Unit of competency Outline
Date retreived
23/07/2026 12:27 AM AWST
23/07/2026 12:27 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.
Develop and manage international business operations
Develop and manage international business operations
Unit of competency
National Code
MTMBUS705A
MTMBUS705A
State Code
D8744
D8744
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
30/06/2014
Field of Education
080311 - International Business
Original Release Date
30/06/2014
Nominal Hours
100
Description
This unit covers the skills and knowledge required to operate businesses in increasingly international contexts. The unit brings together many of the functional aspects of business and operationalises them in an international business environment and context.No licensing, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Identify and analyse impacts of international factors on the business operation and functions
- 1.1. Core activities, customer base, business values and current business direction are confirmed.
- 1.2. Performance data from all areas of the business is reviewed to identify strengths, weaknesses and critical success factors relevant to international business activity.
- 1.3. Trends and developments having an impact on international business activity are identified and analysed for their potential impact on the business.
- 1.4. Comparative international market information is gathered and analysed as a basis for reviewing business performance.
2. Investigate international business opportunities in the areas of investment, trade, finance and workforce development
- 2.1. Market intelligence is gathered from available sources and documented.
- 2.2. Current capabilities and resources are identified and assessed to identify areas for improvement or exploitation within international markets.
- 2.3. International market performance of existing and potential competitors and their products or services is analysed to identify potential opportunities or threats within international business markets.
- 2.4. Legal, ethical and environmental constraints of the international market are identified and analysed for their effect on international business activity.
- 2.5. Current and emerging needs in international markets that link positively to the business's strengths or capabilities are identified.
- 2.6. The needs of the business in terms of changes required to address an international market opportunity are identified.
3. Operate international business activities
- 3.1. Available international business positioning strategies are identified and a strategy chosen to meet marketing requirements and the consumer profile, including the culture of profiled groups.
- 3.2. A positioning implementation plan is developed in accordance with organisational requirements.
- 3.3. International business options are identified and strategies for products, pricing, sourcing, logistics, promotion and distribution developed.
- 3.4. The international business payment, investment capital, accounting and taxation issues, options and proposed strategies are identified.
- 3.5. Financial compliance requirements associated with international business activity are identified for relevant international finance regulations.
- 3.6. Documentation requirements for export are identified and prepared.
- 3.7. The investment, trade, financial, taxation and workforce risks in the international business operation are identified and contingency strategies developed.
- 3.8. Operational plans to address the international business activity are developed or amended in accordance with organisational requirements.
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.
Performance data may include:
accidents
complaints
coverage
faults
penetration
production time and cost
profitability
sales
share
warranties.
Areas of the business may include:
finance
marketing
overseas representatives or branches of the organisation
personnel
production.
Trends and developments may include:
changes in technology
demographic trends
ecological/environmental trends
economic trends (local, regional, national and international)
government activities (e.g. interest rates and deregulation)
industrial trends
political events (e.g. wars, internal conflicts and forthcoming elections)
social and cultural factors.
Comparative international market information may include:
benchmarking against Australian performance
best practice information
inter-firm comparison data
international benchmarking.
Sources may include:
business advisory services
commercial sources of market intelligence provided by specialists and consultants
databases
financial institutions
information from Austrade and state/territory government agencies, and chambers of commerce
internet
new networking opportunities
official statistics
peers
professional/trade associations and publications.
Capabilities and resources may include:
situational factors:
24-hour operation
age and life of business equipment
capacity of equipment relative to current output
communications
competence of staff relative to business needs
human and financial resources
industrial relations climate
level of technology
location/position
transport distribution channels
intangibles:
brand
'feel good' factor
image
perceived quality or value
service
social acceptability
style.
Opportunities may include:
consideration of applications and costings for trademarks, patents and standards accreditation
cooperative ventures
extending, expanding or otherwise changing an existing business
franchising
joint ventures
new products or services for existing markets
new products or services for new international settings or within other regions of existing international settings
potential for greater penetration of existing markets with existing products or services
strategic alliances.
Legal, ethical and environmental constraints may include:
Australian, international and local context of legal and ethical obligations
codes of practice
cultural expectations and influences
ethical principles
legislation
policies and guidelines
regulations
social responsibilities (e.g. protection of children and environmental issues)
societal expectations.
Positioning strategies may include:
competitive positioning
conspicuous positioning
image perceptions
market follower positions
market leader positions
me-too positioning
prestige and exclusive positioning
repositioning
service positioning
value positioning.
Marketing requirements may include:
business-to-business marketing
direct marketing
ideas marketing
marketing of goods
public sector marketing
services marketing
telemarketing.
International finance regulations may include:
Australian government regulatory authorities
international organisations and bodies
regulatory authorities in overseas countries.
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.
Performance data may include:
accidents
complaints
coverage
faults
penetration
production time and cost
profitability
sales
share
warranties.
Areas of the business may include:
finance
marketing
overseas representatives or branches of the organisation
personnel
production.
Trends and developments may include:
changes in technology
demographic trends
ecological/environmental trends
economic trends (local, regional, national and international)
government activities (e.g. interest rates and deregulation)
industrial trends
political events (e.g. wars, internal conflicts and forthcoming elections)
social and cultural factors.
Comparative international market information may include:
benchmarking against Australian performance
best practice information
inter-firm comparison data
international benchmarking.
Sources may include:
business advisory services
commercial sources of market intelligence provided by specialists and consultants
databases
financial institutions
information from Austrade and state/territory government agencies, and chambers of commerce
internet
new networking opportunities
official statistics
peers
professional/trade associations and publications.
Capabilities and resources may include:
situational factors:
24-hour operation
age and life of business equipment
capacity of equipment relative to current output
communications
competence of staff relative to business needs
human and financial resources
industrial relations climate
level of technology
location/position
transport distribution channels
intangibles:
brand
'feel good' factor
image
perceived quality or value
service
social acceptability
style.
Opportunities may include:
consideration of applications and costings for trademarks, patents and standards accreditation
cooperative ventures
extending, expanding or otherwise changing an existing business
franchising
joint ventures
new products or services for existing markets
new products or services for new international settings or within other regions of existing international settings
potential for greater penetration of existing markets with existing products or services
strategic alliances.
Legal, ethical and environmental constraints may include:
Australian, international and local context of legal and ethical obligations
codes of practice
cultural expectations and influences
ethical principles
legislation
policies and guidelines
regulations
social responsibilities (e.g. protection of children and environmental issues)
societal expectations.
Positioning strategies may include:
competitive positioning
conspicuous positioning
image perceptions
market follower positions
market leader positions
me-too positioning
prestige and exclusive positioning
repositioning
service positioning
value positioning.
Marketing requirements may include:
business-to-business marketing
direct marketing
ideas marketing
marketing of goods
public sector marketing
services marketing
telemarketing.
International finance regulations may include:
Australian government regulatory authorities
international organisations and bodies
regulatory authorities in overseas countries.
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
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
knowledge of the key concepts of international business and how to apply them within an enterprise
capacity to effectively integrate international business challenges and opportunities within and across functional areas of business
knowledge of key trends in international business.
Context of and specific resources for assessment
Assessment must ensure:
access to an actual workplace or simulated environment
competence is consistently demonstrated over time, and over a range and variety of complex tasks/projects and situations
access to resources normally used in the workplace, such as organisational policies and procedures, and relevant legislation.
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:
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
series of workplace activities and projects developed and implemented as part of the organisation's business development and management
review of applied projects and learning activities, such as reports and case studies
direct observation of contextual application
oral or written questioning to assess knowledge.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example, with other units in the qualification in which this unit is packaged.
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
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
knowledge of the key concepts of international business and how to apply them within an enterprise
capacity to effectively integrate international business challenges and opportunities within and across functional areas of business
knowledge of key trends in international business.
Context of and specific resources for assessment
Assessment must ensure:
access to an actual workplace or simulated environment
competence is consistently demonstrated over time, and over a range and variety of complex tasks/projects and situations
access to resources normally used in the workplace, such as organisational policies and procedures, and relevant legislation.
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:
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
series of workplace activities and projects developed and implemented as part of the organisation's business development and management
review of applied projects and learning activities, such as reports and case studies
direct observation of contextual application
oral or written questioning to assess knowledge.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example, with other units in the qualification in which this unit is packaged.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AVW83 | AMPMGT805 | Develop and manage international business operations | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D615 | MTM70111 | Graduate Certificate In Agribusiness | Qualification |