What appropriate action and advice would you give regarding the most recent trading results ?

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2021 – 2022 3102FNDLBS Fundamentals of Management Assignment – Group or Individual Presentation (worth 100% of the module grade) The assignment is preferred to be a group presentation – of up to 5 members for 15 minutes with additional time for questions. It can though be attempted and presented on an individual basis. (15 minutes presentation, followed by between 5 – 10 minutes question and answer). Expectation 25 slides max – guidance as follows +/-; Introduction + conclusion + references + bibliography = 5 Task 1 – 2 research slides + up to 5 explanation / action steps = 7 Task 2 – 2 research slides + 1 revised suggested structure + up to 4 explanation / action steps = 7 Task 3 – 2 research slides + up to 4 explanation / action steps = 6 You can provide a name for your advisory team and key skills that you (if working as an individual) or your team. Please note that the areas you will be expected to consider in your advice to Doodle Limited (DL) include – but not limited to; Business advisory – i.e. import and export issues (if applicable); Any decision making and crisis management issues that arise linked to your advice; Financial and Management Accounting; Human Resources Management; Managing Change and Organisational Development; Skills from your chosen programme specialism i.e., Finance, Hospitality, Marketing, Sports etc. Students are guided to include any relevant models that they think would be appropriate to support your advice and ensure that they are correctly referenced on each slide, in addition to inclusion within a list of any sources of reference used. You are tasked as advisors to DL to provide advice for the following tasks; DL main business activity is the supply of gym equipment to gyms, leisure centres, hotels and other similar facilities which incorporate such specialist equipment. Currently they do not supply any equipment to schools or other recreational establishments. Despite challenging trading conditions over the pastfourteen months, the company has exercised a ‘lower level of control’ over its staff and finances in response to the trading pressures. Budget reporting has not followed the normal reporting timelines due to the crisis and the most recent trading results are included in appendix A. Budget reporting is normally completed monthly. Task 1?Financial action Considering the above information and the most recentinformation in appendix A and advise the senior management of DL: What appropriate action and advice would you give regarding the most recent trading results ? Indicate whom should take the action and what steps should they immediately take. What other action would you suggest that they take using the further information in appendix B which mayhelp with this. Task 2?Headcount reduction Advise DL how they should reduce their current headcount – the information in appendix B indicates the current staff numbers. There have been no changes made since the onset of Covid-19 despite the worsening trading results – as indicated referred to in appendix A. Include in your advice any legal considerations that may relate to any advice that you recommend. Realise that other costs might be incurred and advise how these could be funded. Consider how your advice will impact upon the existingculture, existing leadership at DL and what new considerations need to be formalised given the ongoing Covid-19 situation. Task 3?Programme specific advice Based on your individual programme, include advice regarding how DL can best proceed in the next 12 months. This could include – but not limited to the following; Targeted marketing campaign – consider if this should cover sporting events or client areas; Sports or virtual events / collaboration with a team of your choosing. Appendix A The company’s financial year end correlates with the corporation tax year end i.e., 31 st March. The following draft unaudited results have been achieved in previous quarters as indicated; Quarter 1 – April to June 2021 – results fell by 40 % year-on-year prior quarter; Quarter 2 – July to September 2021 – 20 % decline in turnover, which led to an overall 55 % year-on-year drop compared to the same time in the prior year; Quarter 3 -?October to December 2021 – 5 % increase in turnover, which led to a 50 % year-on-year drop compared to the prior year; Quarter 4 – ?January to March 2022 – not yet available. Budget reporting There is an existing internal computer system in place, which has Excel, accessible in all areas but this is not always used. Budget reporting normally follows the following process; Operational staff keep shift records – these are sometimes in paper form but are not always collated and formally reviewed; The details collected included number of pieces of equipment ordered; Number of pieces of equipment work in progress; Number of pieces of equipment completed; This information is fed back to the marketing team once a week, but it does also depend upon who oversees the shift. It sometimes might be in paper form OR electronic form, but it does depend upon who prepares it (not all follow the same processes and procedures). Any advice should also consider any financial costs of this. Net profit margins The company normally operates on a net profit of between 12 – 14 % – the variation is due to logistics (variations in fuel costs) and inflation changes. The company does not export much to Europe, so is not expecting to experience significance adverse increase in export taxes and duties. Additional company operating costs information; Buildings are mortgaged – valuation of £ 650 K for the Head Office – 3 floors are set aside for the management team; one floor is rented out. Current outstanding loan balance of £ 170 K secured by a fixed charge. Manufacturing plant is rented – fixed rate deal of £ 16 K per annum – negotiated until March 2029. Appendix B The existing culture has several levels of reporting from the operations – ordering of raw materials, through to the manufacturing and product development. Doodle Limited existing organisational structure as at 4 th February 2022. Managing Director Operations Senior Manager Operations Manager Operations Team (60) Logistics Senior Manager Logistics Manager Operations Team (10) Human Resources Senior Manager Human Resources Manager 1 support staff Finance Senior Manager Finance Manager 1 support staff Product Development & Marketing Senior Manager Product Development & Marketing Manager 1 support staff Current employee ‘s – all of the existing workforce have remained in full employment during the Covid-19 situation; Operatives – 60 shop floor workers and 10 operations team – 31 st March 2021 wages paid £ 320 K per annum. Note these figures exclude the support staff who are currently excluded from this review. 20 % are paid minimum wage rates; 30 % are paid Living Wage quota; Remaining 50 % paid between £ 25 – 35 K per annum based on years’ experience. Management – 5 are paid between £ 35 – 45 K per annum based on years’ experience; 5 Senior Manager’s – paid between £ 70 – 90 K per annum based on years’ experience. They can also earn a bonus of 10 % based on their basic salaries. 31 st March 2020 management wage and bonuses paid £ 710 K. The Managing Director’s salary information are business sensitive and will not form part of this review. Suggestions can be made regarding delayering, but you will need to indicate how any such changes should be proposed, actioned, and delivered.

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