The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the performance criteria is detailed below. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Legislative, industry and agency requirements may relate to: | access and equity policy, principles and practicebusiness and performance plans, including organisational goals and objectivesclient service policiesethical standardsindustry and agency codes of conduct and practice, and code of ethicslegislative and statutory requirements for provision of business broking servicesOHS policies, procedures and programsorganisational policy, guidelines and requirementspolicies and procedures relating to own role, responsibility and delegationprivacy and confidentiality requirementsrecords and information systemsreporting and communication structuresterms and conditions of employment. |
Enlisted professionals may include: | accountantsfinanciers and financial institutionsfinancial adviserslandlords and managing agentslegal adviserslicensed settlement agentsreal estate agentssolicitors. |
Information may be compiled from: | analysis of organisational and managerial or ownership structureanalysis of personnel, capital (e.g. money, plant and equipment), methods, materials and markets |
| financial records:current and historicalinternal and externalasset and liability statementsinterviews with key personnelsales informationstaff recordsSWOT analysis. |
Critical assessment of the ownership, structure and status may include: | analysis of taxation considerationsassessment of staffing structurescomposition of owners and stakeholders, working owners and non-working ownersconfluent liabilitiescurrent and potential employee conflictsidentification and control of contingenciesidentification of intangible assetsidentification of key employeesinternal and external analysis and risk assessmentmarketability and viability of the operation, including current and historical financial viabilitynumbers of current staff as opposed to anticipated number of staff required after merger or acquisitionoperational effectivenessparticipation and voting powerpotential for synergistic opportunitiespotential of staffing structures readiness to be presented as a 'turnkey operation'staff's ability or potential to make an offer for businessstaff training levels and requirementsstock, assets, liabilities and capitaltrading and performance historytransferability of rights. |
Financial and strategic marketability may include: | creation of an immediate return on investment on a stand-alone basis (e.g. financial buyer) as opposed to being concerned with the creation of opportunities for value adding and long-term growth (e.g. strategic buyer)equity buyersstaff or internal buy out or partners. |
Synergistic opportunities: | may relate to:combination benefits, such as market power and increased purchasing powerfunctional skills transfer, including learning or improving functional skills by mergingmanagement skills transferresource sharing, including sharing distribution channelsmay be identified through:external analysis (treasure hunting)internal analysis. |
Research includes: | accurate data and information gained from previous merger and acquisition assessmentsidentification and use of industry-approved and reliable assessment methods that best fit information available and the type of business. |
Agency requirements may be outlined within: | access and equity policy, principles and practicebusiness and performance plansethical standardsgoals, objectives, plans, systems and processeslegal and organisational policies and guidelinesmission statements and strategic plansOHS policies, procedures and programsprivacy and confidentiality requirementsquality and continuous improvement processes and standardsquality assurance and procedures manuals, including sales and client liaison procedure manuals. |
Proposals may be: | for immediate or longer term mergers and acquisitionsfrom financial or strategic interests. |
Records and documentation may include: | documents and pro formas for clientsforms and paperwork required by legislation and statutory regulationinternal documents required for the completion of the assessment process. |
Feedback may include: | formal and informal discussions with existing and previous clientsinformation from potential mergers or acquirersinformation provided by others involved in the appraisal process, both internal and external to the organisation. |