Elements and Performance Criteria

The Range Statement statement provides details of the scope of the Elements and Performance Criteria to allow for differences within enterprises and workplaces, including practices, knowledge and requirements. The Range Statement also provides a focus for assessment and relates to the unit as a whole.

General Context

Type of products and services provided

Business policy and procedures in regard to selling products and services

Size, type and location of business

Business merchandise range

Strategic measurement and evaluation systems and processes

Characteristics of the specific product(s) or service(s)

Management structure and communication relationships

Existing business models and IT infrastructure

Form of web presence and level of e-commerce readiness

Current & emerging applications and technology

Customers including other businesses or end consumers serviced through business customers or directly

Varying levels of staff training

Worksite specific context, variations and environments

Workplace Context

Workplace-specific guidelines, policies and practices

Conditions of service, legislation and industrial agreements

Consultative processes may involve

staff members

teams

management

union representatives

Industrial relations, OH&S specialists

Privacy Act

Other professional or technical staff

Relevant personnel may vary with context, level of employment, ascribed duties, nature of enquiry or response required.

Applicable State/ Territory/ Commonwealth regulations and legislation may include

Occupational Health and Safety

Workplace relations

Workers compensation

Industry codes of practice

License, patent or copyright arrangements

Environmental protection legislation

Equal Employment Opportunity and anti-discrimination law

Emergency procedures

Transport, storage and handling of goods

Sales Tax Act

Australian Competition and Consumer Commission (ACCC) provisions

Trade Practices Act

Sources of information may include

Legislation and regulations

Work procedures and internal manuals

Company operating procedures and instructions

Manufacturer's specifications

Supplier and/ or customer instructions

Manifests

Codes of practice

Quality assurance systems, procedures and policies

Awards, workplace agreements, and other industrial arrangements

Oral/ verbal communication including face to face, telephone, Internet, radio, and such like

Written instructions and communication such as data exchange, letters, e-mails

Non-verbal communication

Feedback

Safety instructions and workplace signage

Direct or indirect

Electronic or hard copy

Policy and protocols

Types of standards, performance benchmarks or specifications may include

Australian Standards

International Standards

Professional standard

Industry standards

Performance indicators

Quality measures and criteria

Planning milestones and timeframes

Design brief

Manufacturers and suppliers standards

Critical documents

Business plans, marketing plans, technical specifications of existing technologies

Business strengths should include

should be

Profitability

Customer relationships

Business management

Vendor relationships

Data management

Collaborative/ cooperative relationships

Critical business factors

Response times, scalability, traffic, data knowledge/ management, security, customer demographics, customer confidence and expectations

E-business solutions may involve

Implementation in green field sites

Integration of new solutions with existing IT infrastructures and business processes

Integration with basic e-commerce solutions, that include different business models depending on the final requirement

Integration across operations at different levels of e-business development involving a mix of the above.

Considerations for assessing retail business improvement should include

Reduced operational costs

Value adding

Business competitiveness

Customer relationships

Revenue growth and flow

Supplier relationships

Market share

Business models for conducting electronic commerce arrangements may vary with

Access

Content (product, data and information)

Commercial set up of trading company

Applications

Infrastructure

Software

Services

Supply arrangements

Payment methods

Electronic payment and banking systems include

Payment gateways

Electronic presentment

Clearance systems

Dishonour systems

Credit card transactions

Electronic bill payment

Joint business objectives will vary based on

Product, range, line, or category performance requirements

Objectives such as those for price, profit, brand share, market share

Supply arrangements may include

Delivery of products

Provision of services

Maintenance and support agreements

Leasing agreements/ consultancies

Research and development

Suppliers may be

Commercial companies

Public agencies or organisations

Governments

Community and not-for-profit organisations

Internal

Evaluation may include

Stakeholder consultation

Confirmation that a procurement process is necessary

Development of a business case

Comparison of internal versus outsourced provision

Whether to buy or build solutions

Performance indicators may include

Price

Quality

Performance

Supply reliability

Merchandise

Applications and technology may include

A wide range of hardware including but not limited to routers, bridges, servers, PCs, drives, switches, printers, hubs, modems, personal organisers, firewalls, peripherals etc

A wide range of software including but not limited to network operating systems, payment software, PC operating systems, database software, encryption protocols, accounting software, web browser software, website building software, spreadsheet software etc

The following components of the Evidence Guide relate directly to the Performance Criteria and the Range Statement for the unit of competency and will inform and provide guidance for assessment of the unit in the workplace and/or training program.
Critical Aspects of Evidence
Assessment requires evidence of the following products to be collected:
Identifying and utilising research on electronic commerce and electronic business tools and capabilities
Planning, co-ordinating and implementing activities associated with assessing the impact of e-business models on business operations
Evaluating and reporting on effectiveness of e-business models and processes
Documentary evidence of consultative and liaison processes with business partners
Integration of e-business solutions with business strengths and strategic goals/ targets
Systems developed to manage and monitor e-business approach
Awareness of how e-business changes will impact business relationships

Underpinning knowledge and skills
Display knowledge in terms of job role or function, including the ability to:
E-business models impact on e-business approaches
Relationship of e-commerce with e-business
Different B2B and B2C approaches
Types of data
Data processing requirements
Understand of electronic transactions and processes
Impact on business of different B2B and B2C solutions
Relevant legal and legislative provisions
Dealing with external and internal groups and teams with regard e-business models, applications and consultancies
Display skills in terms of job role or function, including the ability to:
Demonstrate capacity to determine appropriateness of various electronic applications and systems for a given business
Assess forms of electronic transactions
Demonstrate adherence to safe working practices
Use effective writing (keyboarding) skills
Analytical and decision making skills
Seek out and e-business strategies that produce operational efficiencies
Implement e-business solutions that enhance sales and service efficiency
Determine how e-business models and approaches can promote comparative brand, market and sales positions
Secure vendor partnerships
Evaluate information on forecasts and trends on e-business
Build electronic business models that enhance business relationships

Assessment Process
For valid and reliable assessment of this unit, evidence should be gathered through a range of methods to indicate consistent performance.
It can be gathered from assessment of the unit of competency alone, through an integrated assessment activity or through a combination of both.
Evidence should be gathered as part of the learning process.

Integrated Competency Assessment
Evidence is most relevant when provided through an integrated activity which combines the elements of competency for each unit, or a cluster of units of competency.

The candidate will be required to:

Apply knowledge and skills which underpin the process required to demonstrate competence, including appropriate key competencies.
Integrate knowledge and skills critical to demonstrating competence in this unit.
Unit WRRO12A can be assessed with other units which make up a particular job function.

Evidence gathering methods

Evidence should include products, processes and procedures from the workplace context or from a simulated work environment. Evidence might include:

Observation of the person in the workplace
A simulated role play
Third party reports from a supervisor
Customer feedback
Answers to questions about specific skills and knowledge

Resources Required
A real or simulated work environment

Relevant documentation, such as:

legislation and statutory requirements
occupational health and safety requirements
industry codes of practice
information and performance data on existing business model and IT infrastructure

Access to information on:

markets
competitors
products and services
suppliers
new technology

There are a number of processes that are learnt throughout work and life which are required in all jobs. They are fundamental processes and generally transferable to other work functions. Some of these are covered by the key competencies, although others may be added. The questions below highlight how these processes are applied in this unit of competency. Following each question a number indicates the level to which the key competency needs to be demonstrated where 0 = not required, 1 = perform the process, 2 = perform and administer the process, and 3 = perform, administer and design the process.
Communicating ideas and information
Communication of ideas and information will be applied when conveying information about electronic business capabilities, organisation of trials and outcomes of trialing /evaluation to relevant personnel. (3)

Collecting analysing and organising information
Information on elecronic business models and their impact on operations will need to be collected, analysed and organised. (3)

Planning and organising activities
The evaluation and trialing of electronic business processes and models requires activities to be planned and organised. (3)

Working with others and in teams
Team work will be applied when seeking information from others and reporting outcomes. (2)

Using mathematical ideas and techniques
Mathematical ideas and techniques are required when assessing the impact of electronic business models on operations. (3)

Solving problems
Problem solving skills will be applied when analysing the impact of electronic business models and taking improvement action based on the outcomes of evaluation. (3)

Using technology
The use of technology will be applied throughout this unit. (3)