Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver SIRXSRM807, 'Lead the development of a visual merchandising strategy'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Lead the development of a visual merchandising strategy' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
Element | Performance criteria |
Elements describe the essential outcomes of a unit of competency. | Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide. |
1. Analyse visual merchandising trends. | 1.1.Consult with buyers to identify emerging seasonal trends and new product ranges. 1.2.Research visual merchandising trends in local and overseas markets. 1.3.Critique the visual merchandising strategies of competitors, identifying their creativity, strengths and weaknesses. 1.4.Consult with colleagues and conduct research to identify macro community trends that may influence customer perceptions and preferences. |
2. Develop the visual merchandising concept and strategy. | 2.1.Audit current visual merchandising performance in all stores to identify capacities of stores to implement new concepts and strategies. 2.2.Work with internal or external designers to interpret the emerging visual merchandising trends and new season product ranges to create an overarching concept for the strategy. 2.3.Share and test concepts with relevant stakeholders to gain input to finalise concept. 2.4.Identify, cost and budget the resources required to support the implementation of the visual merchandising strategy. 2.5.Develop and document a detailed visual merchandising strategy to deliver the agreed concept. 2.6.Gain authorisation as required for the visual merchandising strategy in line with standard organisational policies and procedures. |
3. Develop and manage implementation of visual merchandising strategy. | 3.1.Document and communicate the visual merchandising strategy and its detailed implementation requirements to store managers and appropriate staff. 3.2.Ensure strategies are tailored to respond to customer demographics and preferences of individual stores, while maintaining overall consistency of the concept and strategy. 3.3.Ensure work health and safety (WHS) and public safety issues have been addressed in the design, implementation and operation of the strategy. 3.4.Specify, cost and commission the development of props and store fittings and fixtures. 3.5.Liaise with marketing experts to ensure congruence between marketing, promotional and visual merchandising strategies. 3.6.Establish and undertake a schedule of visits to stores to oversee and support implementation of strategy. 3.7.Establish and maintain effective communication and feedback mechanisms to manage the roll-out of strategy and inform adjustments to it based on changing circumstances. 3.8.Provide effective and actionable advice to store staff to ensure high quality and consistent merchandising of stock. |
4. Evaluate outcomes of visual merchandising strategy. | 4.1.Establish and analyse the regular collection of data to enable monitoring of store and regional performance during operation of the visual merchandising strategy. 4.2.Use performance data to identify departments, stores or regions that have under-performed during the roll-out of strategy. 4.3.Canvass options and solutions to address under-performance by departments, stores or regions during the roll-out of strategy. 4.4.Report to management regarding the outcomes achieved by strategy. |