The Watering Can

Brie’s boutique providing fresh flowers for all occasions

Legal Structure
The set legal structure for this business is an unincorporated sole trader. The business would be classified as a small business as there would be between 5 to 19 employees. The advantages of this legal structure are: complete control as an owner, low cost of entry, no partner disputes, less government regulation, No tax on profits only personal income. Disadvantages for this legal structure are: Unlimited liability, End of business ends when owner dies, Difficulty in operation when owner is sick, Diversity in range of task that are needed to be performed by one person, Finances can be difficult. Secondary tertiary industry quinary
Vision
The watering can hopes to become a local florist shop supplying and known for the best quality fresh flowers for all occasions. I hope to not only supply to locals that come to the shop but perhaps perform deliveries therefore catering for all events like valentine’s day gifts or funerals. The hope of expansions to other local suburbs to increase the market in which a florist attacks. It’ll portray the flowers locally available to the public and be all from local suppliers keeping it within Australia.
Business goals
The business goals for “the watering can” can be divided into three sections; Social, Personal and financial.

Social goals
Community Service: The business wishes to bond itself tightly with the local community, by buying product from local suppliers and having involvement with local churches, schools and markets. This can be done through supplying them with product at discounted rates or donating product at events to show support.
Provision of Employment: ‘The Watering can’ shall provide job interviews and employment for those in the local community. Specialist jobs such as deliveries of flowers must have a or special requests have a driver’s license, and in the case of taking special request or organising bouquets must be trained by owners or senior staff.
Personal goals
Strategic Goals: The targets which senior management need to deal with include:
Growth and Expansion of the business to other areas located around the main store in the centre, increasing profitability and providing opportunities for both employees and employers. (7-10 years)
Steady cash flow that is highly profitable and ensures all debt is paid off. (5-7 years from establishment)
Business Reputation of social responsibility and environmental sustainability. This needs to be developed early to develop an establishes client base. (1-5 years from establishment)
Tactical Goals: Objectives handled by middle management include:
Satisfied employees and a safe working environment with a positive vibe enticing both customers and employees to love and enjoy the store.
Costs- work out costs of products and pricing to make profit and invest profit in possible expansion options.
Wages- provide employees with above award wages.
Use environmental products to help develop reputation of business. Operational Goals: Determined by front line management: these focus on the short term issues.
Customer Satisfaction – workers need to be customer orientated as a competitive advantage of the business is the level of satisfaction customers gain through the cellular production method, making each order different and specific to customer taste.
Employee Satisfaction – this comes down to the owner and or HR to make sure that employees stay happy and safe in their working place as they deal with the customers in store and they need to achieve customer satisfaction which can mean going out of the way to make a customer happy so the owner must do the same for their workers i.e monetary and non-monetary benefits.
WH&S, Preservation of the workplace: negating damage to ‘The Watering Can’
Financial goals
Profit: A business needs profit to survive in the business world, thus its essential and key to the success of a business. ‘The watering