BSN450 Assignment 2_Dawe_McGregor_Christensen_Kerr
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Business
Date
Jun 3, 2024
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Uploaded by AgentArmadilloMaster1049
KAILO MEDISPA
Sem 2, 2024
business CASE REPORT
BSN450 Business Intelligence
3264 Words
meet
Our team
KellIE MCGregor
Claire Dawe
Byron Christensen
Alexander kerr
Your consultants:
Byron Christensen Student number: n5866596 Claire Dawe Student number: n6897738 Alexander Kerr Student number: n11172193 Kellie McGregor Student number: n12084476 B u s i n e s s c a s e r e p o r t
2
table of contents
3
Executive Summary Summary: KAILO in a snapshot 1 Introduction to KAILO Vision Value Proposition Business Model Canvas 2 KAILO’s Industry Performance The State of the Wellness Industry Insights on Data Provided Recommendations 3 KAILO’s Team Member Performance Overall Performance The Current Environment Insights on Data Provided & Acquired Recommendations 4 KAILO’s Social Impact The Current Environment Insights on Data Provided & Acquired Recommendations SWOT & PESTEL
5 Conclusion & Business Model Recommendations 6 Table of Figures 7 References 4
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Executive summary
KAILO is a wellness brand based at the Calile Hotel in Brisbane, offering range of services and care
products. While some services focus on health, most are cosmetic. The Medispa experience is
designed to make consumers feel healthier, relaxed, and sustainable. KAILO’s Industry Performance KAILO Medispa operates in the $5.6 trillion wellness industry. Despite COVID-19, Australia saw strong
growth, benefiting KAILO's operations. KAILO's performed with a 3.9% growth, lagging behind the
industry. Key Insights Skin treatments and massages were most profitable. Product sales declined post-Christmas, with
a spike in July 2023. Comparative Analysis: KAILO's growth is slower than the industry average, likely
due to an overly broad service menu. Recommendations KAILO should take advantage of their location to attract proponents of wellness tourism. Focus on skincare treatments and massage. Transform into an Eco spa with refillable products and a recycling initiative. KAILO’s Team Member Performance This section evaluates KAILO's team performance from July 2022 to February 2024. Total revenue
remained steady, with services contributing 82%. Some employees outperformed others in sales
and client retention. Key Insights Employee 612413124 averaged 77 monthly sales, above the company average. Newer employees,
especially those starting post-July 2023, had lower performance metrics. Recommendations Use new data gathering to inform team performance (e.g. customer feedback surveys). Team may benefit from training in add on sales Install KAILO’s brand and staff within the Calile’s existing business structure. Track months of service to better identify the progress and effect of trainees or casual staff. KAILO’s Social Impact KAILO's charitable activities focus on women's empowerment but face challenges of perceived
socio-economic imbalances and potential 'femwashing.' Key Insights High service costs contrast with fundraising for disadvantaged women, can make KAILO appear
tokenistic. Luxury spending is not typically linked to social issues, the resulting dissonance may
cause discomfort in clients. Recommendations Integrate environmentally responsible measures into core business operations. Evolve to achieve Small Enterprise-level B Corp certification. 4
Australian Industry worth $110 Billion 120 % Growth since 2019
Summary:
kailo in a snapshot Recommendations
B-Corporation Certification
Recycling Initiative Refillable products for sale Streamline Product & Service Offerings Partner with The Calile Hotel Kailo’s Growth = 3.9% since opening Revenue contributors
Massage Skin Treatments
5
1
Introduction to kailo
vision
KAILO is a wellness brand operating primarily
from the Calile Hotel in Brisbane. The brand is
based on wellness aesthetic trends and
offers a wide range of services, from
massages and skin therapies to cosmetic
medical treatments. KAILO also offers various
self-care products designed for at-home
use to complement the services provided
including their own skincare and
supplements range.
b u s i n e s s c a s e r e p o r t
6
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Related Questions
WBS Element
Planned Value(PV)
Earned Value(EV)
Actual Cost(AC)
2.01 Airframe
48000
48000
50000
2.02 Engines
22000
21000
23000
2.03 Avionics
80000
60000
45000
2.04 Communications
30000
30000
30000
2.05 Tech. Manuals
42000
42000
48000
2.06 Spares
40000
35000
42000
2.07 Training
80000
80000
86000
Project Total
342000
316000
324000
Figure 14.1 Drug Surveillance Aircraft Project - Monthly Performance Report (October 31, 20XX)
Consider the project performance report presented in figure 14.1. What valid conclusion can you draw regarding the project schedule performance as of October 31, 20XX?
Select one:
a. The project is $26,000 behind schedule.
b. The project is 18 days behind schedule.
c. The project is $26,000 ahead of schedule.
d. The project is $18,000 behind schedule.
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| |
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4. What is FIFO method?
5. what is Average cost
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What is the rational decision if A) the manager expects to sell 25000 salads per year and B) the manager expects to sell 18000 salads
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MASTERY PROBLEM
/ Cr. Cash: $4,301.83
ar Ban Trenkamp owns and operates the Trenkamp Collection Agency. Listed below
are the name, number of allowances claimed, marital status, information from time
cards on hours worked each day, and the hourly rate of each employee. All hours
worked in excess of 40 hours for Monday through Friday are paid at 1½ times the
regular rate. All weekend hours are paid at double the regular rate.
Trenkamp uses a weekly federal income tax withholding table (see Figure 8-4 on
pages 288 and 289). Social Security tax is withheld at the rate of 6.2% for the first
$110,100 earned. Medicare tax is withheld at 1.45% and state income tax at 3.5%.
Each employee has $5 withheld for health insurance, All employees use payroll deduc-
tion to the credit union for varying amounts as listed.
GENERAL LEDGER
Trenkamp Collection Agency
Payroll Information for the Week Ended November 18, 20--
Credit
Total
Hourly
Rate
Earnings
1/1-11/11
Union
Employee
No.
No of
Allow.
Regular…
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Requirement
Show your working calculation
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Calculate the total annual cost and net annual revenue of the project.
Rate of interest = 10%
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$C$5 consider Dozen Cookies (D) 10 0 10 1E+30 1
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O MIN Z =2X1+X2
O Max Z =2X1+2X2
O Max Z =2X1+X2
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ORDERQTY data type
CustID
Cust Type
697
S
City
Tooele
146
L
Seattle
98104
PostalCode SalesOrderNum
84074
SO50270
SO67266
863
ProductID Order Qty LineTotal
639.3717
ProductName
ProductLine
ProductListPrice
44
Full-Finger Gloves, L
M
37.99
869
41
1097.6182
Women's Mountain Shorts, L
A
69.99
697
S
Tooele
84074
SO51783
867
40
1259.82
Women's Mountain Shorts, S
A
69.99
546
L
Loveland
80537
SO57186
869
40
1259.82
Women's Mountain Shorts, L
A
69.99
546
L
Loveland
80537
SO48089
863
39
666.7245
Full-Finger Gloves, L
M
37.99
146
L
Seattle
98104
SO67266
867
38
1196.829
Women's Mountain Shorts, S
A
69.99
697
302
125
315
SSSS
Tooele
84074
SO51783
869
36
1133.838
Women's Mountain Shorts, L
A
69.99
S
Offenbach
63009
SO51109
864
36
1028.7
Classic Vest, S
S
63.5
Stamford
06901
SO46610
863
35
598.3425
Full-Finger Gloves, L
M
37.99
Merritt Island
32952
SO46673
863
35
598.3425
Full-Finger Gloves, L
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min a+ x+5x1x2x3
s.t.
xỉ - 3 + a 20
(c)
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s.t.
2.x1 +x2 1
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• The farm has 100ha of arable land – 50ha and some natural pastures
• Planting maize (yield 2 tonnes per hectare), soybeans (yield 800kg/ha)
• Planting vegetables (high pest pressure), but quality is low.
• He has a herd of 30 cows and 50 sheep.
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•His livestock is very thin in winter and has no pasture
calves are easy and don't fetch good money at auctions.
The farm is in Villiers
The farms have an average rainfall of 550mm to 600mm per year.
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thunders.
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POSTGRADUATE DIPLOMA IN PROJECT MANAGEMENT - ACADEMIC AND ASSESSMENT CALENDAR
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3.1 List and discuss at least 5 critical success factors for project quality management
3.2 Provide a diagram that best represents the quality management process and explain why this
process is important.
List and provide an overview of the processes in Quality Management
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END OF PROJECT QUALITY MANAGEMENT
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Related Questions
- WBS Element Planned Value(PV) Earned Value(EV) Actual Cost(AC) 2.01 Airframe 48000 48000 50000 2.02 Engines 22000 21000 23000 2.03 Avionics 80000 60000 45000 2.04 Communications 30000 30000 30000 2.05 Tech. Manuals 42000 42000 48000 2.06 Spares 40000 35000 42000 2.07 Training 80000 80000 86000 Project Total 342000 316000 324000 Figure 14.1 Drug Surveillance Aircraft Project - Monthly Performance Report (October 31, 20XX) Consider the project performance report presented in figure 14.1. What valid conclusion can you draw regarding the project schedule performance as of October 31, 20XX? Select one: a. The project is $26,000 behind schedule. b. The project is 18 days behind schedule. c. The project is $26,000 ahead of schedule. d. The project is $18,000 behind schedule.arrow_forwardQ: Define and Explain the optimization tool i.e. Total Quality Management with example from real world.arrow_forwardHii solve only final answers fast no need long explanationarrow_forward
- ll MTN LTE 7:53 AM K Notes Janu What possible challenges lye ahead of Kraft company with the changing consumer preference and consumption patterns being witnessed in the dairy industry? | |arrow_forwardYou work for the Brad's Nailer Company which manufactures three types of nailers: a pneumatic model, the "ProLine", and a cordless model. You have contracted to supply a national retail chain with all three models of nailers. However, Brad's nailer production capability is limited in three departments: production, testing, and packaging. The goal is to maximize your revenue. Your answer will be the number packaging hours to be produced (The number of nailers must be a whole number.) Use Scenario 2arrow_forward4. What is FIFO method? 5. what is Average cost method?arrow_forward
- 3. What do weight and rating indicate? State the values that they can take.arrow_forwardQ The manager of a fast food restaurant featuring hamburgers is adding salads to the menu. For each of the two new options, the price to the customer will be the same. The MAKE option is to install a salad bar stocked with vegetables, fruits and toppings and let the customer assemble the salad. The salad bar would have to be leased and a part-time employee hired. The manager estimates the fixed cost at $12000 and variable costs totalling $1.5 per salad. The BUY option is to have pre-assembled salads available for sale. They would be purchased from a local supplier at $2 per salad. However, offering pre-assembled salads would require installation and operation of additional refrigeration, with fixed annual cost of $2400. What is the rational decision if A) the manager expects to sell 25000 salads per year and B) the manager expects to sell 18000 saladsarrow_forwardQuestion: What should have been done by the government to address this problem?arrow_forward
- MASTERY PROBLEM / Cr. Cash: $4,301.83 ar Ban Trenkamp owns and operates the Trenkamp Collection Agency. Listed below are the name, number of allowances claimed, marital status, information from time cards on hours worked each day, and the hourly rate of each employee. All hours worked in excess of 40 hours for Monday through Friday are paid at 1½ times the regular rate. All weekend hours are paid at double the regular rate. Trenkamp uses a weekly federal income tax withholding table (see Figure 8-4 on pages 288 and 289). Social Security tax is withheld at the rate of 6.2% for the first $110,100 earned. Medicare tax is withheld at 1.45% and state income tax at 3.5%. Each employee has $5 withheld for health insurance, All employees use payroll deduc- tion to the credit union for varying amounts as listed. GENERAL LEDGER Trenkamp Collection Agency Payroll Information for the Week Ended November 18, 20-- Credit Total Hourly Rate Earnings 1/1-11/11 Union Employee No. No of Allow. Regular…arrow_forwardRequirement Show your working calculationarrow_forwardCalculate the total annual cost and net annual revenue of the project. Rate of interest = 10%arrow_forward
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Recommended textbooks for you
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Purchasing and Supply Chain Management
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ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning