BIZ202_Environmental_Scan_B.docx Page 1 of 6 ASSESSMENT BRIEF Subject Code and Title BIZ202: The...

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BIZ202_Environmental_Scan_B.docx Page 1 of 6

ASSESSMENT BRIEF
Subject Code and Title BIZ202: The Business Environment
Assessment Business Case
Individual/Group Group (3-4 Students)
Length 4500 words per group
Learning Outcomes a) Examine the influence of the external
environment on the organisation
) Identify an apply appropriate frameworks and
tools to the problems and challenges faced by
organisations
c) Research industry specific factors to the
organisation decision-making process
d) Apply a relevant framework to evaluate the
macro and micro environmental influences on an
organisation
e) Create a business case for potential growth
opportunities based on analysis of external
environmental factors
Submission Week 11
Weighting 40%
Total Marks 100 marks
Context:
Businesses which do not properly address the factors in their environment which can impact
them may succumb to pressures which they did not account for. Past examples of
usinesses which have experienced severe disruptive events causing a significant loss of
evenue, or businesses which have had to close entirely due to factors in their environment
are common.
Objectives:
 Co
ectly identify a business which has made a loss or had to close due to environmental
influences outside its control
 Understand the events leading up to this loss or closure, and accurately discuss the key
factors which caused it
 Accurately apply course concepts to the key event(s) to offer an alternative path which may
have prevented the loss/closure.
BIZ202_Environmental_Scan_B.docx Page 2 of 6

 Condense findings into a relevant format suitable for presentation to a business in a
consulting environment.

Linkages between Case Study (Assessment 3) and Presentation (Assessment 4):
The business case study is a comprehensive, retrospective review of a business which
suffered a loss or closure due to environmental factors beyond its own control. This report
should be suitably structured to present on its own, but the presentation’s purpose is to
provide a more accessible and interactive medium through which to showcase the data of
the case study, and the presentation should offer an alternative solution to the problem
discussed in the case study, with reference to strategies discussed in the subject.
Instructions:
The business case study is a comprehensive assessment of the environmental factors which
lead to a prominent business of the past to make a significant loss, or which lead to its
closure. You must choose the case of a high profile Australian or International business
which fits this criteria.
 Co
ectly identify and analyse the specific event(s) which lead to the loss/closure
 Describe the environment in which the business was operating, discussing the four
elements of the business environment
 Describe the environmental factors leading to the loss by categorising these events
into the four elements of the business environment
 Accurately describe the response by the business which was unsuccessful
 The structure of the assignment should follow standard case study structure
 Introduction and background information
 Body of information and discussion of relevant topics
 Conclusion and summary
 Referencing in the APA style
Submission Instructions:
Submit copy of Environmental Business Case in .docx or .pdf format via the Assessment link
in the main navigation menu in BIZ202 The Business environment. The Learning Facilitator
will provide feedback with reference to the criteria below via the Grade Centre in the LMS
portal. Feedback can be viewed in My Grades.
Team Member Evaluation Form
The team members for Assessment 3 & Assessment 4 will remain the same. Each team
member should fill out a team Evaluation Form individually and confidentially and submit it
in Assessment 4.
BIZ202_Environmental_Scan_B.docx Page 3 of 6

You will rate each group member’s contribution to each category by providing a score of
either 0,1, 2, 3 and 4 (0 for low, 4 for high). You will then total your ratings. This total rating
will be used in calculating the Team work attribute mentioned in the marking ru
ic of
Assessment 3 and Assesssment 4.
BIZ202_Assessment3 Brief_Business case_Module XXXXXXXXXXPage 4 of 6

Learning Ru
ic: Business Case
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
understanding of theory
and application of skills. A
consistent academic
eferencing 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
understanding of theory
and application of skills.
Evidence of in-depth
esearch, reading,
analysis and evaluation is
demonstrated. A
consistent academic
eferencing 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
eferencing system is
used and sources are
appropriately
acknowledged.
Analysis of Environment

20%

Examine the influence of
the external environment
on the organisation
Limited understanding of the
environmental factors
influencing the chosen
usiness.

Neglects to subcategorise the
environmental factors into
the five categories of
environmental influences.

Identifies a proportion of the
environmental factors
influencing the chosen
usiness; the largest
influencers are named.

Co
ectly subcategorises a
majority of the factors
discussed.

Identifies a majority of the
environmental factors influencing
the chosen business.

Co
ectly subcategorises and
explains all of the factors
discussed.

Co
ectly identifies all of the
environmental factors
influencing the chosen
usiness.

Co
ectly subcategorises and
thoroughly explains all of the
factors discussed.

Not only identifies all
environmental factors,
provides insight and discussion
on potential further
environmental challenges
faced by the business.

Discusses the wider Australian
usiness environment as well
as the external environment of
the chosen business to provide
a linked picture of the
complete external
http:
www.tua.edu.au/media/50742/a240_grading-scheme.pdf

BIZ202_Assessment3 Brief_Business case_Module XXXXXXXXXXPage 5 of 6

No references

Accesses relevant information
to discuss and categorise
environmental factors.
Incomplete reference list.

Accesses and co
ectly references
elevant information to discuss
and categorise environmental
factors. Complete reference list.

Accesses and co
ectly
eferences relevant information
to discuss and categorise
environmental factors. Co
ect
eference list.
environment of the chosen
usiness.

Mastery of concepts and
application to new
situations/further
learning. Comprehensive
eference list with all new
points cited co
ectly.
Application of Framework

20%

Identify and apply
appropriate frameworks
and tools to the problems
and challenges faced by
organisations
Demonstrates no
understanding of framework
concepts relevant to the five
external environment
components.
Demonstrates little
understanding of strategies to
espond to the external
usiness environment by
providing non-specific solutions
to issues discussed in the
eport.

Demonstrates co
ect and
complete knowledge of
strategies relevant to the
usiness chosen, offers solutions
to a range of issues presented in
the case.

Identifies the key issues in the
external business environment
and provides a co
ect strategy
to deal with each.

Identifies the key issues in the
external business environment
and provides a co
ect strategy
to deal with each, as well as a
thorough explanation and
justification of each strategy,
and a feasible method of
implementation.

Industry Specific Decision-
Making Factors

20%

SLO addressed:
a) Research and
elate industry
specific factors
to the
organisation
decision-making
Fail to discuss the Australian
industry specific factors
elated to business
Broadly mentions industry
factors relevant to the external
usiness environment
Researches and discusses a range
of industry factors which
contribute to the external
usiness environment.
Researches and discusses a
ange of industry factors which
contribute to the external
usiness environment. Ties
these factors in with reference
to the Australian/local business
environment/context.
References this information to
develop decision making
strategies.
Researches and thoroughly
discusses all industry specific
factors which contribute to the
external business environment.
Ties these factors in with
eference to the
Australian/local business
environment/context. Uses this
information to develop
elevant decision making
strategies.
Application of Framework

15%

SLO addressed:
Does not address selected
issues in any way.

Partially adresses issues with
inco
ect methods.
Identifies certain issues
discussed in report with co
ect
methods as discussed in course
content.
Identifies all relevant

tae_636603977029968285_117386_1.pdf

Sangeeta · Accepted Answer

The Collapse of Ansett Airline Australia
Contents
Introduction	3
Discovered Issues	5
PESTEL Analysis	7
SWOT Analysis	11
Building Strategies to Succeed	12
Conclusion	13
References	16
Introduction
Established during the 1935, Ansett was considered as being Australia’s second-leading airline and operated for the period of over 65 years (Schneider, 2015). The company carried over 14 million passengers yearly and had a yearly turnover of over 3 billion dollars by the time Ansett was positioned into administration during the year 2001 (Schneider, 2015). Regrettably, Ansett turned out to be the country’s most high-profile aviation let-down and one among the biggest corporate failures ever. In actuality, it was bleeding a huge amount of 1.3 million dollars daily as per parent corporation Air New Zealand (Schneider, 2015). The collapse of the Airline left around 15,000 people jobless as well as out of pocket to the tune of 758 million dollars in lost privileges (Schneider, 2015). The majority of employees were ultimately paid back, nevertheless there were so many dark days. Moreover, the collapse of Ansett resulted in huge pain along with hardship for several Australian people (Schneider, 2015). Additionally, the final dividend paid off to prior Ansett staff members attained an overall average return of 96% in dollars — an outcome, which exceeded actual stakeholder anticipations at the time of the failure (Schneider, 2015). Further, taking the above discussion into consideration the below sections examine the company by examining the external environment in which the company operated and the possible reasons that led to the failure of Ansett as a whole.
Process Flow
Process Flow 
Discovered Issues
A number of issues in the Ansett customer service process have been discovered through the process maps (Schneider, 2015). These include:
Issue One – Poor Backup Plan
The process map detailed above clearly illustrates that the backup plan available for the customers was highly inefficient and required improvements. After problems faced with the website, the customer was presented with three backup plans i.e. email or fax, online chat and calling the customer service. However, none of them actually worked. First, emailing or sending fax to the company for refund never worked as no reply was ever received. It was basically impracticable and wastage of time to approach them through email or fax. Second, the online chat was basically an automated identification system, which worked on a set of templates and pre-defined words. On typing the word “refund” basically a set of steps opened up taking the customer back to step one itself. The third option was to contact customer service but it was not easy. It was a huge complication in itself with a wait time of as high as 45 minutes. 
All these problems simply resulted in the destruction of company’s image and ultimately loosing the customers. The best solution for the above problems could have been re-designing the backup system. This could have offered an increased assurance and a much better level of customer experience to the customers, with an easy and quick refund processing. Overall, it could have helped in saving a lot of time and effort especially in case of unexpected problems. 
Issue Two – Improper Route Designing
After having failed to resolve the queries online themselves customers usually end up calling for help with a hope to get their problem resolved and refund processed quickly. The first step at involved talking to an automated machine that usually never solved a problem. It just routed the call from one wrong end to another. This made customers more confused and added to the existing level of frustration. The main problem here was that the automated machine could not understand the command and it took back to the first step. And again the entire set of commands was replayed till the time customer finally somehow ends up talking to an agent. Also, this was the first level agent, who was usually not aware of the problem and basically was not in a position to resolve the problem.  The calls then got routed to the service care desk. There was no doubt that the service care desk agents were highly professional and directly routed the call to the refund department. However, there was again a waiting period of approximately 5 minutes, which by this time seems to be too long. 
Upon that, refund department can only process the refund if reservation had been cancelled completely, which did not happen. The process of cancellation was then explained to the customer at this step. This means that customers had to connect with a different department first to get the reservation cancelled and then, get the refund processed, which meant atleast 15 minutes more. Overall, the length of the entire process became a minimum of 45 minutes. Ultimately, the airline started loosing the customers and over a period of time developed a bad image of its customer service. Further, the most appropriate solution for handling this and improving the overall process could have been re-building and re-designing the entire call routing process. The strategic aim should have been to make it as simple as process and reduce the call time. The manual effort must have been carefully removed and IT should be incorporated. 
Issue Three – Bad Self Care Service
The self care service had a lot of problems with customers having to wait upto ten days to just receive the tracking number after submitting the online form. Beyond that, the tracking number may or may not work and caused extreme frustration. Further, the back up process of speaking to the agents was also daunting and more confusing. The agents were not aware of the scenario and the refund problem. Overall, in the end, customer got an extremely bad impression and never wanted to try self-care option again. In regards to this specific problem, airlines must have invested both time and money in training the employees. Employees are regarded as the most valuable resource of an organisation and they can easily make or break an organisation (Schneider, 2015). Agents were just fluent in speaking but they did not actually know how to tackle a situation in the shortest possible time for the customers (Schneider, 2015). They did not know how to effectively use the company’s tools and technologies in order to remain competitive and be an edge above the competitors. An effort must have been constantly made to understand the ongoing market trends and customer demands. 
	S_No
	Risk
	Impact
	Probability
	Description
	Mitigation Plan
	1
	Customers not using the system
	H
	
L
	There may be a difference in the system design and customers may not be comfortable using it.
	Regular feedback, video and online tutorial, online help.
	2
	Imitation of customer details
	H
	
L
	Misuse of customer information for duplicate refund processing.
	Three step customer verification, usage on one time code and encrypted passwords with security questions.
	3
	Network issues
	H
	
L
	Risk of delays and server crash down in case of large number of refund requests.
	Usage of backup websites and systems.
PESTEL Analysis
According to Kotler and Armstrong (2004), PESTEL analysis is an extremely powerful tool to analyse and examine an organisation’s external operational environment. PESTEL includes political, economical, social, technological, environmental and legal surroundings (Kotler, 1998). Using PESTEL as base, the following paragraphs will now focus upon the external risks applicable to Ansett.
Political Risks
Ansett operated within several regions of Australia and Asia and as a result, always required to consider the political stability and conditions across diverse countries. This chiefly involved the controlling party, political institutions and government outlook towards protectionism. Also, Ansett had a continually augmenting dealer network with over half of the earnings being generated alone from Australia. It’s true that there was still a good scope for growth but the corporation needed to be cautious of the political instability within the operating regions.

BIZ202_Environmental_Scan_B.docx Page 1 of 6 ASSESSMENT BRIEF Subject Code and Title BIZ202: The Business Environment Assessment Business Case Individual/Group Group (3-4 Students) Length 4500 words...

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