactorily addressed the requirements requirem ents of each part of this task. If any parts of the task are not    

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Resources and equipment

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Re-submission opportunities

satisfactor satisfactorily completed, thewith assessor will explain you writtenilyfeedback along guidance on whatwhy, you and mustprovide undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.

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Complete the following activities: 

 You have been been hired as a business consultant by by ZHEEM Pty Ltd, trading as Zeemh (refer to Appendix 1), to provide recommendations on strategic business changes and improvements improvemen ts to respond of the challenges posed by Covid 19 on the industry .

The CEO asked you to prepare a report with your recommendations based on the analysis of three different datasets related to:  

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Data from the information provided about Zeemh (Appendix 1 and 2) Data you will research about the industry outlook (some data are provided in Appendix 1; however, you may perform additional independent research). Data you will research about current trends in coffee consumpti consumption on in Australia (some data are provided in Appendix 1 and 2; however, you may perform additional independent research).

Please note that although some links to assist with your data search and collection are suggested in  Appendix 1, you may consider consider additional additional sources. sources. Please read Appendix 1 and 2 to support the completion of your assessment.

Task 2.1 Prepare for data analysis  A. Briefing Session Session

Meet with the CEO (trainer and assessor) in week 2 to establish and clarify the task requirements. This is a Role-Play in simulated work conditions. The trainer and assessor will schedule a briefing session with the class in week 2 (30-45 minutes) to discuss task requirements. This is a good opportunity to ask questions and take notes about the task. During the meeting:     

Take notes.  Ask questions questions to clarify clarify task requirements. requirements. Listen actively. Confirm relevant policy and procedure requirements, including data storing. Clarify the content of the final report.

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The trainer and assessor will validate your participation in the briefing session and provide feedback on the marking sheet. If you are absent from class, you are responsible for making alternative arrangements with the trainer and assessor to perform the Role-Play. Summarise Summari se the content of the briefing session in the table provided below. Briefing Session - Summary

Purpose of the Data Analysis Task requirements Example: policy and procedures requirements, deadline, catch up meeting with CEO, data format, data presentation format, record keeping.

Final report and presentation

B. Acce Access ss Data Data

Complete the following tasks: 1. Access sources sources of reliable data according according to task task requirements requirements and and organisational organisational policy policy and procedures. List the sources of data, including any link that you have accessed for each dataset. Dataset

Sources of data

(3-4 sources/datas sources/dataset) et) Data from the information provided about Zeemh. List specific data sources from Appendix 1 (example: sales data for B2C, 20192020).

Data about the industry outlook List specific data sources from Appendix 1 and any additional data from individual research.

Data about current trends in coffee consumption in

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Dataset

Sources of data

(3-4 sources/datas sources/dataset) et)  Australia List specific data sources from Appendix 1 and any additional data from individual research.

2. Evalua Evaluate te the the relia reliabil bility ity of of data. data. Evaluate and explain why the data you accessed is reliable. Document your evaluation in the space provided below. (50-100 words)

3. Store Store the the data data as instru instructe cted. d. I. II II..

Create Create a fold folder er called called ‘Data ‘Data Analys Analysis is Prepa Preparat ratio ion’. n’. Crea Create te thr three ee sub subfo fold lder ers, s, one one for for eac each h Dat Datas aset et:: Data from the information provided about Zeemh. Data about the industry outlook  Data about current trends in coffee consumption in Australia Store Store the the data data you you sour source ce and and coll collect ected ed in the rel relev evant ant fold folder ers. s. Provid Provide e scree screens nshot hotss of the the sav saved ed data data in the spac space e provi provided ded belo below: w: One screenshot showing the main folder and its subfolders.   

III. III. IV IV..

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One screenshot/subfolder screenshot/subfolder to show their content.

Task 2. Analyse dataset Complete the following tasks: 1. Select methods methods of data data analysis analysis (4-6 methods in in total) relevant relevant to each dataset dataset as well as methods of analysis relevant to the task t ask requirements and explain why you chose those methods.

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Document your work in the space provided below. (50-100 words)

2. Catego Categori rise se the the data for for analy analysi sis. s. Categorise data (group similar formats of data) from all data collected. List the categories in the space provided below. (3-5 categories)

3. Analyse and synthesise synthesise the the data collected collected according according to task requirements, requirements, organisational organisational policies, policies, and industry best practices. Organise and document your work in the spaces provided below. Document 4-5 observations based on the data you have analysed and synthesised. You can support your observations with charts and commentary.

Task 2.3 Finalise data analysis process Complete the following tasks: 1. Conduct statistical statistical analysis analysis to confirm the accuracy accuracy of data analysis analysis and identify and and remove incorrect results.

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Example: check the data to confirm its accuracy, ensure consiste consistent nt conditions when collecting and analysing the data, check calculations/formulas, review similar datasets for consistency of results. Summarise the work you performed and outcomes in the space provided below. Summarise (50-100 words; 3-5 methods of statistical analysis used)

2. Complete Complete the the report report for for the the CEO (Template (Template 1). From your work of data analysis and synthesis, select the outcomes that are most relevant to the purpose of the report and the task requirements.

Template 1 -Report Introduction Describe the purpose of the report, list the data that you used in your analysis, outline the data collection and analysis process that you followed. (50-100 words)

Data Analysis Summarise the outcome of your data analysis in the space provided below. Include a visual representation of the data analysis, such as graphs/charts/tables.

Recommendations Provide recommendations (4-5) to Zeemh with a rationale based on your data analysis. Example: improvements to current operations (this may include finance, marketing, product development or diversification etc.), changes to strategic goals and tactics (market penetration strategies, strategic alliances, international expansion etc.). (100-150 words)

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3. Su Subm bmit it th the e rep repor ort. t. Write an email (Template 2) to submit the report to the CEO. Summarise the content of the report in the email. The email text should be in grammatically correct English, written in an appropriate (polite, business-like) style. (50-100 words)

Template 2 -Email

Email to the CEO To: Cc: Bcc: Subject: Date email is sent :  Attachments:

4. Store Store analytic analytic resul results ts and the the report report as instruc instructed. ted. I. II II..    

III. III. IV IV..  

Create Create a fold folder er called called ‘Data ‘Data Analyt Analytic icss and and Report Reporting ing’. ’. Cr Crea eate te th the e ffol ollo lowi wing ng su subf bfol olde ders rs:: Data from the information provided about Zeemh. Data about the industry outlook  Data about current trends in coffee consumption in Australia Final report Store Store the the data data you you anal analyse ysed d and and the the repor reportt in the the rele relevan vantt folder folders. s. Prov Pr ovid ide e scr scree eens nsho hots ts of the the sav saved ed da data ta:: One screenshot showing the main folder and its subfolders. One screenshot/subfolder screenshot/subfolder to show their content.

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 Appendix 1 – Scenario Company Overview

The appetite for good-quality coffee continues to grow globally. This is great news for roasters, but it also comes with increased competition. ZEEMH is a roasting coffee company with an e-commerce business model designed to become the market leader in the online online retail of boutique coffee. ZEEMH was founded founded by husband and wife John Cluber and Marla Bennet. The couple decided to start an online business in 2013 to allow more flexibility in their family life. ZEEMH was an instant success, and it has grown substantially in its years of operation. Starting as an online retailer of exclusive exclusive coffee brands for home consumption, the company changed its business model by launching its own coffee and expanding its product line. ZEEMH has brought coffee traditions and recipes from around the world to new life through creativity and innovation in coffee blending and roasting processes. The company is located in Melbourne, VIC, with its headquarter and roasting facilities in Port Melbourne.

Website : https://projectdipem.wixsite. https://projectdipem.wixsite.com/zeemh com/zeemh  

ZEEMH: 

Produces creative and high-quality coffee blends, roasting coffee in its own facilities

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Sources coffee beans from around the world, searching for the best quality coffee

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Is an online retailer of its very own coffee brand: 100% Australian owned and operated

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Delivers its products within Australia (nationwide)

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Focuses on a niche B2B and B2C target market

In the past years, ZEEMH has focused on creating an iconic e-commerce e-commerce brand for quality coffee. Since 2013, the organisation has grown and expanded, moving from the spared room of a house in Surrey Hills, Victoria, to a comfortable 2 level office in Port Melbourne, where they also have the coffee roasting and packaging plant (same building). Warehouse operations are outsourced to MCW Logistics (MCW looks after the importing operations relate to importing coffee beans in Australia and the inventory management – for raw and refined products). MCW logistics is located close to the ZEEMH headquarter. Organisational Organisatio nal Chart

Finance Manager

Finance Team

Marketing and Sales Manager

Marketing and Sales Team

Customer Relations Manager

Customer Relations Team

HR Executive Officer

HR Assistant

CEO and founder Board of Directors COO and founder MCW Logistics (outsourced) Production Manager

IT Outsourced

Coffee Roasting and Production Team

Board of Directors

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John Cluber Senior – Chairman John Cluber – CEO (Founder 40% shareholder), responsible for the day-to-day management management decisions of the company Marla Bennet – COO (Founder 40% shareholder), responsible for the daily operations of the company

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Jacob Mosley – Non-executive Director (E-commerce expertise)

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Marina Bennet – Non-executive Director (Retail expertise)

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Steven Yun – Executive Director (Investor 20% shareholder)

Finance Department 

Finance Manager (Full time, Ongoing) o

Financial Officer x 2 (Part Time, ongoing, job sharing)

Duties include strategic financial management, risk management, accounts receivable, accounts payable, invoicing, payroll, financial record keeping and reporting, preparation and payment of taxes/fees, cash flow management, external contract management and all elements of financial and legal compliance.

Human Resources Department 

HR Executive Officer (Full Time, Ongoing) o

HR Assistant (Part-Time, Ongoing)

Duties include strategic HR planning, recruitment and selection, compensation compensation and benefits, employee relations and support, training and development, internal communications communications management, performance managementt support, termination of employment, record keeping and reporting, safety including managemen OH&S and fair work law compliance, facilities and maintenance management, procurement, legal compliance, industrial relations, policies and procedures management.

IT services (contracted) (contracted) 

Managed by the Customer Relations Department, outsourced to Preston IT Solutions

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IT services include server hosting, network installation and management, provision, maintenance and update of all software and licenses, database administration administration (inventory and staff files), data management, data protection compliance and systems security, website design and maintenance, and technical support and maintenance/repair of software and hardware. Note: Ad-hoc IT support including software s oftware and hardware maintenance is provided by Preston IT Solutions on an on-call basis.

Marketing Department 

Marketing and Sales Manager (Full Time, Ongoing) o

Marketing Officer x 1 (Part time, Ongoing)

o

Social Media Officer (Part Time, Ongoing)

o

Sales Officer x 2 – dedicated to B2B (Full Time, Ongoing)

o

Content Writer (contractor)

o

Graphic Designer and web developer (contractor)

Duties include strategic marketing management, external communications management, graphic design, social media management and content creation, market research and public relations.

Production 

Production Manager (Full Time, Ongoing) o

Logistic Assistant (Part Time, Ongoing)

o

2 x Coffee Roaster Specialists (Full (Full Time, Ongoing)

o

2 x Production Operation Officers (Full Time, Ongoing)

o

MCW Logistics (outsource warehousing warehousing and logistic operations)

Duties include overseeing shipping, warehousing and procurement. Roasting and Packaging of coffee is performed by a dedicated, well trained and experienced team. The team performs quality assurance and control activities to ensure the best quality coffee is produced.

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Note: Logistic operations are performed by MCW Logistics: import-e import-exporting; xporting; warehousing, delivery. delivery. Delivery to customers is operated through a mix of private and public delivery services.

Customer Relations 

Customer Relations Manager (Full Time, Ongoing) o

Customer Relations Team Leader x 1 (Full Time, Ongoing) 

o

Customer Relations Officers x 16

Front Desk Officer x 2 (Job Sharing, Ongoing)

Duties include customer service support and sales (outbound and inbound), complaint resolution, resolution, front desk duties. Note: The Customer Relations Manager is responsible for the supervi supervision sion (direct line Manage Manager) r) of the  store in Melbourne CBD.

Company Profile and Key Information Key to Success

ZEEMH has identified four keys that are instrumental to its success: 

Develop a niche product that aims to reach a market of boutique coffee lovers.

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Deliver exceptional customer service in all aspects of the business cycle.

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 Attract and retain retain quality quality staff. Creativity, innovation innovation and quality are the pillars the company is founded on.

Target Market

ZEEMH has identified three distinct customer segments: 

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B2B – Start-up independent coffee shops that aim to establish themselves as a boutique coffee shop. B2B – Established independent coffee shops that seek to differentiate their offering from their competition.

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B2C – Coffee drinkers that enjoy making good quality coffee at home (speciality coffee drinkers). These buyers buy the beans whole to grind the coffee themselves for the freshest cup possible. ZEEMH has made a strategic decision not to sell ground coffee (this would increase the cost of production)

Objectives

ZEEMH's objectives are:  

 

To make ZEEMH an icon brand for speciality coffee drinkers. To develop an effective, well-placed e-commerce site for sales of coffee blends direct to the public.

 

To expand their market (to increase sales) without giving up on the exclusivity exclusivity of the brand.

 

To maintain and improve infrastructure for the fulfilment of Web-based sales.

 Vision

ZEEMH's vision is to be the leader in the innovative and creative production and distribution of superior coffee blends for true coffee lovers.

Mission

ZEEMH's mission is to provide the finest in coffee blends using the Internet to lower the consumer's consumer's cost. We exist exist to attract and maintain customers customers who who love quality and boutique coffee. coffee. Our services services are designed and delivered to exceed the expectations of our customers.  Values

ZEEMH: 

Strongly values its people.

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Promotes quality in every part of the business.

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Champion’s innovation innovation in our approach to business growth

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Supports creativity in our product offering.

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Is committed to sustainability in everything we do.

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Displays integrity in the way we do business.

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Shows care and respect for our customers.

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Ownership

ZEEMH is a Proprietary Limited company, company, 100% Australian owned and operated. The majority of the company is owned by founders John Cluber (40%) and Marla Bennet (40%). Steven Yun, an investor, owns 20% of the company, and he is also part of the Board of  Directors as an executive director. They have recruited experienced and highly skilled board members.

The coffee-making process

Coffee beans are seeds inside edible cherries of coffee plant. The plants are cultivated in tropical and sub-tropical parts of the world.

When fully grown, the red coffee cherries are hand-picked and the seeds are exctracted after thy are dried.

The green coffee beans are roasted to varying degrees.

Different types of coffeetics beans roastthat levels blended according to individual characteris characteristics andand qualities areare brought outtogether during the roasting (for example: cocoa or floral flavour).

Coffee beans are sourced from selected producers around the world, and they must meet these characteristics: 

Organics and Fair Trade

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Be produced in small to medium farms.

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Pass the quality control from ZEEMH coffee roaster experts.

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The product 

Is roasted daily – an efficient inventory process is key to allow for the product to be shipped and re-stocked fast.

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Has been awarded several quality prices from Australian coffee associations.

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Delivered free of charge for orders over $ 80.00.

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It is packaged using earthbags products ( https://www.thepackagingpeopl epackagingpeople.com.au/pr e.com.au/product/earth-bags oduct/earth-bags/? /? https://www.th gclid=EAIaIQobChMI5K3_zNai3QIViGkqCh2mgQX2EAQYBCABEgIjhvD_BwE  )

Sales B2C and B2B

Sales numbers for 2019 and 2020 are reported below-average below-average sale/kg. B2C

2019

Total Single Customer

620

Revenue $ (total-all blends production)

$ 252,669.55

Data

15% Inactive 18% shopped only once 29% shopped twice 32% shopped more than twice 6% shopped more than 5 times  Average single single

2020

902

$ 366,975.00

Data

26% Inactive 16% shopped only once 22% shopped twice 30% shopped more than twice 6% shopped more than 5 times  Average single single transaction 2 kg of coffee of 5% Increase on prices since 2018

transaction kg of coffee2

B2B

2019

Data

2020

Data

Total Single Business  Accounts

320

380

Revenue $ (total-all blends production)

 $ 38,944,471.82 38,944,471.82

35% of cafés used Zeemh to work on own customised unique blend.

48% of cafés used Zeemh to work on own customised unique blend.

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K 

2% of inactive

$ 51,214,398.30 51,214,398.30

4% of inactive

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accounts

accounts

ZEEMH sales 2019 -2020 201 92 92

2 01 01 9

60,000,000.00

50,000,000.00

51,214,398.30

40,000,000.00 38,944,471.82

30,000,000.00

20,000,000.00

10,000,000.00

0.00

252,669.55366,975.00 Sal es B2C

Sales B2B

B2C Product

Feature blend – premium line with a limited release Espresso –

Packaging

 250 gr

500 gr

 $ 19.00

$ 36.50

$ 13.00

$ 25.00

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K 

Description

1 kg This product changes every three months, and it is a limited seasonal $

46.00

offer. Full-bodied, Full-bodie d, Italian style coffee with

Page 24

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Product

Packaging

Description

a rich and warm flavours. (This product is made with less prestigious quality beans to meet the

standard line

Espresso – premium line Decaf – standard line only Horizon – premium line Daylight – standard line  Awake – premium premium line Intensity – premium line Domain – premium line Summer Dream – premium line Renascence – standard line Customised blend

$ 16.00

$ 31.00

$

56.00

 $ 15.00

$ 28.00

$

52.00

 $ 17.00

$ 33.00

$

65.00

 $ 14.00

$ 26.00

$

48.00

 $ 17.00

$ 33.00

$

65.00

 $ 17.00

$ 33.00

$

65.00

 $ 17.00

$ 33.00

$

65.00

 $ 17.00

$ 33.00

$

65.00

 $ 14.00

$26.00

$

48.00

 

$ 55.00

$ 105.00

price point.) Full-bodied, Full-bodie d, Italian style coffee with a rich and balanced flavour. Decaffeinated but just as good as your regular espresso. Rich in flavours, balanced and heavy bodied. Aromatic with a complex finish. Complex flavours, intense and full bodied Intense creamy body with a hint of almonds and caramel. Delicate flavour with hint of honey and blossom fragrance. All round coffee with a smooth and velvety body. Rich balanced and lively. The customer calls a coffee specialist at ZEEMH, completes a personality test (optional) and discuss its preference to have a special blend designed for him/her. Customised packaging options are also available with this product.

The purchasing cycle for B2C customers is provided below:

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Purchase Decision Order online via website Order by calling Zeemh directly

Zeemh Website Search Engine Social Media Word of Mouth Press Releases

Delivery 2-5 days (surcharge for express delivery applies)

Information Search and Evalaution of  Alternat  Alte rnatives ives

Post-Purchase Thank you email from Zeemh with feedback form to complete

Payment upfront and Delivery

B2C Sales 2019-2020 Sales

Feature blend – premium line with limited release Espresso  – standard line Espresso  – premium line Decaf – standard line only Horizon – premium line Daylight – standard

2019 Sales in Kg

 2019 Sales in $

2020  2020 Sales in Kg Sales in $

492

$ 35,915.95

692

$ 50,516.00

421

$ 23,575.95

280

$ 12,880.00

401

$ 22,456.00

0

320

$ 16,639.95

280

$ 14,560.00

752

$ 48,879.95

854

$ 55,510.00

459

$ 22,031.95

421

$ 20,208.00

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K 

 Addition al Info

NA in 2019

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Sales

line  Awake – premium line Intensity  – premium line Domain – premium line Summer Dream premium line Renascen ce – standard line Customise d blend Total $

2019 Sales in Kg

 2019 Sales in $

0

2020  2020 Sales in Kg Sales in $

 Addition al Info

692

NA in

$ 44,980.00

2019 381

$ 24,764.95

491

$ 31,915.00

512

$ 33,279.95

486

$ 31,590.00

221

$ 14,364.95

142

$ 9,230.00

692

$ 33,215.95

903

$ 43 43,344.00

183

$ 19,215.00

0

 

$ 252,669.55

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K 

NA in 2019

$ 356,404.00

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Coffee Sales B2C by Kg Customised Custom ised blen d 0 Renascence Summer Dream Domain

183 903

692 142 221

Intensity

486 512 491

381

692

 Awake 0 Daylight

421 459

Horizon

854

752 280 320

Decaf -standard -standard line only

401

Espresso Espress o -premium line 0 Espresso Espres so – standard lin e

280

421

Feat Feature ure blend 0

10 0

2 00

3 00 20 1 9

492 400 500

692 60 0

7 00

8 00

900

100 0

2 02 0

B2B

 A strategic alliance has has been established established with NFB Coffee Equipment Equipment Company. Company. A coffee coffee equipment equipment company that produces and distributes coffee equipment for Cafés around Australia. NFB currently serves 22% of Australian cafés. NFB is awarded a perpetual 3% of the revenue from coffee sales for each café they signed up with ZEEMH.  An industry-standard industry-standard dose dose for a coffee coffee is 7 grams grams per serve. serve. For a 1kg bag, you you could expect expect to get in the range of 60-90 cups depending on strength, double shots and wastage. Product

500 gr

1 kg

Espresso – premium line

 

$

45.00

Decaf – standard line only Horizon – premium line

 $ 15.00  

$

65.00

Street –

 

$

65.00

premium line

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K 

Discount

11-15 5% 16-20 8% 21-25 10% 26-30 15%

kg

Description

Full-bodied, Italian style coffee with a rich and warm flavour.

kg kg

Decaffeinated.

kg Rich in flavours, balanced and heavy-bodied. A slight bitter flavour, decisive and balanced.

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Product

500 gr

1 kg

Customised blend

 

$

Discount

95.00

Description

The café' can order a customised blend of coffee.

B2B purchasing decisions by the client base are made considering:    







Pricing point Quality of the coffee Opportunity to differentiate own café using Zeemh products. Most businesses would have a manager in charge of purchasing services (in small cafés, this is usually the owner) Cafés prefer a personal touch in the sales process and value face to face relationships with sales personnel. Most businesses would look at the terms of payment (the most popular term of payment within Zeemh customers is 30 days from receiving an invoice from Zeemh; few clients pay within 60 days, but they may be charged an extra 5% of the invoice for this arrangements). arrangements). 78% of clients choose 30 days payment terms, 21% 60 days, and only 1% pays upfront. B2B clients are very rational in their decision-making process, and they would consider a range of factors such as testimonials from other businesses; recommen recommendations; dations; pricing; quality of service; quality of coffee; how Zeemh meets their business needs; cost savings on own business operations; quality of business relationships with Zeemh personnel.

The purchasing cycle for B2B  customers is provided below:

BSBDAT501 - Analyse data V3 2021 RTO Provider: 91153 - CRICOS Code: 02672K

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Purchase Decision

Zeemh Website Search Engine Social Media Word of Mouth Press Releases NFB

Order online via website (B2B) Order by calling Zeemh directly

Information Search and Evalaution of  Alternatives

Payment terms : upfront 2% discount; 30 days; 60 days +5% Delivery 2-5 days (surcharge for express delivery applies)

Thank you email Post-Purchase from Zeemh with feedback form to complete  Ad hoc additional initiatives such as: invitation to events, free samples, featuring café' on Zeemh website or social media outlets

Payment

B2B Sales 2019-2020 Sales

2019

 2019

2020

 2020

 Additiona  Addition a

Sales in Kg

Sales in $

Sales in Kg

Sales in $

l Info

110,000

$ 4,949,999.95

95,000

$ 4,275,000.00

26,000

$ 779,999.95

25,800

$ 774,000.00

112,000

$ 7,280,000.00

Espresso – premium line Decaf – standard line only Horizon – premium line Street – premium line Customised blend

0

Total Discount

% On

285,000

$ 18,524,999.95

261,000

$ 16,965,000.00

208,000

$ 19,759,999.95

301,000

$ 28,595,000.00

% On

$ 57,889,000.00 Total $ of

BSBDAT501 - Analyse data V3 2021

$ 44,014,999.80 Total $ of

NA in 2019

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Sales

applied

2019 Sales in Kg Total orders

 2019 Sales in $ discount

None 2 11-15 kg 5% 6 16-20 kg 8% 9 21-25 kg 10% 39 26-30 kg 15% 44 Total Revenue including discount

$ 880,300.00 $ 2,508,854.99 $ 3,644,441.98 $ 15,449,264.93 $ 16,461,609.93  $ 38,944,471. 38,944,471.82 82

2020 Sales in Kg Total orders

 2020 Sales in $

 Additiona  Additiona l Info

3 4 11 37 45

$ 1,736,670.00 $ 2,199,782.00 $ 5,858,366.80 $ 19,277,037.00 $ 22,142,542.50 $ 51,214,398.30 51,214,398.30

discount

Coffee Sales B2B by Kg 301000

Customised Customis ed b lend

208000 261000

Street

285000 112000

Horizon

0

25800 Decaf -standard -standard line only 26000 95000 Espresso -premium line

110000 0

5 0 0 00

1 00 000 20 1 9

150 00 0

2 00 0 00

25 0 00 0

3 00 000

3 50 0 00

2 02 0

On average, a café would consume 2 kg of coffee/ day. Busy cafés would consume an average of 4050 kg of coffee/week.

Pricing considerations

ZEEMH premium price structure is justified by: Organic and Fair-Trade coffee only 

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 

Superior quality coffee beans used for roasting. Quality of customer service

ZEEMH mark-up on coffee price is on average 100% with the base cost to consider: green coffee cost, transportation, the cost for roasting (equipment, utilities and labour), cost to market and cost to transportation, deliver to a customer. The cost structure is shown below:

Cost Structure

10% Green beans including transportation

24%

Roasting/Production cost Logistics

27% 27 %

Business operations (outside production) Marketing Market ing an d sales

7%

33%

Positioning Map High perceived quality and status

Limited service Less persona BSBDAT501 - Analyse data V3 2021 l service

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Low perceived quality and status  

The typical B2C customer profile for quality coffee

Behaviour

Demographics

Psychographic

Geographic

Quality recognion and status

Age 25+ cofee connoisseurs, white collar worker

Higher income, something beer atude

High density or desnaon urban ood locaons

Zeemh positioned itself in the coffee speciality end, focusing on the experience of great coffee. Customers are no longer satisfied with just a quick caffeine fix. They have become more discerning in their preferences, they want to expand their coffee knowledge and with this, comes greater expectations on baristas and café owners to deliver coffee with more complex flavours. Coffee drinkers tend to be older, with 74% of adults aged 55 and older consuming it daily, versus 50% of those aged 18 to 34. Among coffee drinkers, those youn younger ger than 35 tend to drink fewer cups per day on average (1.8) than those aged 35 and older, who consume roughly three cups per day. Men drink as much coffee as women; each consuming an average of 1.6 cups per day. Women seem to be more concerned about the price than men. Key B2B segments supplied to:

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% Bakery

4

Pubs and Clubs

8

Restaurant

6

Indipendent Café

82 0

10

20

30

40

50

60

70

80

90

Series 1

Independent cafés tend to be small boutique cafés that try to differentiate themse themselves lves with a speciality coffee offering, Moreover, 48% of them uses customised coffee blends (and packaging) that Zeemh creates for them. Strategic Direction

Zeemh's strategy is about capturing the higher end of the coffee lovers' market. ZEEM aims to create a premier brand, so that they can eventually capture market share across broad geographic lines. Zeemh's competitive edge is: 

Quality Coffee



Easy-to-use Easy-to-us e website



Superior customer service



Coffee blends customisation for clients

The strategic objectives identified by the board of directors are: 



Increase brand awareness among B2C and B2B customers Increase market share among B2C clients by 20% in the next five years.

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

Expand to international markets.



Increase market share among B2B clients by 5% in the next three years.



Expand the product line to coffee equipment and Zeemh merchandise.









Identify strategic alliances to expand the company's footprint nationally and internationally. internationally. Consider an HR strategic plan to attract and retain talent in the company. Improve quality management practices to decrease production and logistic costs and establish the brand as synonymous with quality first. Improve customer retention and loyalty.

 An integrated digital marketing marketing campaign campaign is recommended recommended by the board. However, However, the board board has highlighted how the more traditional form of marketing, such as direct marketing, should be integrated into an overall strategy. Zeemh's clients like a personal approach to sales and interaction with the company. The board has committed to: 





$ 210,000 in marketing expenditure for the next financial year $ 450,000 in recruitment and improvement of HR practices (including professional development for staff) $ 190,000 to quality improvement (including enhancements enhancements to the roasting facilities in Port Melbourne)

Market Information Excerpt

Source: Ibisworld – Research data further by gathering free access to IbisWorld from the State Library of Victoria https://www.slv.vic.gov.au/  

Tea, Coffee and Other Food Manufacturing in Australia

The industry includes cafes and coffee shops that serve food and beverages to customers onpremises. Customers generally order and are served while seated and pay after eating. The industry excludes operators mainly engaged in takeaway food services, restaurant and catering services, the operation of theatre restaurants and selling alcohol for consumption on and off-premises. off-premises. Key Trends   

 Australia's strong cafe culture has has helped generate generate sustained sustained growth for the coffee segment. segment. Niche players have entered industry to satisfy consumers looking for high-quality products. Exports to China have been the highly volatile, even before the COVID-19 pandemic.

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  



Tea consumption is projected to decline as younger consumers shift towards other beverages. Private-labell brands are anticipated to place increasing Private-labe increasing price pressure on the industry. Increasing consumer demand for premium industry products is projected to support revenue growth. Consumer preferences have changed over the past five years due to growing health concerns.

Executive Summary

Mixed brew: Revenue has grown despite volatile input prices and international trade. Operators in the Tea, Coffee and Other Food Manufacturing Manufactu ring industry produce a range of food products. Industry products include tea, coffee, prepared meals, salt, yeast, and herbs and spices. Rising health consciousness, consumer incomes, volatile input prices and international trade have all influenced industry revenue over the past five years. These factors have supported demand for some products at the expense of others.

 A line chart that shows the annual percentage change change in revenue over the past past five years and a forecast for the next five years.  View as data table, table, Chart The chart has 1 X axis displaying values. Range: 2015.9 to 2026.1. The chart has 1 Y axis displaying values. Range: -5.5335 to 15.2235. 2026: 3.0% Overall, industry revenue is expected to increase at an annualised 1.9% over the five years through 2020-21, to $8.2 billion. However, this trend includes an expected revenue decline of 4.6% in the current year, due to the COVID-19 pandemic negatively affecting exports and demand for premium food products. In addition, downstream demand from food-service establishmen establishments ts has been volatile during the COVID-19 pandemic. However, players have benefited from rising demand from the major retailers, such as Coles and Woolworths.

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Consumer preferences have changed over the past five years due to growing health concerns, rising demand for foreign foods and increasing increasing demand for premium product lines. These trends have allowed many small-scale small-scale niche manufacturers to enter the industry over the period, boosting the number ofimport industry enterprises. However However, , growinglimiting interestindustry in foreign foods has contributed to moderate pressures on industry operators, performance. Exports have declined as a share of revenue over the past five years, despite strong demand for premium  Australian food products abroad, particularly particularly in the Asia-Pacific Asia-Pacific region. region. The COVID-19 COVID-19 pandemic pandemic has disrupted supply chains and reduced demand from overseas markets, further constraining industry performance. Industry revenue is forecast to grow over the next five years. Demand for premium products is likely to rise as the economy recovers from the downturn caused by the COVID-19 pandemic. In addition, exports are likely to grow as a share of revenue as demand from Asian markets recovers. However, operators are anticipated to face continued pressure from supermarket private-label brands and imported foods over the period. Overall, industry revenu revenue e is forecast to increase at an annualised 2.6% over the five years through 2025-26, to $9.3 billion.

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Industry products are extremely diverse and include tea, coffee, salt, mayonnaise, condiments and prepared meals. Industry operators have contended with volatile input prices, fluctuations in international trade and private-label brands rapidly developing over the period. However, rising demand has mostly benefited industry manufacturers. Overall, industry revenue is expected to increase at an annualised 1.9% over the five years through 2020-21, to $8.2 billion. The COVID-19 pandemic has caused further volatility in the industry. Exports are expected to decline over the two years through 2020-21, due to decreased demand from many Asian nations, including China, and disrupted supply chains. Supply chain disruption is also expected to constrain import volumes during the pandemic. The pandemic has also had a mixed effect on domestic demand. As many industry products are non-perishable, demand soared during periods of consumer stockpiling stockpiling during 2020. However, the decline in consumer disposable income in 2020-21 is likely to constrain industry performance, contributing to an expected revenue decline of 4.6% in the current year. Health consciousness consciousness has grown over the period, with consumers increasingly concerned about the amount of  fat, sodium and sugar in their diets. This has reduced demand for products perceived as unhealthy, such as salt and certain prepared meals. However, the rising number of busy consumers has helped limit declines in the prepared foods segment. Consumers are increasingly opting for premium food products, including coffee beans and grounds, and loose-leaf tea. In addition, changing consumer preferences have boosted interest in more exotic meals, driving demand for herbs, spices, flavourings and sauces. Growing interest in specialty foods, premium products and international food products has provided scope for new, smaller players to enter the industry. This trend has boosted enterprise number numberss and supported employment growth over the period. Tea and coffee

Coffee is one of the largest product segments in the industry industry..  Australia's cafe culture culture and love of of quality coffee coffee have generated generated sustained sustained growth for for the coffee segment over the past five years. Coffee's popularity has encouraged dynamic product innovati innovation on through new blends and coffee-related coffee-related products. Furthermore, consumer tastes have shifted to premium coffee varieties, contributing to revenue growth. However, volatile downstream demand from cafes and coffee shops during the COVID-19 pandemic has reduced the margins of coffee producers, despite a decline in the world price of coffee over the period. Niche players have entered the industry to satisfy coffee consumers looking looking for high-quality high-quality products over the past five years. These niche markets are generally not catered for by the product ranges of the industry's larger players. The number of coffee machines owned by consumers has grown over

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the past five years, reflecting increasing demand for premium coffee. Conversely, demand for instant coffee has declined over the period. However, instant coffee continues to make up a large proportion of the industry's coffee segment. Industry operators also generate a significant amount of revenue through tea manufacturing. Tea producers, particular particularly ly loose-leaf and specialty tea makers, have benefited rising health consciousness over the past five years. For example, the demand for greenfrom tea has grown because consumers perceive it as having strong health benefits. Fruit teas and herbal teas have also risen in popularity. Revenue for the Tea, Coffee and Other Food Manufacturing industry is forecast to grow over the next five years.  A projected recovery recovery in export export demand demand after the COVID-19 COVID-19 pandemic pandemic and and increasing increasing consumer consumer demand for premium varieties of industry products, such as coffee capsules, are anticipated to support revenue growth over the period. However, ongoing pressure from imports and supermarket private-label brands is likely to limit the overall growth in industry revenue. Overall, industry revenue is forecast to increase at an annualised 2.6% over the five years through 2025-26, to $9.3 billion.

Source: Ibisworld – Research data further by gathering free access to IbisWorld from the State Library of Victoria https://www.slv.vic.gov.au/   Coffee Bean Distributors in Australia

Industry operators primarily primarily supply roasted coffee beans to cafes and coffee shops in Australia. The industry excludes instant and percolated coffee. Key Trends  

 Australia's rising ccoffee offee culture hashas supported suppor industry gdemand. The popularity ofcoffee capsules beented constraining constrainin demand for roasted coffee beans.

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



Weaker downstream demand, stemming from the COVID-19 restrictions, has squeezed profit margins. While demand for coffee will grow, industry firms will have to adapt to increasing competition. Higher expenditure on recreation and culture is anticipated to drive industry expansion. The instant coffee market will remain the most significant challenge to the industry. COVID-19 has disrupted Australia's coffee culture and demand from primary downstream markets. 





 A rise in coffee culture culture has supported supported the Coffee Bean Distributors industry over the past five years. However, lockdown and movement restrictions brought on by the COVID-19 pandemic, has disrupted downstream demand over the past two years. Demand from cafes and coffee shops fell significantly significantly over the lockdown periods, with many of these establishments establishm ents temporarily shutting down due to subdued consumer demand and limited operating capacity. These factors have outstripped any growth over the past five years. As a result, industry revenue is expected to decline at an annualised 0.2% over the five years through 2020-21, to $2.5 billion. The outbreak of COVID-19 has disrupted Australia's coffee culture and deteriorated demand from primary downstream markets. markets. In March 2020, the Federal Government Government imposed trading restrictions restrictions on all non-essential businesses, businesses, limiting cafes, coffee shops and restauran restaurants ts to takeaway services only. In response, many of these downstream establishments establishments temporarily closed or ceased operations over the lockdown periods, due to difficult trading conditions. Although a shift to homemade coffee among consumers boosted demand from supermarkets and grocery stores, it has exposed the industry to stronger external competition from instant coffee and coffee pods. Nevertheless, Nevertheless, easing movement restrictions and the reopening of cafes and coffee shops for dine-in services are anticipated to bolster industry demand in the current year. Industry revenue is expected to grow by 2.6% over 2020-21. Downstream demand demand is anticipated to recover over the next five years, driven by rising discretionary incomes and the continued popularity of coffee culture. Industry revenue is forecast to increase at an annualised 1.8% over the five years through 2025-26, to $2.7 billion. Increases in demand from cafes and coffee shops, and expenditure on recreation and culture will likely be key drivers of industry revenue growth. Profit margins are projected to increase over the period, in line with stronger demand for premium coffee beans. However, price competition in the industry is anticipated to remain intense over the period, limiting growth in profitability.

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The COVID-19 pandemic has had a significant effect on the industry's performance. In March 2020, to contain the t he spread of the virus, the Federal Government Government imposed restrictions on downstream cafe, coffee shop and restaurant markets, limiting these businesses to takeaway only. Many of these establishments temporarily closed or ceased operations over the lockdown periods, due to subdued and limited operationpressure ability. As result, demand sharply overdemand 2019-20, putting downward onaindustry revenue.for roasted coffee beans fell Meanwhile, many households shifted to making coffee at home during the lockdown periods, Meanwhile, supporting sales to supermarkets and grocery stores. However, this shift also boosted demand for substitute products, such as coffee pods and instant coffee, hindering demand growth from supermarkets. Nevertheless, the easing of movement restrictions, and the reopening of cafes, coffee shops and restaurants for dine-in services are anticipated to bolster demand for industry products in the current year.

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Key drivers 

The amount of coffee purchased by consumers influences industry revenue.

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





Consumers are often more likely to drink instant coffee at home, instead of grinding their own coffee beans. Consequently, most demand for coffee beans comes from cafes and coffee shops. The number of small, independent coffee shops has increased over the past five years, driven by  Australia's growing coffee coffee culture. Changes in the world price price of coffee also also affect industry industry revenue. However, given that prices of arabica and robusta coffee beans do not always move together, price fluctuations can have a muted effect on industry firms.  As coffee is generally considered considered a non-staple product, product, discretionary discretionary income income influences influences the industry's performance. performance. Rising expenditure on recreation and culture over the three years through 2018-19 has supported industry revenue, with demand for coffee beans from both restaurants and coffee shops increasing before the imposition of COVID-19 restrictions and the negative economic consequences, such as consumer pessimism. Industry operators face intensifying intensifying competition from coffee capsule distributors due to the popularity of Nestle's Nespresso and other coffee pod machines. machines. These capsules offer some consumers a cheaper and more convenient alternative to freshly roasted coffee. This trend has hindered the industry's performance over the past five years.

Coffee culture in Australia

 Australia's coffee culture culture has been the main factor factor driving driving industry revenue revenue growth growth over the three years through 2018-19. Rising popularity of brunch culture among younger consumers has led consumer to opted for establishments establishm ents where they can enjoy their coffee with a meal. This trend has prompted many food service establishments establishments to offer coffee in their menus, benefiting industry players. Over the past five years, busy lifestyles have caused many Australians to spend less time at home preparing their own meals, which has driven revenue for coffee shops and cafes. Furthermore, premium coffee presents an affordable luxury that many consumers can indulge in. Demand for premium blends and fairtrade varieties has supported the industry's performance performanc e over the period. Industry structure

Most coffee consumed in Australia is imported from overseas. Coffee roasters purchase imported green beans from various suppliers, which they then roast and use to formulate their own blends. Once the beans are roasted, they are distributed to restaurants,, cafes and coffee shops. Arabica beans account for the largest portion of restaurants o f industry revenue. Roasters commonly commonly distribute their own coffee. As a result, the industry has a limited number of wholesalers. Even smaller roasters, such as Seven Seeds and Industry Beans, tend to enter into contracts with wholesale customers to sell their coffee beans directly. A key success factor for industry operators is establishing good relationships relationships with the t he end supplier. Larger industry

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participants, such as Vittoria Coffee, often provide training courses for baristas to ensure that the taste and quality of their products remains consistent consistent across different cafes and coffee shops. Enterprise numbers have risen over the past five years. This growth has been mainly driven by the premiumisation of coffee products, which has opened up many niche markets and encouraged new businesses to enter the industry. A growing number of coffee shops specialising in particular blends of  coffee has further supported this trend. Employment numbers have increased in line with growth in industry enterprises enterprises over the period. Industry profitability has declined over the past five years, partly due to the outbreak of COVID-19. Weaker downstream demand, stemming from the COVID-19 restrictions, has squeezed profit margins. Furthermore, price competition has intensified over the past five years, as new industry players have entered the market. Industry players have lowered prices to retain market share, which has eroded profitability over the period. However, demand for premium coffee has partially offset the decline in profit, as premium coffee beans generally attract higher margins. The Coffee Bean Distributors industry is projected to recover over the next five years.

Rising demand from cafes and coffee shops, on the back of continued growth in Australia's coffee culture and premiumisation trends, is anticipated to be a key drive of industry expansion. Expenditure on recreation and culture is forecast to rise over the period, benefiting the industry as visiting cafes and coffee shops is considered a recreational activity. Rising discretionary incomes and consumer optimism are also anticipated to support demand growth over the next five years. However, rising pressure from coffee pods distributors and increasing internal competition will likely threaten the industry's growth over the period. Overall, industry revenue is projected to grow at an annualised 1.8% over the five years through 2025-26, to $2.7 billion. Demand drivers

Demand from cafes and coffee shops is projected to increase over the next five years. This demand is anticipated to be driven by consumers' higher expenditure on recreation and culture, combined with greater discretionary incomes. Furthermore, consumers are anticipated to continue to live busier lifestyles, resulting resulting in less time available to make coffee at home and bolstering demand for coffee at cafes, coffee shops and restaurants. Australia's Australia's coffee culture will continue to develop over the next five years, as consumers consistently demand premium and boutique coffee blends and beans. Downstream changes

The industry heavily relies on downstream markets, primarily cafes and coffee shops.

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Consequently, trends affecting the future performance of cafes and coffee shops also affect the Consequently, industry's outlook. The number number of coffee shops is projected to rise over the next five years. An increased range of quality coffee is anticipated to underpin growth in the number of independent cafes and coffee shops over the period. The rising number of independent cafes and coffee shops benefits coffee distributors, as larger chains tend to establish their own roasting houses and distribution networks. networks. However, while demand for coffee is projected to grow over the next five years, industry participants participants will have to adapt to increasing competition. Industry operators will likely need to invest more in establishing relationships with customers, providing after-sales support and training coffee shop staff. The industry's average wage is projected to grow over the next five years, as experienced roasters and baristas are hired to provide these additional services. Profitability

Industry profit margins are projected to expand over the next five years, supported by rising demand for high-margin premium coffee beans. Fluctuations in the world price of coffee will likely affect industry purchases over the period. However, many local distributors will likely enter into fixed supply contracts with upstream suppliers, allowing them mitigate the effects onhigher input costs. demand premium coffee blends and fair-trade coffee,towhich generally attract prices,Growing is anticipated to for support industry profitability growth. However, price competition is forecast to increase over the period, as the entry of new players forces some existing distributors to lower prices to maintain supply contracts with downstream markets. Subsequently, Subsequentl y, this price-based competition will likely constrain industry profit margins.

Growing competition

Competition in the industry is anticipated to remain high over the next five years.

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 Although coffee coffee shops are are growing, instant instant coffee still maintains maintains a dominant dominant share of the domestic coffee market. Instant coffee is the most common substitute for coffee brewed from roasted beans. Other beverages, such as tea and energy drinks, pose less of a threat to industry demand. The COVID-19 lockdown restrictions have caused a shift to homemade coffee, with many consumers opting for instant coffee due to easier preparation. This trend will likely remain even in a post-COVID19 environment, hindering industry sales. Industry operators could offset this threat by investing more in marketing to create strong brand awareness among coffee shops and consumers. However, this strategy would require large capital investment and scale of operation, which is difficult to achieve in the industry due to intense internal competition. In addition, coffee pods and Nespresso machines will continue to present a growing challenge for coffee bean distributors over the next five years. Coffee pod machines are restricting demand from supermarkets and grocery stores, with an expanding range of coffee pods reducing shelf space for industry products. Source: Ibisworld – Research data further by gathering free access to IbisWorld from the State Library of Victoria https://www.slv.vic.gov.au/   Coffee consumption in Australia

 Australian coffee culture culture developed from from cafés owned by Greek and Italian migrants, slowly brewing from the postwar immigration boom in the 1950s and 1960s, to becoming a nationwide obsession that is now part of  Australia's cultural identity. Over Over the last decade decade  Australia's coffee imports imports have more more than doubled, doubled, likely fuelled by the booming café industry and an ever-increasing ever-increasing appetite for coffee and coffee beverages.

In terms of coffee production, Australia Australia is not a major coffee bean producing country. Nonetheless, Nonetheless, the Australian coffee market is among the largest in the world. In terms of exports alone, Australia exported nearly 70 million Australian dollars' worth of coffee and coffee substitutes in 2020 and the annual domestic coffee consumption totalled more than 1.9 million 60-kilogram bags. On average,  Australianss consumed  Australian consumed around two kilograms of coffee per person person in 2021, 2021, out of which 0.7 kilograms were roast coffee and around 1.4 kilograms were instant coffee. However, consideri considering ng the per capita consumption, Australians are far behind Finland, Scandinavian countries and other European countries, but still among the leading 30 coffee consuming countries. Cafés, restaurants and takeaway services contribute more than 4.5 billion Australian dollars in gross value added to the Australian economy. An estimated 96,000 people will be employed in cafés and coffee shops in Australia in that same year. Regarding coffee consumption and preferences,

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 Australianss like their coffee on the go. Around 23  Australian 23 percent of all coffee orders orders are coffee-to-go coffee-to-go orders, orders, ranking Australia fourth behind Japan, the United States and Canada in terms of coffee-to-go. The most popular cup sold in cafés and coffee shops in Australia was the latte, followed by the flat white and the cappuccino. In 2019, the average price for a latte ranged from almost four Australian dollars in Queensland, Victoria and the Australian capital territory to over 3.6 Australian dollars in the Northern Territory and New South Wales. (Source: https://www.statista.com/topi https://www.statista.com/topics/4615/coffee cs/4615/coffee-market-in -market-in-australia/#dossierSummary__chapter1  ) Useful Links for additional research

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IBIS World free access to IbisWorld from the State Library of Victoria https://www.slv.vic.gov.au/  https://www.slv.vic.gov.au/   Australian Bureau of Statistics Statistics https://www.abs.gov.au/  https://www.abs.gov.au/   AUSTRALIA  AUSTRALI A COFFEE MARKET MARKET - GROWTH, GROWTH, TRENDS, TRENDS, COVID-19 COVID-19 IMPACT, IMPACT, AND FORECASTS (2021 igence.com/industry-repor ndustry-reports/australia ts/australia-coffee-mark -coffee-market et   2026) https://www.mordorintell https://www.mordorintelligence.com/i  Australian attitudes towards towards coffee https://mccrindle.com.au https://mccrindle.com.au/insights/bl /insights/blogarchive/aus ogarchive/australiantralianattitudes-towards-coffee/   attitudes-towards-coffee/ /blog/coffee-statisticstics10 Key Coffee Statistics Australia Needs to Know https://whatasleep.com.au https://whatasleep.com.au/blog/coffee-statis australia/   australia/ Pandemic Habits: Coffee drinking has changed in Australia https://www.adnews.com.au/news/pandemic-habits-coffee-drinking-has-changed-in-australia   Distribution Distributi on of coffee consumption at home during the coronavirus (COVID-19) outbreak in  Australia as of March 22, 2020 by type https://www.statista.com/s https://www.statista.com/statistics/1118 tatistics/1118657/austr 657/australiaaliadistribution-coffee-consu distribution -coffee-consumption-at-hom mption-at-home-during-covi e-during-covid-19-by-type d-19-by-type//   https://www.beanscenem beanscenemag.com.au/copi ag.com.au/coping-with-covi ng-with-covid-19/ d-19/   Coping with COVID-19 https://www.

 Appendix 2 – Data Management Management Policy Policy and Procedures Procedures Definitions 

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Corporate data: Data is the representation of facts as text, numbers, graphics, graphics, images, sound or video. Corporate data is data that is captured through the operation of ZHEEM Pty Ltd (ZHEEM). It can include, but is not restricted to staff data, customer data, financial data, facilities data, curriculum data, etc. Personal data: Personal data is data where a person’s identity is apparent or can reasonably be ascertained. ascertaine d. Note that a person’s name is not necessary for data to be personal.

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Master data: Master data is data about the business entities that provide context for business transactions.. It is the authoritative and most accurate data available and is used to establish the transactions context for corporate data. Reference data: Reference data is used to classify or categorise other data. It can include, but is not restricted to, status codes, state abbreviations, abbreviations, demographic fields, etc.

1. Purpose of procedures

These procedures provide guidance and direction on the management of corporate data throughout the information lifecycle.

Create

Store

Use and Share

 Archive

Dispose

Maintain

2. Scope and application

These procedures apply to ZHEEM corporate data in all formats. These procedures are further supported by guidelines and other local documents as identified. Research.. Research data procedures align with the Australian the Australian Code for the Responsible Conduct of Research 3. Data governance

ZHEEM corporate data management activities exist to manage the data assets of ZHEEM effectively and efficiently. With a focus on continuous improvement, improvement, the data management policy contributes to decisions on the collection and management of data, proactively defines data rules, resolves data issues, and fosters an organisational approach to data handling. Data management reports about process improvements improvements must be minuted during departmental meetings and added to the continuous improvement improvement register for action. 4. Data management

4.1 Corporate data should be collected only when known and documented uses and value exist. 4.2 Collection of accurate and complete data is expected. 4.3 ZHEEM collects and uses personal data about its customers, staff and others in order to operate effectively. Personal data held by ZHEEM is collected and managed in a responsible, secure manner, in compliance with the Information Privacy Principles.

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Guidance on Information Privacy is covered in the Information Management Management policy.  Access to personal personal data within ZHEEM ZHEEM is restricted restricted to authorised authorised staff with business business process requirement. 4.4 For accountability and stewardship, all data must have a defined Data Steward responsible for accuracy, integrity, integrity, and security of data. Data Stewards are responsible for ensuring that all legal, regulatory, and policy requirements requirements are met in relation to specific data assets. Departmental Departmental Managers are the Data Stewards. 4.5 Where practical, data should be recorded in an auditable and traceable manner using Shared Points and the Cloud according to the individual data management systems in use. 4.6 Whilst data re-use is encouraged, data duplication is discouraged. For integrity, data should be entered only once, and any duplication of the collection or storage of data needs approval of the relevant Data Steward and reported to HR. Staff should collaborate to prevent the storage of duplicate data assets, wherever possible referring referring to an organisational single source of truth rather than saving a local copy. 4.7 The timely destruction of data is essential for effective management. Corporate records are destroyed after fulfilling the minimum retention period prescribed by the relevant legislation and regulation. Retention periods in records authorities consider business, legal and government government requirements and ZHEEM uses several general and agency-specific authorities to determine retention, destruction and transfer actions for its records. 4.8 Processes for data capture, validation and processing should be automated wherever possible. 4.9 Business processes must ensure the maintenance of reliable data. All corporate data management practices in ZHEEM are to be in accordance with these procedures and related policy. 4.10 Data Stewards are responsible for identifying training requirements requirements for their data domain/s and ensuring appropriate training is in place. 5. Master data management

IT supports master data services for the organisation. organisation. Commonly used corporate data is held within the Data Hub based on rules provided by the Data Stewards to ensure consistency and integrity. The Data Hub data is distributed to various systems upon agreement with the Data Stewards regarding regarding usage. 6. Data domains

Information systems may operate across multiple data domains and, where necessary, multiple Data Stewards may be required to work collaboratively collaboratively on data in a single system. 7. Data quality

 A collaborative collaborative approach for for addressing addressing enterprise enterprise data quality quality issues is critical to maintaining maintaining data integrity. Data quality issues relating to accuracy, completeness, duplication and/or currency of data, or changes to business processes impacting on data collection and recording, should be provided to

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HR and the issue recorded in the Data Quality Register under the Continuous Improvement Register. It will then be assigned to the appropriate Data Steward who will conduct preliminary preliminary/root /root cause investigation,, evaluation of possible solutions, and a proposed solution. The Data Steward may call on investigation Data Administrators and other members of ZHEEM to assist in this step. Outcomes will be presented at the next Management meeting and escalated, where required, to IT. The Data Steward is responsible for the implementation of a solution to resolve the data quality issue in collaboration with IT.  At times, an identified data data quality issue issue will be outside the the responsibilities responsibilities of the assigned Data Data Steward. In these instances, it may take further resources to identify the root cause and propose a solution.      

Data must be collected from reputable sources. Conduct and manage data research with honesty and integrity. Respect research participants. Demonstrate Demonstra te good stewardship stewardship of resources used to conduct research.  Appropriately acknowledge the role of others others in research. research. Communicate research results responsibly.

When researching and analysing data and information, ZHEEM follows these principles: Principle

demonstrated by:

Honesty in the development,

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undertaking undertakin g and reporting of research Rigour  in the development,

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undertaking undertakin g and reporting of research Transparency in declaring interests

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and reporting research methodology, data and findings Fairness  in the treatment of others

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Respect for research participants, participants, the

wider community, animals and the environment

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Presenting information truthfully and accurately in proposing, conducting and reporting research. Underpinning research by attention to detail and Underpinning robust methodology, avoiding or acknowledgi acknowledging ng biases. Share and communicate research methodology, data and findings openly, responsibly and accurately. Disclosing and managing conflicts of interest. Treating others involved in the research fairly and with respect.  Appropriately referencin referencing g and citing citing the work of others. Giving credit, including authorship where appropriate, to those who have contributed to the research. Treating others that are affected by the research with care and respect, giving appropriate consideration to the needs of minority groups or vulnerable people.

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Principle

demonstrated by: 

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 Accountability  Accountabil ity for the development,

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undertaking undertakin g and reporting of research 

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Ensuring that respect underpins all decisions and actions related to the care and use of animals in research. Minimise adverse effects of the research on the environment. Complying with relevant legislation, policies and guidelines. Ensuring good stewardship of public resources used to conduct research. Considering the consequences and outcomes of research prior to its communication.

Outcome of research and data analysis must be presented in a professional and ethical manner following the directives provided by the Data Steward. 8. Data accessibili accessibility ty

ZHEEM, rather than any individual or department, owns corporate data. A culture of data sharing is encouraged, and data must be readily available to staff with a legitimate business business need. Data is a corporate asset to which all staff should have access to do their jobs, except where the nature of the data requires restriction. restriction. 9. Data security

Data must be protected from unauthorised access and modification. Classify data as follows: 

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Public - datatocreated thereputation intention of in another the public domain, that is publicly availabl available e and unlikely impact with on the of being ZHEEM, organisation or individuals General Internal - that is not generally made publicly available, available, and release of such information may cause minor impact on the reputation of ZHEEM Protected  - confidential ZHEEM data with limited access with unauthorised disclosure, modification; data that includes personally identifiable information, is commercially sensitive e.g. salary information, contracts, medical/health medical/health records etc and if released could cause reputational harm or embarrassment to ZHEEM e.g. budget data, customer records, planning or purchasing documents Restricted - strictly confidential or sensitive ZHEEM information e.g. budget data, customer records, planning or purchasing documents, restricted to individuals who are explicitly granted access with unauthorised disclosure, modification or destruction and if released is most likely to cause reputational harm or embarrassment to ZHEEM, other organisation or individual, individual,

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compromise Australia’s national security, national interests, economy, stability, integrity or damage international relations or defence 10. Roles and responsibilities

 Assigning responsibil responsibilities ities to data management management ensures ensures data data is appropriately appropriately identified identified and managed managed throughout its lifecycle and is accessible to appropriate stakeholders. ZHEEM adopts a collaborative model for data accountability, accountability, with a focus on data stewardship, stewardship, and not data ownership.   Role

Responsibilities

Appointed by

Data Governance

HR

Providing leadership, direction and strategic advice on the planning and delivery of information management best practice in alignment with ZHEEM Strategic Plan.

Board of Directors

Data

Management

Convene to make decisions about the treatment CEO

Management

Group Data Dat a Stew Stewar ard d

of data assets. For accoun accountab tabili ility ty and and stew steward ardshi ship, p, a allll data data Management must have a defined Data Steward responsible Group for accuracy, integrity, and security of data. Data management, authority and accountability accountability for data assets within their allocated data domain. This includes ensuring: Data value to the organisation is fully realised. Data is shared to the maximum extent possible in accordance with security requirements. Data quality is actively maintained to a high standard. Business process for the data is established. Concerns of others relating to data assets under their care are addressed.

Data  Administratorr  Administrato

Data Us User

 Administration of data assets,  Administration assets, as directed directed by the Data Steward relevant Data Steward. This includes Understanding the business process, value, security level, and risks of the data set. Monitoring data quality.   Adherence to to po policies, pr procedures an and guidelines to ensure data quality and security is maintained.