BSBDAT501 Analyse Data: Maintain And Improve Infrastructure

•    As coffee is generally considered a non-staple product, discretionary income influences the industry’s performance. Rising expenditure on recreation and culture over the three years through 2018-19 has supported industry revenue, with demand for coffee beans from both restaurants and coffee shops increasing before the imposition of COVID-19 restrictions and the negative economic consequences, such as consumer pessimism.
•    Industry operators face intensifying competition from coffee capsule distributors due to the popularity of Nestle’s Nespresso and other coffee pod machines. These capsules offer some consumers a cheaper and more convenient alternative to freshly roasted coffee. This trend has hindered the industry’s performance over the past five years.

Australia’s coffee culture has been the main factor driving industry revenue growth over the three years through 2018-19.Rising popularity of brunch culture among younger consumers has led consumer to opted for establishments where they can enjoy their coffee with a meal. This trend has prompted many food service establishments to offer coffee in their menus, benefiting industry players. Over the past five years, busy lifestyles have caused many Australians to spend less time at home preparing their own meals, which has driven revenue for coffee shops and cafes. Furthermore, premium coffee presents an affordable luxury that many consumers can indulge in. Demand for premium blends and fair-trade varieties has supported the industry’s performance over the period.

Coffee roasters purchase imported green beans from various suppliers, which they then roast and use to formulate their own blends. Once the beans are roasted, they are distributed to restaurants, cafes and coffee shops. Arabica beans account for the largest portion of industry revenue. Roasters commonly distribute their own coffee. As a result, the industry has a limited number of wholesalers. Even smaller roasters, such as Seven Seeds and Industry Beans, tend to enter into contracts with wholesale customers to sell their coffee beans directly. A key success factor for industry operators is establishing good relationships with the end supplier. Larger industry participants, such as Vittoria Coffee, often provide training courses for baristas to ensure that the taste and quality of their products remains consistent across different cafes and coffee shops.

Enterprise numbers have risen over the past five years. This growth has been mainly driven by the premiumisation of coffee products, which has opened up many niche markets and encouraged new businesses to enter the industry. A growing number of coffee shops specialising in particular blends of coffee has further supported this trend. Employment numbers have increased in line with growth in industry enterprises over the period.

Industry profitability has declined over the past five years, partly due to the outbreak of COVID-19. Weaker downstream demand, stemming from the COVID-19 restrictions, has squeezed profit margins. Furthermore, price competition has intensified over the past five years, as new industry players have entered the market. Industry players have lowered prices to retain market share, which has eroded profitability over the period. However, demand for premium coffee has partially offset the decline in profit, as premium coffee beans generally attract higher margins.

The Coffee Bean Distributors industry is projected to recover over the next five years.Rising demand from cafes and coffee shops, on the back of continued growth in Australia’s coffee culture and premiumisation trends, is anticipated to be a key drive of industry expansion. Expenditure on recreation and culture is forecast to rise over the period, benefiting the industry as visiting cafes and coffee shops is considered a recreational activity. Rising discretionary incomes and consumer optimism are also anticipated to support demand growth over the next five years. However, rising pressure from coffee pods distributors and increasing internal competition will likely threaten the industry’s growth over the period. Overall, industry revenue is projected to grow at an annualised 1.8% over the five years through 2025-26, to $2.7 billion.

Demand from cafes and coffee shops is projected to increase over the next five years.This demand is anticipated to be driven by consumers’ higher expenditure on recreation and culture, combined with greater discretionary incomes. Furthermore, consumers are anticipated to continue to live busier lifestyles, resulting in less time available to make coffee at home and bolstering demand for coffee at cafes, coffee shops and restaurants. Australia’s coffee culture will continue to develop over the next five years, as consumers consistently demand premium and boutique coffee blends and beans.

The industry heavily relies on downstream markets, primarily cafes and coffee shops.Consequently, trends affecting the future performance of cafes and coffee shops also affect the industry’s outlook. The number of coffee shops is projected to rise over the next five years. An increased range of quality coffee is anticipated to underpin growth in the number of independent cafes and coffee shops over the period. The rising number of independent cafes and coffee shops benefits coffee distributors, as larger chains tend to establish their own roasting houses and distribution networks. However, while demand for coffee is projected to grow over the next five years, industry participants will have to adapt to increasing competition. Industry operators will likely need to invest more in establishing relationships with customers, providing after-sales support and training coffee shop staff. The industry’s average wage is projected to grow over the next five years, as experienced roasters and baristas are hired to provide these additional services.

Fluctuations in the world price of coffee will likely affect industry purchases over the period. However, many local distributors will likely enter into fixed supply contracts with upstream suppliers, allowing them to mitigate the effects on input costs. Growing demand for premium coffee blends and fair-trade coffee, which generally attract higher prices, is anticipated to support industry profitability growth. However, price competition is forecast to increase over the period, as the entry of new players forces some existing distributors to lower prices to maintain supply contracts with downstream markets. Subsequently, this price-based competition will likely constrain industry profit margins.
 
Competition in the industry is anticipated to remain high over the next five years.Although coffee shops are growing, instant coffee still maintains a dominant share of the domestic coffee market. Instant coffee is the most common substitute for coffee brewed from roasted beans. Other beverages, such as tea and energy drinks, pose less of a threat to industry demand. The COVID-19 lockdown restrictions have caused a shift to homemade coffee, with many consumers opting for instant coffee due to easier preparation. This trend will likely remain even in a post-COVID-19 environment, hindering industry sales. Industry operators could offset this threat by investing more in marketing to create strong brand awareness among coffee shops and consumers. However, this strategy would require large capital investment and scale of operation, which is difficult to achieve in the industry due to intense internal competition. In addition, coffee pods and Nespresso machines will continue to present a growing challenge for coffee bean distributors over the next five years. Coffee pod machines are restricting demand from supermarkets and grocery stores, with an expanding range of coffee pods reducing shelf space for industry products.

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9. Data security
Data must be protected from unauthorised access and modification. 
Classify data as follows:
•    Public- data created with the intention of being in the public domain, that is publicly available and unlikely to impact on the reputation of ZHEEM, another organisation or individuals
•    General Internal -that is not generally made publicly available, and release of such information may cause minor impact on the reputation of ZHEEM
•    Protected – confidential ZHEEM data with limited access with unauthorised disclosure, modification; data that includes personally identifiable information, is commercially sensitive e.g. salary information, contracts, medical/health records etc and if released could cause reputational harm or embarrassment to ZHEEM e.g. budget data, customer records, planning or purchasing documents

•    Restricted – strictly confidential or sensitive ZHEEM information e.g. budget data, customer records, planning or purchasing documents, restricted to individuals who are explicitly granted access with unauthorised disclosure, modification or destruction and if released is most likely to cause reputational harm or embarrassment to ZHEEM, other organisation or individual, compromise Australia’s national security, national interests, economy, stability, integrity or damage international relations or defence 

Assigning responsibilities to data management ensures data is appropriately identified and managed throughout its lifecycle and is accessible to appropriate stakeholders. ZHEEMadopts a collaborative model for data accountability, with a focus on data stewardship, and not data ownership.

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