Unit of competency Outline
Date retreived
23/07/2026 12:04 AM AWST
23/07/2026 12:04 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead the strategic planning process in a service environment
Lead the strategic planning process in a service environment
Unit of competency
National Code
SIRXSRM805
SIRXSRM805
State Code
WD993
WD993
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080301 - Business Management
Original Release Date
20/06/2014
Nominal Hours
80
Description
This unit describes the performance outcomes, skills and knowledge required to lead the development of high-level strategic plans for a retail organisation. This entails the analysis of the environment, identification of risks and opportunities, and specification of strategic directions that serve the vision and mission of the organisation. Establishing financial and non-financial performance indicators and monitoring them are critical to success.
Notes
Elements and Performance Criteria
1. Initiate the strategic planning process.
- 1.1.Consult extensively with business owners and senior staff to determine the parameters that will be used for the planning process.
- 1.2.Analyse previous strategic and business plans to identify strengths and weaknesses and inform current processes.
- 1.3.Develop or select a planning methodology to drive the process.
- 1.4.Identify and brief stakeholders who will contribute to the plan’s development.
- 1.5.Negotiate and allocate human and other resources required to support the planning process.
- 1.6.Negotiate and determine a timeframe for the completion of the strategic plan.
2. Conduct an environmental and organisational scan.
- 2.1.Research best practices and trends within the retail industry.
- 2.2.Collect and analyse demographic and trend data to provide profiling information about the organisation’s customer base.
- 2.3.Collect and analyse industry intelligence into the strengths and weaknesses of competitors.
- 2.4.Analyse the strengths, weaknesses, opportunities and threats (SWOT) of the organisation and its environment.
- 2.5.Identify risks that could constrain the achievement of organisational goals in the short, medium and long term.
- 2.6.Consult with stakeholders to identify issues and expectations affecting the organisation’s operations.
3. Establish organisational directions.
- 3.1.Implement processes to engage staff and relevant stakeholders in the planning process, ensuring ownership of an agreement to the plan’s outcomes.
- 3.2.Seek staff and stakeholder input into establishing the organisation’s vision, mission, values and major goals.
- 3.3.Provide leadership to establish the organisation’s key result areas and performance measures.
4. Develop the strategic plan.
- 4.1.Manage the development of the detailed activities that will be required to achieve organisational goals.
- 4.2.Manage the development of specific performance indicators to enable the measurement of success.
- 4.3.Identify, cost and budget the resource levels required to implement the plan.
- 4.4.Consult with experts and staff to review the organisation’s brand management strategy and positioning within the market place.
- 4.5.Undertake consultation, communication and negotiation to gain commitment to the process and the plan.
- 4.6.Obtain sign-off and commitment to the finalised strategic plan from relevant stakeholders and participants.
5. Manage the implementation process.
- 5.1.Manage the development of the tactical or operational annual plans required to implement the longer-term strategic plan.
- 5.2.Plan and prioritise the allocation of human, financial and capital resources to enable implementation.
- 5.3.Put strategies in place to skill the workforce to ensure effective implementation.
- 5.4.Communicate with staff and stakeholders during the implementation process to ensure commitment and gain feedback.
- 5.5.Monitor performance of the implementation process against agreed benchmarks and performance indicators.
- 5.6.Monitor outcomes of the strategic and operational plans in line with agreed organisational processes.
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 individual, accessibility of the item, and local industry and regional contexts) may also be included.
Parametersmay include:
budget
timeframe.
Best practices and trendsmay include:
emerging or changed use of technologies, including:
e-retailing
radio frequency identification devices (RFIDs)
self-service checkouts
social networking media as a marketing and sales channel
company structures, including trends towards:
changed ownerships
merged or diversified organisations
multi-service organisations
new or changing levels and ranges of services and products, including:
blurring of product categories (e.g. bookshops with cafes)
brand extension
customisation of products and services
generationally targeted products (e.g. for the over 50s)
polarisation of cost of goods (focus on high end and discount).
Industry intelligencemay include:
data available from industry associations
information gained through industry networks
market research, including mystery shopping
published reports on industry composition
search of publicly available annual reports for listed companies
search of publicly available business records.
Risks may include:
access to skilled workforce
change to regulatory or licensing environment
changing customer behaviours and requirements
cyclical changes within the industry or region
difficulty in accessing funds
emergence of new technologies
ill health of principal or key staff
legal proceedings
reliability of suppliers
strength of existing or new competitors
tightened economic environment.
Resource levels may include:
consultant costs
cost of floor space
cost of new or changed security systems
cost of stock
funding of business expansion
human resources
infrastructure
new marketing effort and costs.
Operationalplans that provide tactical implementation of the strategic plan and directions may include:
financial plan
human resource management plan
marketing plan
purchasing and stock management plan.
Parametersmay include:
budget
timeframe.
Best practices and trendsmay include:
emerging or changed use of technologies, including:
e-retailing
radio frequency identification devices (RFIDs)
self-service checkouts
social networking media as a marketing and sales channel
company structures, including trends towards:
changed ownerships
merged or diversified organisations
multi-service organisations
new or changing levels and ranges of services and products, including:
blurring of product categories (e.g. bookshops with cafes)
brand extension
customisation of products and services
generationally targeted products (e.g. for the over 50s)
polarisation of cost of goods (focus on high end and discount).
Industry intelligencemay include:
data available from industry associations
information gained through industry networks
market research, including mystery shopping
published reports on industry composition
search of publicly available annual reports for listed companies
search of publicly available business records.
Risks may include:
access to skilled workforce
change to regulatory or licensing environment
changing customer behaviours and requirements
cyclical changes within the industry or region
difficulty in accessing funds
emergence of new technologies
ill health of principal or key staff
legal proceedings
reliability of suppliers
strength of existing or new competitors
tightened economic environment.
Resource levels may include:
consultant costs
cost of floor space
cost of new or changed security systems
cost of stock
funding of business expansion
human resources
infrastructure
new marketing effort and costs.
Operationalplans that provide tactical implementation of the strategic plan and directions may include:
financial plan
human resource management plan
marketing plan
purchasing and stock management plan.
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.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
researches and analyses to identify industry trends and organisational requirements
demonstrates communication and management skills to design and drive a strategic planning process
develops a strategic plan that reflects organisational needs, positions the organisation for success, and is underpinned by sound financial and other analysis
harnesses resources and staff commitment to ensure implementation of the detailed tactics required for business success.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current range of text and online information sources on industry intelligence, best practice and trends within the retail industry
previous strategic and business plans
retail managers and staff across the organisation.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
researches and analyses to identify industry trends and organisational requirements
demonstrates communication and management skills to design and drive a strategic planning process
develops a strategic plan that reflects organisational needs, positions the organisation for success, and is underpinned by sound financial and other analysis
harnesses resources and staff commitment to ensure implementation of the detailed tactics required for business success.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current range of text and online information sources on industry intelligence, best practice and trends within the retail industry
previous strategic and business plans
retail managers and staff across the organisation.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J153 | SIR80112 | Graduate Certificate In Retail Leadership | Qualification |