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Evidence Guide: MTMR501A - Develop and assess a meat retailing business opportunity

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

MTMR501A - Develop and assess a meat retailing business opportunity

What evidence can you provide to prove your understanding of each of the following citeria?

Identify a business opportunity

  1. Relevant market, client, product and service information is located and reviewed.
  2. Collective capability of existing staff and facilities is assessed.
  3. Thinking techniques are used to generate business opportunity ideas.
  4. Sources for additional information and fresh business opportunity ideas are identified, explored and absorbed.
  5. Personal and business objectives of developing opportunities are identified.
  6. Input is obtained from others to improve and sort initial ideas.
Relevant market, client, product and service information is located and reviewed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Collective capability of existing staff and facilities is assessed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Thinking techniques are used to generate business opportunity ideas.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Sources for additional information and fresh business opportunity ideas are identified, explored and absorbed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Personal and business objectives of developing opportunities are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Input is obtained from others to improve and sort initial ideas.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop a business concept

  1. A range of business opportunity ideas is reviewed and prioritised to develop business concepts.
  2. Basic business planning estimates are calculated for new business concepts.
  3. Relevant legal and non legal requirements are identified and reviewed.
  4. Criteria for determining the feasibility of new business ideas are determined and documented.
  5. Preliminary assessment of feasibility of business concepts is undertaken and specialist advice sought as required.
  6. Risks of business concepts are identified.
  7. Choice is made of most feasible ideas to be further developed into business plans.
  8. Basic documentation is prepared to communicate business concepts to stakeholders.
A range of business opportunity ideas is reviewed and prioritised to develop business concepts.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Basic business planning estimates are calculated for new business concepts.

Completed
Date:

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Relevant legal and non legal requirements are identified and reviewed.

Completed
Date:

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Criteria for determining the feasibility of new business ideas are determined and documented.

Completed
Date:

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Preliminary assessment of feasibility of business concepts is undertaken and specialist advice sought as required.

Completed
Date:

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Risks of business concepts are identified.

Completed
Date:

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Choice is made of most feasible ideas to be further developed into business plans.

Completed
Date:

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Basic documentation is prepared to communicate business concepts to stakeholders.

Completed
Date:

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Work with others to advance the business concept

  1. Requirements for partners, alliances and advisors to advance business concept are determined.
  2. Potential partners, alliances and advisors are identified and assessed.
  3. Legal advice is sought to protect interest throughout negotiations, where appropriate.
  4. Negotiations are conducted to advance the concept.
  5. Partnership, alliance and advisory arrangements are negotiated, if appropriate.
  6. Partnership, alliance and advisory arrangements are confirmed using legal processes, if appropriate.
Requirements for partners, alliances and advisors to advance business concept are determined.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Potential partners, alliances and advisors are identified and assessed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Legal advice is sought to protect interest throughout negotiations, where appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiations are conducted to advance the concept.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Partnership, alliance and advisory arrangements are negotiated, if appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Partnership, alliance and advisory arrangements are confirmed using legal processes, if appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

The meat industry has specific and clear requirements for evidence. A minimum of three forms of evidence is required to demonstrate competency in the meat industry. This is specifically designed to provide evidence that covers the demonstration in the workplace of all aspects of competency over time. These requirements are in addition to the requirements for valid, current, authentic and sufficient evidence.

Three forms of evidence means three different kinds of evidence - not three pieces of the same kind. In practice it will mean that most of the unit is covered twice. This increases the legitimacy of the evidence.

All assessment must be conducted against Australian meat industry standards and regulations.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

A person who demonstrates competence in this unit must be able to provide evidence that they have identified, developed and assessed the initial feasibility of at least one new business or activity idea. Evidence should be documentary and show that consultation occurred.

Evidence will cover the processes used to identify a range of ideas, to select ideas to have initial feasibility assessed, and to consult with prospective partners. It will also cover documentation of the idea and of the feasibility assessment.

Context of and specific resources for assessment

Assessment will take place in actual business premises to provide access to relevant records, personnel and documentation.

Method of assessment

Recommended methods of assessment are:

a third-party referee (at appropriate level of authority and responsibility) report covering the entire period of development of the business concept

documented business proposal

formal presentation of a business proposal to managers/supervisors/staff

personal reflection and re-evaluation of development process and proposal, responding to feedback received.

Assessment practices should take into account any relevant language or cultural issues related to Aboriginality or Torres Strait Islander, gender, or language backgrounds other than English. Language and literacy demands of the assessment task should not be higher than those of the work role.

Guidance information for assessment

A current list of resources for this unit of competency is available from MINTRAC www.mintrac.com.au or telephone 1800 817 462.

Required Skills and Knowledge

Required skills

Ability to:

relate to people from a range of social, cultural and ethnic backgrounds, and physical and mental abilities

use thinking techniques

use research and analytical skills to:

conduct basic research

conduct an initial feasibility assessment

prepare basic business planning estimates

apply negotiation skills for exploring partnerships

use verbal and written communication skills to:

document ideas, business planning estimates and feasibility assessment

negotiate with potential partners

determine legal, Occupational Health and Safety (OH&S) and non-legal requirements

work with employees and family (if a family business)

calculate business planning estimates

assess risk and plan for contingencies

solve problems as they arise in negotiations

using technology to manage information

identify and develop fresh business opportunity ideas

document a range of ideas

assess and evaluate relevant market, client, product and service information

communicate ideas to supervisors, managers and other employees

Required knowledge

Knowledge of:

general characteristics and traits of successful entrepreneurs

biographies and case studies of particular individuals, in own or related industries

relevant legal, OH&S and non-legal requirements

basic methods of business planning

personal characteristics of successful entrepreneurs

risk assessment strategies

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Collective capability of existing staff and facilities may include:

flexibility

interest in pursuing new ideas

desire to take risks

confidence in self and vision

attitudes toward ambiguity and uncertainty

financial capability to invest in change

ability to think laterally

limitations of existing facilities and environment.

Thinking techniques may include:

brainstorming

discussions

lateral thinking

de Bono's Six Thinking Hats® method

Business opportunity ideas may include:

ideas to create profits or assets

new product lines

identifying and targeting a new customer or group of customers

new facilities or locations

change of image.

Basic business planning estimates may be calculated for:

work methods

locations

initiatives and types of activities

human resources

budgets and other resources

timelines

return on investment period.

Legal and non-legal requriements may include:

award and enterprise agreements and relevant industrial instruments

Food Safety Code

relevant legislation from all levels of government that affects business operation, especially in regard to OH&S and environmental issues, Equal Employment Opportunity (EEO), industrial relations and anti-discrimination

relevant industry codes of practice

requirements deriving from organisation's policies and procedures

access and equity requirements

codes of practice

contractual obligations

customer expectations

industrial relations agreements

insurance requirements

laws and regulations

local council regulations

accreditation/licence/patent/copyright requirements

maintenance/service/operating requirements

manufacturers' requirements

OH&S requirements

professional development requirements

standards

warranty requirements.

Criteria for determining feasibility may include:

ability to meet legal and non-legal requirements

ability to meet personal and business objectives

commercial viability

supply and demand assessments.

Specialist advice may include:

accounting, legal, food safety and OH&S advice

advice from government agencies, industry associations, business brokers and consultants

mentoring support

Risks may include those related to:

regulations, legislation and codes of practice

safety

public reputation and consumer interest

sustainability

personnel

environmental factors

financial risk.

Choice may be made:

by owner/operator of small business

by key family members of family business

by managers or supervisors.