Page 6 of 25Capital City Finance and Mortgage Brokers (CCF & MB)George and Mildred are very happy with the way you service your clients and are sure that you are a goodfit for the team. They now want you to turn your focus to your primary task, which is to assist in expandingthe business by building relationships with selected real estate agents, accountants and legal firms throughstrategic alliances. They also want you to consider how CCF & MB can consolidate its relationships with itsexisting strategic partners.Let’s recap on what you already know about Capital City Finance and Mortgage Brokers (CCF & MB).It’s a family owned business providing a range of mortgage and finance broking services to the business andprivate sectors, with experience in all facets of finance and insurance, providing expert advice covering amultitude of products and options existing within the market.CCF & MB specialises in home loans, commercial lending, business lending, personal and motor vehiclefinance and insurance (life and general) and focuses on helping clients find the finance service suited totheir individual circumstances.It provides its services through its association with the following partners:• Australian Aggregators: a rising company within the aggregation business, with an extensive panel ofresidential and commercial lenders, and asset finance.• ABC General Insurance: a boutique insurance company specialising in a full range of general insurances.• XYZ Life: a small family-owned insurance brokerage specialising in the full range of life insuranceproducts.Based in the city, CCF & MB has the capacity to service clients from their office or anywhere at their clients’convenience through its team of mobile brokers.CCF & MB does not hold a credit license but operates as a credit representative of Australian Aggregators.Since its inception 13 years ago, CCF & MB has built a loan book of almost $1.2 billion and averages over$120 million in new loans annually.CCF & MB’s vision is to be the mortgage and finance broker of choice in the greater metropolitan area.CCF & MB’s mission statement is: ‘to operate professionally in accordance with legislation, our licence andprofessional standards’.CCF & MB’s values are as follows:• to act with honesty and integrity at all times• to provide unbiased advice and conduct business, free from any conflict of interest• to maintain confidentiality in all dealings• to meet all NCCP regulatory requirements• to comply with all mortgage industry laws and regulations• to ensure quality and efficiency in its loan processes.Page 7 of 25CCF & MB’s peopleCCF & MB is owned by husband and wife, George and Mildred Spencer.With over 35 years’ experience in finance and business ownership, George established and built asuccessful business dedicated to assisting clients with managing their finances effectively. Starting thebusiness with his wife Mildred 13 years ago, George gained immense satisfaction in seeing it expand, toservice more and more clients across the city and greater metropolitan area. Although in recent years hehas stepped back from dealing directly with clients, he still maintains a small select clientele. He also takesgreat pride in training and mentoring his team to enhance their performance.Mildred has over 22 years of lending experience and is qualified, not only to assist her clients with theirmortgage requirements, but also to assist them with their commercial finance requirements. She also holdsfinancial planning qualifications. She specialises in asset finance.The company has a small team of five additional consultants and two administration staff members.Profiles for the team are as follows:• Jennifer Dee is recognised as one of the top female brokers in Australia. She has been in the brokingindustry for over 10 years and has a passion and dedication to assist and accommodate all of her clients’needs with their financial dreams. Jennifer is an Accredited Mortgage Consultant with the Mortgage andFinance Association of Australia (MFAA).• Louise Spencer (George and Mildred’s eldest daughter) is an Accredited Mortgage Consultant with theMortgage and Finance Association of Australia (MFAA) and has been working as a loan consultant foralmost two years. Louise started off in the lending industry in the office as an administrator to gain asmuch experience and knowledge as possible before taking a broking role. Her passion for helping herclients ensures that she is always available to her clients at a time and place convenient for them.• Michael Spencer is George’s younger brother and is CCF & MB’s equipment finance specialist. He hasover 25 years working in the equipment finance industry. He has developed an in-depth understandingof the transport and agricultural industries, and also provides finance for general equipment,motor vehicles and computer equipment.• Martin Long has specialised in equipment finance for the last three years, but prior to this he spentfive years operating his own retail food business. This practical experience allows him to see things fromhis client’s point of view, including experience with equipment finance. He specialises in plant andequipment in the machinery, woodworking and packaging industries. Examples of some of theequipment he has financed are farm machinery, extrusion lines, plastic injection moulders,commercial catering equipment, woodworking plant, packaging lines, forklifts, office fit-outs and manydifferent motor vehicles.• Luis Ramirez migrated to Australia as a young boy; 25 years ago with his family. After completinghigh school he graduated from university with an accounting degree and worked in ANZ in commerciallending. He joined CCF & MB four years ago and specialises in vehicle and capital equipment financing.He provides ITC and general equipment lease funding options for clients. By providing better outcomes,both during and at the end of their equipment leases, Luis’ many clients have been able to reduce costsand maximise the value of their available budgets.CCF & MB is a member of the MFAA, as a broking business dealing directly with the public. Both Georgeand Mildred are fellows of the MFAA. CCF & MB is also a corporate member of the FBAA.All staff members, including consultants, are paid an annual salary plus superannuation. Consultants alsoreceive a car allowance plus a percentage of trail commissions, which are paid quarterly based on theirperformance targets.Page 8 of 25CCF & MB’s panelled lendersWith access to an extensive panel of lenders, CCF & MB can meet most clients’ expectations.Residential lenders are listed in the following table. Adelaide BankHomeloans LimitedPepper Home LoansAMPHomesidePhoenix-Circle Credit UnionANZING DirectPLAN LendingAustralian FinancialKeystartPN BankAustralian First MortgageLa TrobeResiBank of MelbourneLiberty FinancialSt George BankBankSAMacquarieSuncorpBankwestME BankThe Rock Building SocietyBluestoneMortgage MartWestpacCitibankNABWide Bay Australia LtdCommonwealth BankNewcastle PermanentHeritage BankPeoples Choice Credit Union Commercial lenders and asset finance providers are listed in the following table. Adelaide Bank CommercialBibby Financial Services Pty LtdLiberty Financial CommercialANZ CommercialCommonwealth Bank CommercialNAB CommercialAustralian First Mortgage CommercialIMB CommercialSt George CommercialBank SA CommercialING Direct CommercialSuncorp CommercialBankwest Business BankingLaTrobe CommercialWestpac CommercialAdelaide Bank CommercialMacquarie LeasingWestpac Equipment FinanceANZ Asset FinanceCommonwealth Bank Asset FinanceLiberty Asset Finance Future developmentsGeorge and Mildred are very keen to expand and grow their business and are in the process of speakingwith a number of real estate agents, accountants and legal firms with a view to forming strategic alliances.Due to the expected increase in business, George and Mildred are seeking to employ another consultant totake on the extra work. This person will be required to:• build strategic relationships with a number of real estate agents, accountants and legal firms alreadyidentified• identify and foster relationships with other real estate agents, accountants and legal firms• provide finance and mortgage broking services to new clients identified through these strategic alliances.Page 9 of 25Business management skillsTask 1 — Developing and nurturing relationships with clients,other professionals and third-party referrersGeorge and Mildred now require you to write a plan to assist in developing and nurturing relationshipswith clients, other professionals and third-party referrers.The layout and content of your plan should address the following:1. How CCF & MB’s policies and procedures and legislative, regulatory and professional codes of practiceimpact on developing and nurturing relationships.2. How you would use CCF & MB’s social, business and ethical standards to develop and maintain positiverelationships.3. The importance of confidentiality and how you would maintain it in your dealings with colleagues,clients and other parties.4. How you would adjust your interpersonal style to the needs and situation of other parties.5. How you would go about developing and maintaining business and professional networks and otherrelationships to benefit the organisation; and how you would use them to identify and cultivaterelationships in order to promote and market the organisation.6. How you could use and cooperate with other professionals and third parties to expand and enhance thereputation of the organisation, and to identify new and improved business practices.7. How you would build referral business through appropriate communication channels, to find and securenew business relationships.8. How you would identify referral needs and provide information about CCF & MB’s relevant productsand services.9. How you would secure interviews with referral business so that the needs of clients can be met.(1,000 words)You may use any format for your plan but you are not permitted to simply answer the points above. If youare unsure as to how to write a plan, you can refer to the Business Growth and Marketing topic and use thesuggested SMEAC format outlined in Part 6, Section 13. You may also refer to the internet for otherexample business or marketing plans.Guidance on how to develop a plan is available at the business.gov.au website:https://www.business.gov.au/planning/templates-and-tools/marketing-plan-template-and-guideWhen completing this task, assumptions are permitted, although they must not be in conflict with theinformation provided in the background information.Student response to Task 1 Generate opportunities through referrals and recommendations. When receive details of a potential client from a referrer under any type offormal arrangements, whether or not a fee or earning is paid for the lead. It is only applied, if you actually receive the client’s details from the referrer. It is important to note that referrals received from any call centre ortelemarketing business are not permitted unless the business holds anAustralian credit licence or is registered with ASIC to receive an Australiancredit licence at some future time.Page 10 of 25 Further, there are conditions and requirement that must be met. Assessor feedback for Task 1:Resubmission required?No Page 11 of 25Task 2 — Growing the businessHaving considered how you would go about building and nurturing relationships, George and Mildred nowrequire you to turn your attention to marketing and promoting CCF & MB’s business. This requires you todevelop, implement, monitor and adjust a Marketing Plan for the business. When doing this, you willneed to: Ensure your plan is developed in line with CCF & MB’s vision statement. Conduct some research (or make assumptions) and identify key market data for the plan. This caninclude, for example, customer demographics, product types (i.e. census data if available),marketing media data (i.e. social media). Identify of target markets, using a combination of research and your own personal experience. Identify your major competitors (at least two) with a competitor analysis developed for eachcompetitor. Conduct a review of CCF & MB’s current market position based on your research findings inconjunction with competitor analysis; and identify where improvements can be made. Document changes you could introduce to improve the brand of CCF & MB, and whatpromotional activities you could introduce to build the customer base. The provision of options for increasing yield per existing client.1. To develop and implement the marketing plan, complete the table below:Student response to Task 2 Question 1 Implementing the Marketing planTaskSteps RequiredResourcesRequiredWho willcomplete thisDate to StartDate toCompleteAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer here 2. To monitor the marketing plan, complete the table below:Student response to Task 2 Question 2 Monitoring the Marketing PlanMarketingplan targetsMonitoringprocessPeriod onePeriod twoPeriod threePeriod fourAverageAnswerhereAnswerhereAnswerhereAnswerhereAnswerhereAnswerhereAnswerhere Page 12 of 253. To make adjustments to the marketing plan, complete the table below:Student response to Task 2 Question 3 Adjusting the marketing planIdentified task requiringadjustmentChanges requiredAnswer hereAnswer here (1,000 words)When completing this task, assumptions are permitted although they must not be in conflict with theinformation provided in the background information.NOTE to students: You can add lines to the tables if necessary Assessor feedback for Task 2:Resubmission required?No Page 13 of 25Task 3 — Identifying risk and applying risk management processesGeorge and Mildred have become very concerned about the potential risks that could jeopardiseCCF & MB’s business operations. They were very impressed with your growth and marketing plans forCCF & MB so they have now moved you into more of a general manager’s role with expandedresponsibilities, including managing CCF & MB’s risk.1. As part of your new responsibilities you are required to develop a risk management plan which:• Establishes the context for CCF & MB’s risk management plan.• Lists and explains the tools you will use in assessing the risks you identify.• Identifies the stakeholders you would consult in establishing context and the tools you would use inidentifying CCF & MB’s risks.• Identifies at least two risks that CCF & MB could face for each of the six categories of business riskincluding strategic risks, compliance risks, financial risk, operational risks, market and environmentalrisks and reputational risks with an appropriate risk statement for each identified risk.Note: You may make any assumptions in producing your plan, but these should be documented either inthe body of your plan or separately before you produce it. You are not permitted to simply answer thepoints detailed above.Student response to Task 3: Question 1Answer here2. Refer to the email from co-worker identifying potential risk in the toolbox. Using the box below, writean email to management outlining the identified risk, your analysis, how you would evaluate the riskand suggest how the risk could be best treated.Student response to Task 3: Question 2Answer herePage 14 of 253. Refer to the Risk treatment mapping guide in the toolbox. Using the following steps, complete the Riskevaluation and treatment table below:Step 1. Through analysis, identify the risks CC & MB’s business may face; and complete that column.This is to include both legislative and financial risks.Step 2. By using the Risk treatment mapping guide in the toolbox, appraise the likelihood andconsequence for each risk identified and include these in the table.Step 3. Define how each risk can be treated, and whether a potentially serious risk should be escalatedto management.Step 4. Develop recommendations to mitigate identified risks.Step 5. Provide recommendations on how to monitor and review the risks identified.Student response to Task 3: Question 3 Answer hereComplete for Task 6: Risk evaluation and treatment mapRisk identified(throughanalysis)Likelihood(riskevaluationcriteria)ConsequenceTreatment(comment if riskshould beescalated tomanagement forsupervision)Mitigate identifiedrisks(providerecommendationsto mitigate risk)Monitor(include how to bemonitored and howoften to be reviewed) (Task 3: Questions 1-3, 1,000 words) Assessor feedback for Task 3:Resubmissionrequired?No Page 15 of 25Task 4— Improving the businessOver the last few months business for CCF & MB has been very good with a number of new clients comingon board as a result of implementing your business growth and marketing plans. However, neither you orthe business owners are satisfied with maintaining the status quo; as you and they are committed to aprogram of continuous improvement.You all feel that CCF & MB’s competitive advantage needs to be strengthened and a SWOT should beundertaken to establish CCF & MB’s strengths and weaknesses including benchmarking the business againstthe industry. You now decide that you will carry out a diagnosis of the business including a SWOT analysisand a benchmarking exercise to improve CCF &MB’s competitive advantage and its business. You are toproduce a document covering your diagnosis, which will be distributed amongst CCF & MB’s key personnel.As a minimum, your document should cover the following:1. The data you have used as part of your diagnosis to identify CCF & MB’s competitive advantage.2. A SWOT analysis to identify CCF & MB’s strengths and weaknesses, its threats and opportunities.3. How you identified and sourced relevant benchmarking data.4. How you selected the key indicators (and who you consulted with) for your benchmarking exercise.5. A consolidated list of the areas for improvement you have identified with a cost-benefit ratioestablished for each of them.6. Recommendations on the changes that may be required that will affect existing workflows orCCF & MB’s organisational structure7. A high-level action plan that will implement and monitor the recommended changes to be made.In addition to the material on your Part 2 learning guides, the following link gives you access to astep-by-step guide to benchmarking and determining competitive advantage:(1,000 words)Student response to Task 4Answer here Assessor feedback for Task 4:Resubmission required?No Page 16 of 25Task 5 —Managing people performanceOne of your key responsibilities as general manager is to develop and implement ways to improve theperformance of CCF & MB’s consultants and other staff members.Answer the following questions:1. Why is it important to consult with stakeholders when allocating work? What are the possibleconsequences of allocating work without consultation?Student response to Task 5: Question 1Answer here2. Describe the process you might follow when developing quantitative and qualitative performancecriteria. You should explain how you ensure that the criteria relates to CCF & MB’s objectives and howto motivate staff members to achieve these objectives.Student response to Task 5: Question 2Answer here3. Describe the different ways you might gather information about a staff member’s workplaceperformance.Student response to Task 5: Question 3Answer herePage 17 of 254. What are the benefits of evaluating and monitoring staff members on a continuous basis?Student response to Task 5: Question 4Answer here5. Describe how you might do this for CCF & MB.Student response to Task 5: Question 5Answer here6. Why is it important to document the performance management process? Explain the possibleconsequences of not retaining appropriate records of this process.Student response to Task 5: Question 6Answer herePage 18 of 257. In what ways can you reinforce excellence in work performance through recognition and continuousfeedback? In what ways might you be able reward staff in non-financial ways?Student response to Task 5: Question 7Answer here8. Design a high-level performance management process for CCF & MB to be rolled out to all staffmembers.Student response to Task 5: Question 8Answer here9. Who should you consult when designing the performance management process? List who you wouldconsult and the reasons why.Student response to Task 5: Question 9Answer herePage 19 of 2510. Using the box below, create a minimum of 5 evaluation criteria, that could be used in a Performanceappraisal Checklist:Student response to Task 5: Question 10Answer here11. Using the “Work Plan” template provided below, develop a work plan for CCF & MB. This can bedone by using actions of your choice (i.e. nurturing leads to create clients). The work plan will alsoinclude who you will allocate various tasks to achieve the plan’s objective. The plan must be withinCCF & MB’s organisational requirements and comply with legal requirements.Student response to Task 5: Question 11Answer here Complete for Task 11: Work plan templateActionAllocated to:ResponsibilityTimeframe allocated (Task 5 Questions 1-11, 800 words)Page 20 of 25Martin and Luis are working together on project involving the preparation for a loan application for one ofCCF & MB’s most influential clients, a property developer. Martin missed a deadline and the whole projectis now behind schedule by a week. This is the third time in a month that he has missed a deadline.Martin has had problems with meeting deadlines in the past and has already had a written warning.As the general manager you have been monitoring Martin’s performance over the past month,providing informal feedback about his role in the project. Although he has made several improvementsregarding his performance, his inability to meet deadlines has forced the delay of the client’s developmenta further month. CCF & MB made a commitment to the client that the loan application would be with theprospective lender two weeks ago.The client is not happy that he does not yet have an approval and is considering cancelling the agreementhe has with CCF & MB and going elsewhere.12. You have arranged to meet with Martin to talk about the project and his input. How would you goabout providing constructive feedback to Martin?Student response to Task 5: Question 12Answer here13. Following your meeting with Martin you have decided to monitor his performance for the purposesof evaluating where improvements can be made and provide feedback. Outline the process you haveadopted to conduct this monitoring exercise. Reference material is available in Topic 1.3, BusinessManagement Skills, People management.Student response to Task 5: Question 13Answer herePage 21 of 2514. Following your meeting with Martin, use the evaluation criteria, you developed in question 10 aboveto record and document comments regarding Martin’s performance in the Performance Appraisalchecklist below.Student response to Task 5: Question 14 Complete for Task 10: Performance Appraisal ChecklistEvaluation CriteriaRating 1-5 (5 best)Team Leader/General ManagerCommentsAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer hereAnswer here (Task 5 Questions 12-14, 600 words) Assessor feedback for Task 5:Resubmission required?No Page 22 of 25Task 6 — Showing leadership in the workplaceLeadership is defined as the ability to influence others. This assessment task requires you to reflect on yourown ability to positively influence others in the workplace and the negative aspects of poor leadership.Note: If you are not currently working in the finance and mortgage broking industry, you may reflect onyour experiences in another industry.1. Reflect on a situation where you have had a positive impact in the workplace. Please include the skills,decisions and/or behaviours you demonstrated that contributed to this positive change and what theimpact was for the team/clients/organisation. (400 words)Student response to Task 6: Question 1Answer here2. Reflect on a situation which was or could have been damaging to an organisation. Please include thebehaviours, standards or values that were demonstrated and explain why they were detrimental.(400 words)Student response to Task 6: Question 2Answer herePage 23 of 253. In your role as the general manager of CCF & MB create your own personal performance plan.You may use your own personal performance plan or alternatively you can use the example below.In developing your personal performance plan, you should ensure that your personal KPIs reflectCCF & MB’s goals and objectives and how you can help in building CCF & MB’s integrity and credibility.You may refer to the Organisational standards and values document located in the toolbox and use theClient service standards statement for specific development objectives.Student response to Task 6: Question 3 What are mydevelopmentobjectives?PriorityWhat activitiesdo I need toundertake toachieve myobjectives?Whatsupport/resourcesdo I need to achievemy objectivesTarget dateforachievingmyobjectivesActual date of achieving my objectivesReview date: 4. Feedback from colleagues, staff and management may be gathered informally and formally includingperformance review feedback. Why is it important to analyse and interpret this type of feedback?(400 words)Student response to Task 6: Question 4Answer here Assessor feedback for Task 6:Resubmission required?No Page 24 of 25Task 7 – Standards and values1. Refer to the Organisational standards and values document located in the toolbox and identify two ofstandards and two values that would be important to CCF & MB.Student response to Task 7: Question 1Answer here2. Prepare a brief employee performance review of yourself in a current or previous workplace.In the performance review:• include the standards and values that you listed in question 1• evaluate your own behaviour and performance against these standards and values• explain how you could adjust your performance in the workplace to meet these standards andvalues.Note: If you are not currently working in the financial services industry, you can choose another industry.You are only required to write 2-3 paragraphs maximum in your response.Student response to Task 7: Question 2Answer here3. CCF & MB provide an internal blog (through their intranet) for staff to make suggestions to improvebusiness performance. In your role as the general manager at CCF & MB and following work preparing aperformance plan you observed that client service standards were not being maintained consistently.Failure to meet these standards may be damaging to the reputation of the organisation.Use the internal blog (box below) as a communication tool and post a question to the sales team at CCF& MB asking why service standards and values are not being maintained consistently as required by theorganisation.Refer to the Organisational standards and values document located in the toolbox and use the Clientservice standards statement to prepare your question.Student response to Task 7: Question 3Answer here Assessor feedback for Task 7:Resubmission required?No Page 25 of 25Task 8 – Develop a performance planFor CCF & MB to continue to meet their primary goal of being a leader in offering broking services to thelocal community, they have asked you in your capacity as the newly appointed general manager to developa performance plan and establish some ‘key performance indicators’ (KPIs) for all customer service staff.The objective of the performance plan is to focus on the organisations key goals and objectives in line with‘Service standards statement’ available in the toolbox.Information on people performance can be sourced from Business Management Skills, Topic 1-3, Peoplemanagement.Student response to Task 8Answer here Assessor feedback for Task 8:Resubmission required?No Assessor feedback: [insert feedback]Date assessed:Click here to enter a dateDoes the student need to resubmit?NoQuestions that need to be resubmittedFirst submissionNot yet demonstratedResubmissionNot applicable To pass this subject, you will need to be assessed as DEMONSTRATED for either your first submission oryour resubmission.
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