Improving revenue and performance Read the scenario and complete the tasks that follow.

Scenario 2: Evaluating internal controls to improve revenue and performance.

A year ago, the previous branch manager prepared a detailed plan for improving revenue and performance for the branch (see plan below). Shortly after preparing the plan, the manager left the company and moved to Queensland's Gold Coast, so the plan was never implemented.

Previous branch manager's plan to improve revenue and performance.

Each salesperson to specify a target area of 500 properties (if duplicates occur between salespeople, manager to resolve).

Each salesperson to produce a weekly newsletter and deliver it to the 500 letterboxes in their target area. Each salesperson to have their car professionally sign-written to increase brand awareness (in the case of old or cheap cars that the manager does not think will improve the company's image the salesperson will be required to upgrade their car).

Each salesperson to spend 10% of their commissions on self-promotion, with a minimum spend of $10,000 + GST per annum.

Each salesperson to sponsor local school/kindergarten/charity/club/sporting group or such to develop a plan on how this sponsorship will take place (plan to be approved by manager). This sponsorship is in addition to the 10% of commission earned to be spent on self-promotion.

Each salesperson to have accounts/pages on at least three social media websites and to update their pages daily. Salespeople to encourage referral business by offering $100 incentive to person who refers friend/family member.

Implement new commission structure:

* Listing/selling salespersons receive 40% of gross commission on general listings (10% to listing salesperson, 30% to selling salesperson).

* Listing/selling salespersons receive 55% of gross commission on sole agencies (25% to listing salesperson, 30% to selling salesperson).

* Listing/selling salespersons receive 60% of gross commission on auctions/tenders/deadline sales and such (30% to listing salesperson, 30% to selling salesperson).

Task 2a Evaluate this intended plan, commenting on each item in the plan.

As part of your evaluation, determine whether you think that item would improve revenue, and discuss why, and whether you think it would improve performance, and why.

The previous manager had systems in place designed to safeguard the assets of the company - electronic assets including databases, the listing system, templates and accounting software, and physical assets including keys to the office and to properties for sale, devices such as computers, photocopiers and telephones, kitchen equipment and furniture and dcor items (see system below).

RES502/AS1 Task 2b Evaluate the Branch manager's system to safeguard company assets, commenting on each item. In your evaluative comments, discuss how well the assets would be safeguarded by the system, and decide if you think it could be improved and, if so, discuss how this might happen.

Branch manager's system to safeguard company's assets Electronic assets:

Protected by username/password. All staff are given the username and password for access to the listing system, company databases and templates. The username and password are the same for everyone: username is 'greenrealty' and the password is 'staff'. Only office/support staff have access to the accounts system, the username is the same, but the password is 'office'.

All staff have keys to the office, also cleaners have keys. Keys are normal 'house' keys that can be cut at most hardware stores. Front door and back door keys are the same. When staff leave they are asked to return the key that was issued to them.

Keys to properties the company has for sale are kept hanging on a keyboard with each key numbered to match its hook. A notebook with the key number and the property address is kept hidden in the receptionist's drawer. The key number is also recorded on the electronic listing.

Physical assets - furniture, computers, printers and so on are always in the office, which is locked after hours if no-one is there working. The responsibility to lock the office lies with the last person to leave it.

The office building has burglar bars on the back windows.