Recommendation Report for client Traditional Medicinals Inc..docx

Recommendation Report for client Traditional Medicinals Inc.
Assessment 2: Part B: Recommendation Report
Lecturer: Gaye Steel
MKG302 Marketing Consultancy Project
Prepared by:
Beth Dabin-00241343T, Leonie Kit-97489T, Dan Von Stanke-
00210698T, Cabe Jefferies - 00159488T,
Submission date: 01/1/2019 check and correct date
Traditional Medicinals recommendation report
Client: Traditional Medicinals Inc- International Managing
Director Bradley Copperfield
Authors of report: Bright Consulting Pty
Beth Dabin, Leonie Kit, Dan Von Stanke, Cabe Jefferies
Date: 28/10/2019 check and correct date
Contents
41.0 Overview (Dane)
52.0 Client Background (Dane)
63.0 Scope of Recommendations (Dane)
74.0 Recommended Tea Products (Beth)
7Tea Product (A)
7Tea Product (B)
7Tea (C)
86.0 Cost analysis (Cabe)
117.0 Marketing Strategy
117.1 Pricing strategy (Cabe)
147.2 Communication Strategy( Comms mix or called
Promotional Mix) add sub Leonie heading as seen fit

157.3 Distribution (Cabe)
188.0 B2B Communication Strategy-(Leonie)
189.0 Proposed Timeline for Market entry (Cabe)
1910. Summary (Cabe) Just a small summary
2011.0 List of Sources
1.0 Overview (Dane)
A brief description of the report, including a general analysis of
the client's needs and the consulting team's proposed responses
to those needs
2.0 Client Background (Dane)
Information about the research conducted and sources
considered when formulating the recommendations. Naturally,
clients like to know the foundations of the recommendations.3.0
Scope of Recommendations (Dane)4.0 Recommended Tea
Products (Beth)
This may also form some bulk of the report
Tea Product (A)
Detox Tea = EveryDay Detox® Schisandra Berry
Tea Product (B)
Stress Relief = Cup of Calm®
Tea (C)
Seasonal Care = Breathe Easy®
Tea (D)
Sleep = Nighty Night® Extra6.0 Cost analysis (Cabe)
This cost analysis is a high-level overview of assumed cost
when entering the Australian market, several key assertions are
made and interpreted from the client's responses from clarifying
questions first submitted with the research report. Based on the
client response that $5million turnover in 2 years would be
considered acceptable. This cost analysis bases its direct
marketing budget percentage of 10% on the expected yearly
turnover (2.5 Million).
This proposed benchmark for market budget percentage is
derived from the “Deloitte's” 2019 annual Chief marketing

Officer (CMO) “online survey of 427 senior marketers at U.S
for-profit companies, including B2C and B2B firms”(Deloitte,
DUKE FUQUA, 2019).
This cost analysis however does not consider further capital
injection that may come from the parent company in order to
increase market penetration and makes several assumptions such
as Traditional Medicinals(TM) launching an Australian website
and creating separate social media accounts separate to the U.S
sites in order to better target the Australian consumer. When
examining this cost structure certain subtotals may simply be
deducted in order to align with TM's internal business Model.
It is noted that TM is currently distributing in the European
market though does not have a specific European website or
social Media presence, this Cost analysis accounts for both
situations where TM may decide to create an online store
presence in Australia or may go direct to other online or
physical retailers.
Furthermore, for branding and differentiation activities it is
suggested by creating an Australian TM Website, even though
only four products might be available TM is able to increase
brand equity and provide further promotional tools for B2B
activities.
The below cost chart on page 9 is a quick high-level overview
of perceived cost when introducing four TM products into the
Australian market, it accounts for ongoing marketing activities
and expansion activities on an annual basis.
Cost are also relative to the recommended distribution strategy
where“ FLANNERYS ORGANIC & WHOLEFOOD MARKET”
is used as the preferred distributor to reach TM's Target market.
(See more in 7.3 Distribution)
Marketing Costs (10% of 2.5M) =$250,000
Cost Type
Projected Subtotal

%
National Marketing
$20,000
8%
Banner ads
Local Marketing
$20,000
8%
Newspaper
In-store Marketing
POP
Public relations
$25,000
10%
Public events
Sponsorships
Press Releases
Client Events
Content Marketing

$10,000
4%
Sponsored Content
Landing page
Social Media
$10,000
4%
Facebook
Instagram
Twitter
Pinterest
Online
$10,000
4%
Blog
Website maintenance
Email B2B product updates
Advertising

$30,000
12%
Online
Print
Outdoor
Web
$30,000
12%
Development
Pap-Per-Click-Marketing
Market Research
$10,000
4%
Surveys
Impact studies
Sales Campaigns
$85,000
34%
Q1,Q2,Q3,Q4
Total

$250,000
100%
Labour Cost
Regional sales manager Queensland
FTE-$120,000
Regional Sales Manager NSW
FTE-$120,000
Manager Performance Bonus for Business development per
manager
Commission based
Sales Representative x 4
FTE-$200,000
Company car x 6 overall cost
$200,000
Office Space x 2
$65 per square metre per month
https://www.commercialrealestate.com.au/advice/how-much-
does-it-cost-to-rent-office-space-57245/
$110,000
Total
$750,000

Logistical Costs/storage Cost
https://www.mcphee.com.au/
Unknown
https://www.linklogic.com.au/
Unknown
https://www.estorelogistics.com.au/average-cost-per-order-
from-a-fulfillment-company/
Cost of doing business
Slotting fees, case by case
$150,000
Other cost for consideration
Legal cost/contracts
Company creation
Copyrights
Insurance 7.0 Marketing Strategy
7.1 Pricing strategy (Cabe)
The pricing strategy is a key element within the marketing
strategy as it relates directly to the generation of total revenue ,
Several factors which effect the pricing strategy are “Marketing
objectives, types of pricing objectives, cost, other marketing
mix variables, customer interpretations, customer perceptions of
product and demand”.
Examining the price objectives, earlier client responses indicate
that a $5million turnover in two years would be considered
acceptable, therefore it is proposed that revenue generation is
the leading objective, however the pursuit of profit before
purpose can be an ambiguous idea , as stakeholder engagement
appears to be side tracking more and more organisations.
This recommendation however sets profit as the core objective,
it should be noted that stakeholder engagement is part of a

successful profit-making strategy.
Below in table 1.0, are several further considerations that where
considered in deciding the pricing strategy.
Table 1.0
Objective
Possible action
Survival
Adjust price levels so that the company can increase sales
volume to match organisational expenses
Profit
Identify price and cost levels that allow the company to
maximise profit
Return on investment
Identify price levels so that enable the company to yield
targeted return on investment
Market share
Adjust price levels so that the company can maintain or increase
sales relative to competitor's sales
Cash Flow
Set prices to encourage rapid sales
Status Quo
Identify price levels that help stabilise demand and sales
Product quality
Set prices to recover research and development expenditures
and establish a high-quality image
(Pride, Ferrell, Lukas, Schembri, & Ninninen, 2015c)
The next phase of establishing a strategy is to assess the target
markets evaluation of price, the target market being Millennials
or Gen Y (22-37) Gen Z (0-21) Gen X (45-65)
Internal prices are the wholly grail for uncovering the
competitors, unfortunately such data is closes guarded and is
typically only shared with distributors, though not for free. In
this case advertised non wholesale advertised prices were used
for comparisons, See Figure 1 below

(Figure 1)
Several assumption been made do budget constraints regarding
qualitative primary research, Figure 1 shows several Competitor
brands found in major supermarket grocery stores, the
recommendation recognizes major supermarkets are not the
target market, this is further discussed in distribution and
partnerships. The assumption is made that smaller independent
chains will still stock similar if not the same brands and these
brand still serves as substitutes and therefore a possible
competitive threat.
Furthermore, Figure one reveals that Traditional Medicinals is
able to assume its own position when current US price is
transferred to the Australian dollar,17.5 is the medium amount
of tea bags and the most homogeneous brand is Pukka, the
comes close to the medium at 16 tea bags to 1 box. Though the
tea market is saturated, according to prior the research report
page 11, it is currently in a growth stage with annual growth
forecasted to be 3.5%. moreover high demand examples exist
such as Unilever's “acquisition of Pukka”(Pukka, 2019)
Further basis for pricing strategy is whether the pricing is based
on cost-plus pricing, makeup Pricing, value-based pricing and
competition-based pricing, Client response indicates that
products are 'marked up' 100%, thus price is based on cost
pricing, however regarding the Australian market it is
recommended a competition-based pricing strategy is adopted in
collaboration with further Qualitative field studies (
professional shopper acquiring competitors prices).
Lastly, taking the above into consideration it is recommended
that
- Psychological pricing is used, “which attempts to influence a
customers perception of price to make a product more
attractive” this would be implemented via “Multiple-Unit

pricing” for example by two get 10% off (Pride, Ferrell, Lukas,
Schembri, & Ninninen, 2015b).
-Penetration Pricing, as the price in figure one already is just
below the TM's main competitor, one recommends remaining
adopting this Penetration pricing strategy, where prices are just
below the competing brand to penetrate a market and gain a
significant share quickly.(Pride et al., 2015b)
7.2 Communication Strategy( Comms mix or called Promotional
Mix) add sub Leonie heading as seen fit
This might form the bulk of the recommendations report so
maybe split between two people?
-Advertising
-Personal Selling
-Public relations
-Sales Promotions
-Product Placement
-Digital marketing
-Word of Mouth (WOM)
-Social Media
-Mobile Promotions
7.3 Distribution (Cabe)
Distribution plays a very important role, as it is not enough to
develop a product that satisfies customers needs. Enough
products need to be produced to meet demand, also these
products must be available to B2B customers and B2C
customers in a timely fashion, any delay in the supply chain
also called logistics can have a flow on effect. For example, the
stocking of reseller shops where a customer has come in to buy
his/her favourite tea and it is out of stock, this increases the

customer referring to their evoked set of brands which can be
costly for an organisation.
Thus, the importance of distribution strategic guidelines, the
word guidelines are used because further field work may be
required, for example many organisations employ logistic
professional, procurement professional and freight brokers
whom are akin to the complexities of logistical moving parts. In
this area of the recommendation marketing channels and
physical distribution in supply-chain management is explored
with the most logical being recommended.
7.3.1 Marketing channel
The below points make up the bulk of marketing channels which
are discussed, these channels have grown in complexity and
number since the inception of the internet, coining the phrase
“hybrid marketing channel” This channel is of clear prominence
in TM's channel strategy and is discussed further on.
7.3.2 Channel management
Australian has 7.692 million km2 of surface area surrounded by
ocean which makes Australian very accessible via shipping,
unfortunately it is not financial viable for most if not all ships
to travel directly to Australian from the US, in fact they appear
to stop up to 9 times and more at different ports, loading and
unloading.
According to the organisation 'MAERSK' which is a supply
chain and freight forwarding service provider, it takes
approximately 33 days to ship goods from Philadelphia to
Sydney Australia, see figure 2 on page16 below.
(Figure 2) (MAERSK, 2019)
Fast-forward to the Sydney shipping port in Australia, already
the tea product has had up to six points of contact in the supply
chain and many more in the production phase.
Traditionally larger companies warehouse surplus good however

it is recommended due to the additional cost and not having a
mature foothold in the Australian market, that a materials
handling service is used.
Such a services provides “efficient tools to minimise inventory
management procedures and techniques for materials handling,
reducing cost and also reducing the number of times a good is
handled” see table 2 below, recommended providers (Pride,
Ferrell, Lukas, Schembri, & Niininen, 2015).
Furthermore, it is recommended to mitigate shipping lead time
which was indicated to be three months which may be due to
customs and other unforeseeable events that a minimal surplus
remain with inventory management services. As just in time
(JIT) is only possible from warehouse distribution onwards.
Table 2.0
Organisation name
Website
Mcphee distribution services
www.mcphee.com.au
SCT Logistics
www.sctlogistics.com.au
Glen Cameron Group
https://camerons.com.au/
AirRoad
https://www.airroad.com.au/
Kings Transport & Logistics
https://www.kingstransport.com.au/
Premier Freight
http://premierfreight.com.au/
Brambles Limited
https://www.brambles.com/
Linfox
https://www.linfox.com/
Australian Post
https://auspost.com.au/

CHC warehousing
http://chcwarehousing.com.au/
Advanced warehousing & distribution
https://www.advancedwarehouse.com.au/
Plan A logistics
http://www.planalogistics.com.au/
These organisations specialise in physical distribution,
outsourcing, order processing, inventory management, materials
handling and secure storage of products, typically this solution
can be cradle to grave, for example; receive goods from port to
delivering to retailer or direct to consumer via TM's online
store. It is important when choosing a transportation mode that
a “combination of cost, speed, dependability, load flexibility,
accessibility and frequency” are taken into consideration when
attempting to meet the companies desired level of customer
service.(Pride, Ferrell, Lukas, Schembri, & Ninninen, 2015a)
Further recommendations regard labour, without being too
specific, activities will need to be undertaken by management
and staff that are able to operate between outsourced channel
management and marketing intermediaries, this is also referred
above in 6.0 Cost analysis (labour cost's).
Labour in the from of area managers or sales representatives
become the enabling momentum behind the four recommended
tea products and will help facilitate business area growth.
7.3.1 Partnerships Cabe
Possibly the most important variable is choosing the correct
retailer channel member, correctly, currently the economic
status quo dictates that physical retailers still have superior
footing and visibility, however along this status quo is a
growing trend online shopping trend in Australia, the “The NAB
Online Retail Index Report 2017 discovered online shopping has
increased by almost 9% in Australia over the past year while in-
store foot-traffic has only increased by 3%”. (NAB, 2017).
Though Online sales growth faster over the month November
2019, overall it has been slower for the year, one should take

stock online shopping has been slightly over hyped, unless your
company is called Amazon.
Looking for partnerships that eco the mantra of Traditional Teas
and have the reach and customer base to attempt $2.5 Million in
revenue in a year produced limited results, taking in
consideration that Coles and Woolworths are not currently part
of the strategy. Fortunately, “FLANNERY'S' ORGANIC &
WHOLEFOOD MARKET” was considered, it was found that
Flannery's has 11 retail stores in Queensland and 6 stores in
New South Wales, Flannery's has been a going concern for “30
years” and is seen as a retailer that can add brand equity to
TM's products(Flannerys, 2019)
Though a separate TM Website tailored to the Australian
Market is recommended it is not treated as a partner as paid
media can be locally controlled and administered in the United
States.
With regard to B2B partnerships, “CHEMIST WAREHOUSE”
is considered as a future growth opportunity or possible
alternative, Chemist warehouse has several retail stores in most
Australian states which stock Tea products that similar to TM's.
Product range is typically larger than Flannerys and therefor
shelf space competition may be higher along with slotting
fees.8.0 B2B Communication Strategy-(Leonie) 9.0 Proposed
Timeline for Market entry (Cabe)
Below in figure 2 (Gantt Chart) is a high-level recommended
overview of the necessary key steps in launching the four TM
products, for instance before start of project research and data
may need to review new competitors that could be entering the
market, macro-economic changes in the climate need to also be
considered (currency exchange rates).
Has the packaging been modified to reflect Australian
regulations; A project manager consultant may need to lease
with a business broker/consultant or TM employee in Australian
when bidding for retail space? However, these details are part
of a more complex operations project schedule that can be
create with the assistance of a professional project manager. It

is recommended that a TM employee is based in Australia and
works in collaboration with a Project manager/Business Broker
that is familiar with the business environment.
(Figure 2)
Regarding figure 2, Findings in the initial research report
indicate that Australians are searching for the best online deals
between Nov 13th to Dec 26th. . furthermore, seasonality is one
of the major considerations for the product launch, though
traditional consumers might associate tea with winter, due to
generational change in habits consumers are drinking tea for
different reason, namely health benefits detailed in the research
report. 4.0 Recommended teas also reflect seasonality and
adjust for consumer spending. 10. Summary (Cabe) Just a small
summary11.0 List of Sources
12.0 Appendixes
2
_1635159618.xls
Chart1T2
25Pukka
20Read Seal
20Trad Medi
16Eloments
14Twinings
10Madame Flavour
18Higher Living
15Ti Ora
15Ashna
18
Cost
Tea Bag Qty
Price

15
7.95
4.5
7.75
4.5
2.7
5.8
2.8
6
6
Sheet1Pack SizeNameCostAustralian
Dollar25T21520Pukka7.9520Read Seal4.516Trad
Medi7.7514Eloments4.510Twinings2.718Madame
Flavour5.815Higher Living2.815Ti Ora618Ashna6
Sheet1
Cost
Tea Bag Qty
Price
MKG302_Assessment 2_ Recommendation Report_M5
ASSESSMENT 2 BRIEF
Subject Code and Title MKG302 Marketing Consulting Project
Assessment 2 Project Phase II is in 2 parts
Part A: Discussion Forum
Part B: Recommendation Report
Individual/Group Part A: Individual
Part B: Group (3-4 students maximum)

Length Part A: 400 words minimum
Part B: 2,000 words each +/- 10%
Learning Outcomes a) Identify the most important parts of a
business
problem/opportunity and apply a range of problem-
solving skills
b) Collaborate with multiple stakeholders on a
significant project managing it to completion
c) Develop high levels of Client orientation and
professionalism
d) Formulate and communicate effective and
innovative solutions and recommendations to
business problems/opportunities
Submission Part A: By 11:55pm AEST/AEDT Sunday of
Module 4
(week 8)
Part B: By 11:55pm AEST/AEDT Sunday of Module 6
(week 11)
Weighting Part A: 15%
Part B: 30%
Total Marks 100 Marks
Context:
This Recommendation Report builds on your earlier work for

the Consulting Project
(Assessment 1 Phase I: Research Report) where you clearly
established the
problem/opportunity and researched the Client’s organisation
and industry. Having
undertaken that research, you are now required to develop your
final recommendations for
the Client.
Industry pays significant amounts of money for high quality
consultant recommendations.
This project provides a simulated, real-life case to test your
ability to deliver sound
recommendations that add value to an organisation.
Assessment 3 for this subject requires you to make a
presentation of your activities. There
is a separate Assessment Brief for that undertaking.
In order to develop valuable recommendations for the Client,
you will need to properly
analyse the data that emerged in Phase I and develop ways to
solve the Client’s problem/
opportunity, taking into account their feedback of your initial
ideas. As you are working in a
team you will need to collaborate and at different times all
members of the group will need
to demonstrate leadership. By drawing on the insights and
skills of the entire team, you
maximise the chances of the end product being effective and
innovative.

In formulating your final recommendations, you will need to
interact with multiple
stakeholders including the Client in particular, but also with
your learning facilitator,
potentially with third party providers of information and with
each other. As in industry, in
all instances, maintaining professionalism is paramount.
Any contact with the Client (including emails) must first be
approved by the Learning
Facilitator.
As Appendices to the report (not included in the word count)
the group will be required to
provide for each team member one page of feedback (for
example, on their leadership,
collaboration, professionalism, communication skills etc. during
the project). Each page of
feedback will be agreed and co-written by all the other team
members and cannot be edited
by the receiver of the feedback.
The feedback should be constructive, and must include both
positive as well as
developmental suggestions, with specific examples to support
behavioural observations
wherever possible. You are encouraged to take notes
throughout the term that you can
refer to, to facilitate this. Feedback can draw on your
experiences in both Assessments 1
and 2.
Instructions:
You are required for Part A to:

• Regularly post your comments (identifying your specific
contributions/roles to the
project) to the group discussion forum in the Assessments
section of Blackboard
for your specific group as activities evolve
• Be clear about your personal involvement
• Your lecturer will be assessing your comments to see if you
are engaged, showing
leadership, encouraging your team and taking specific
responsibilities
You are required for Part B to:
I. Clearly introduce the report and its purpose, as well as the
key findings from Phase I
II. Acknowledge all stakeholders and data sources, as well as
any other important
background information or context
III. Utilise relevant theory and tools to develop justifiable,
effective and innovative
solutions to the Client brief
IV. Refer to specific sections of Phase I of the project where
appropriate to validate
assertions and generate confidence
V. Effectively communicate why each recommendation is sound
and how it will

contribute to solving the problem/opportunity
VI. Include relevant and defensible project management
timelines, scope, resource
requirements and budget for implementing the recommendations
(1 page)
VII. Include a short recommended project management task
sheet table indicating who
from the Client would be responsible for delivering all elements
of the plan (1 page)
VIII. Include a summary of key project risks, sensitivities and
limitations (1 page)
IX. Include a short outline of a project communications plan as
appropriate - including
tactics, tools, media and budget (1 page)
X. Provide a high-level plan for measurement and evaluation of
the recommendations
if implemented (1 page)
XI. Provide a high-level plan for any recommended follow up or
further action required
(1 page)
XII. Include for each team member a 1-page Appendix of
feedback
Submission Instructions:
Submit the group assessment via the Assessment link in the
main navigation menu in
MKG302 (one submission per group). Submission deadline is
end of Week 11, although
groups may find it beneficial to finalise their report earlier than
that. The facilitator will

provide feedback via the Grade Centre in the LMS portal.
Feedback can be viewed in My
Grades. All members of one group will be awarded the same
mark.
You will be assessed on your ability to:
• analyse and problem-solve issues and to develop effective and
creative
recommendations
• demonstrate Client orientation and a professional approach
while addressing the
issues/opportunities identified in the Diagnosis Report
• engage and participate collaboratively, consultatively and
collegially in the team
MKG302_Assessment 2_ Recommendation Report_M5 Page 4
of 7
Learning Rubric: Assessment 2 Part A
Assessment
Attributes Fail (Unacceptable)
Pass
(Functional)
Credit
(Proficient)
Distinction
(Advanced)

High Distinction
(Exceptional)
Grade
Description
(Grading Scheme)
Fail grade will be
awarded if a student is
unable to demonstrate
satisfactory academic
performance in the
subject or has failed to
complete required
assessment points in
accordance with the
subject’s required
assessment points.
Pass is awarded for work
showing a satisfactory
achievement of all
learning outcomes and an
adequate understanding
of theory and application
of skills. A consistent
academic referencing
system is used and
sources are appropriately
acknowledged.
Credit is awarded for work
showing a more than
satisfactory achievement of
all learning outcomes and a

more than adequate
understanding of theory
and application of skills. A
consistent academic
referencing system is used
and sources are
appropriately
acknowledged.
Distinction is awarded for
work of superior quality
in achieving all learning
outcomes and a superior
integration and
and application of skills.
Evidence of in-depth
research, reading,
analysis and evaluation is
demonstrated. A
consistent academic
referencing system is
used and sources are
appropriately
acknowledged.
High Distinction is
awarded for work of
outstanding quality in
achieving all learning
outcomes together with
outstanding integration
and understanding of
theory and application of
skills. Evidence of
in-depth research,

reading, analysis, original
and creative thought is
demonstrated. A
consistent academic
appropriately
acknowledged.
Group Discussion
Forum
100%
Little information about
your specific, individual
involvement in the
project team
Some acceptable
information about your
specific, individual
involvement in the
project team
Information, evidence and
explanations are included
showing good specific,
individual involvement in
the project team
Information, evidence
and explanations are
included showing very
good, specific individual
involvement in the

project team
Information, evidence
and explanations are
included showing
proactive and supportive
collaboration with very
good, specific individual
involvement in the
project team
of 7
Learning Rubric: Assessment 2 Part B
Assessment Attributes Fail (Unacceptable) 0-49%
Pass
(Functional)
50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75 -84%
High Distinction

(Exceptional)
85-100%
Grade
Description
(Grading Scheme)
Fail grade will be
awarded if a student
is unable to
demonstrate
satisfactory academic
performance in the
subject or has failed
to complete required
assessment points in
accordance with the
subject’s required
assessment points.
Pass is awarded for work
showing a satisfactory
achievement of all
learning outcomes and an
adequate understanding
of theory and application
of skills. A consistent
academic referencing
system is used and
sources are appropriately
acknowledged.
Credit is awarded for work
showing a more than
satisfactory achievement of

all learning outcomes and a
more than adequate
and application of skills. A
consistent academic
referencing system is used
and sources are
appropriately
acknowledged.
Distinction is awarded for
work of superior quality
in achieving all learning
outcomes and a superior
integration and
and application of skills.
Evidence of in-depth
research, reading,
analysis and evaluation is
demonstrated. A
consistent academic
appropriately
acknowledged.
High Distinction is
awarded for work of
outstanding quality in
achieving all learning
outcomes together with
outstanding integration
and understanding of
theory and application of
skills. Evidence of

in-depth research,
reading, analysis, original
and creative thought is
demonstrated. A
consistent academic
appropriately
acknowledged.
Integrates and applies
theoretical frameworks
and models to address
problems and/or
opportunities from the
Research Report
20 %
Limited use and
understanding of
required concepts
and knowledge. Key
components of the
assignment are not
addressed
Adequate use and
knowledge or
understanding of the field
or discipline
Thorough knowledge or
or discipline/s.

Supports personal opinion
and information
substantiated by evidence
from the research/course
materials
Highly developed
or discipline/s
Well demonstrated
capacity to explain and
apply relevant concepts
A sophisticated
understanding of the
field or discipline/s
Mastery of concepts and
application to new
situations/further
learning
of 7
Demonstrates a capacity to
explain and apply relevant
concepts
Formulates effective and
innovative
recommendations that
are justifiable

40 %
Demonstrates limited
awareness of context
and/or purpose of the
assignment and/or
the specific Client
brief
Fails to provide
recommendations
that are reasonable
and/or applicable to
the organisation
Demonstrates adequate
assignment and/or the
specific Client brief
Provides standard,
straightforward or
obvious
recommendations only
Demonstrates consistent
Provides good
reflect skilful analysis and

some original thinking
Demonstrates an
advanced and integrated
understanding of context
Provides advanced
reflect well developed
analysis and original
thinking
Consistently
demonstrates a
systematic and critical
understanding of context
and purpose of the
Provides expert
reflect sophisticated
analysis, original thinking
and creativity
Project management
components (such as
timelines, scope,
budget, estimated
outcomes,
communication plan,
task sheet, risk

assessment, evaluation
and follow up plans etc.)
are thorough, clear and
contain appropriate
detail
20 %
Limited response to
the project
management
elements listed in the
Assessment Brief
instructions
Adequate response to the
project management
Assessment Brief
instructions
Well developed response
to the project management
Assessment Brief
instructions
Advanced response to the
project management
Assessment Brief
instructions
Sophisticated response to
the project management

Assessment Brief
instructions
of 7
Includes robust, useful,
well supported feedback
on each team members’
leadership,
collaboration,
professionalism and
communication skills
during the project
10 %
Does not provide
useful feedback
which is both positive
and developmental
Does not provide
useful, specific
examples of
behaviours to assist
in developing
feedback
Is superficial and
unhelpful to the
person receiving the
feedback

Provides adequate
feedback which is both
positive and
developmental
Provides some useful,
specific examples of
behaviours to assist in
developing understanding
of the feedback
Provide comments that
will have some limited
usefulness to the person
receiving it
Provides good feedback
which is both positive and
developmental
Provides useful, specific
examples of behaviours to
assist in developing
feedback, that have good
detail and are well linked
to message being made
Provide some helpful
insights that will be useful
to the person receiving it
Provides advanced
feedback which is both
positive and

developmental
Provides insightful,
developing understanding
of the feedback, that are
highly detailed and clearly
linked to message being
made
Provide multiple helpful
insights that will be very
useful to the person
receiving it
Provides expert feedback
which is both positive
and developmental
Provides sophisticated,
developing
feedback, that are highly
detailed and expertly
linked to message being
made
Provide multiple valuable
insights that will be
extremely useful to the
person receiving it
Professional

presentation, well
written and meeting
APA guidelines for
referencing
10 %
Unprofessional
presentation, poorly
written and/or not
meeting the APA
guidelines for
referencing
Adequate presentation,
writing and/or
referencing
Good presentation, writing
and/or referencing
Advanced presentation,
writing and/or
referencing
Expert presentation,
writing and/or
referencing

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