62432236 P3 BPP Summary Slides Awesome

8/2/2019 62432236 P3 BPP Summary Slides Awesome

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ACCA Paper P3 Business Analysis

Course slides

For exams in

June 2010


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Slide 2

Syllabus

A Strategic position

B Strategic choices

C Strategic action

D Business process change

E Information technologyF Quality issues

G Project management

H Financial analysis

I People


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Slide 3

Examiner & format of the exam

Examiner: Steve

Skidmore

Format of the Exam Marks

Section A Compulsory case study; in several parts

(Can be based on any area of the syllabus;not limited to Sections A-C)

50

Section B Choose two out of three questions (25marks each)

50

Total 100

Three hour exam + 15 minutes reading time


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The June 2009 exam

Topics examined in the June 2009 examQuestion 1 SWOT analysis; strategy evaluation and choice;

process deficiencies and recommendations torectify

Question 2 Reasons for success/failure; leadership styles;franchising

Question 3 Using financial information; implications of failingto follow proper evaluating procedures

Question 4 Management reward schemes; DMAIC

methodology


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The December 2008 exam

Topics examined in the December 2008 exam

Question 1 Environmental analysis (PESTEL); organisationalculture; strategic lenses

Question 2 Rationales for acquisitions, appropriateness of aproposed acquisition

Question 3 Software testing; project management and dealingwith slippage

Question 4 Reward management schemes assessingdeficiencies and limitations in proposed schemes

The December 2008 exam is included as Mock Exam 3 inthe 2009 BPP

Learning Media Practice and Revision kit


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The June 2008 exam

Topics examined in the June 2008 exam

Question 1 Environmental analysis; strategic choices; reward

managementQuestion 2 Business process change and outsourcing

Question 3 E-marketing and its impact on the extendedmarketing mix

Question 4 Strategic change and the organizational context ofchange


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Slide 7

The December 2007 exam

Topics examined in the December 2007 exam

Question 1 Corporate appraisal; evaluation of strategic

optionsQuestion 2 Project management

Question 3 Value chains and supply chain analysis

Question 4 Quality issues and Six Sigma


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Slide 8

The BPP Learning Media classroom slides

What do these slides cover? A selection of key areas of the syllabus

Using the slides

Use the slides as a point of reference Add detail by talking around the slides (eg

using material from the corresponding StudyText chapter)

Consider adding slides yourself to suit yourcourse

Recommend students attempt appropriatequestions from the Practice & Revision Kit


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Chapter 1

Business strategy

Study Text Chapter 1


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Slide 10

What is P3 about?


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Slide 11

Mission and objectives

Vision

Mission

Goals andobjectives


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Slide 12

Objective setting

Mission

Horizontal consistency

Time consistency

Corporate

Business

Operational

Individual

Vertical consistency


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Slide 13

The Rational Model

MISSION &OBJECTIVES

CORPORATEAPPRAISAL

STRATEGICOPTIONS

STRATEGICCHOICE

STRATEGICIMPLEMENT

STRATEGICCONTROL

ENVIRONMENTANALYSIS

POSITIONAUDIT

Positio

n

Choic

e

Action


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Strategy lenses

Experience

Design

Ideas

Examined 12/08


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Slide 15

Mintzbergs Emergent strategies

Intended

strategy

Unrealisedstrategy

Deliberate

strategy

Emergentstrategy

Realised

strategy


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Chapter 2

Environmental issues



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Slide 17

P L

S T

Competition

Market

FirmSupply Chain

The Environment

E E

Examined 12/08


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Slide 18

International environment & drivers for change

GlobalStrategies

Global Market

Convergence

Global

Competition

Government

Influences

CostAdvantages


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Slide 19

Firm strategy, Structure and Rivalry

Related and supporting industries

Demand conditions

Porters Diamond

Factor conditions


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Slide 20

Porters 5 Forces

Suppliers

Potentialentrants

BuyersCompetition

and rivalry

Substitutes

Examined 6/08


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Slide 21

Question practice end of Chapter 2

Q1

You should now be able to attempt the followingkey questions from the BPP Learning MediaPractice and Revision Kit:

Q3 Q5


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Chapter 3

Competitors andcustomers



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Slide 23

Marketing Concept

-Establish needs(mkt research)

- Develop

appropriateproduct (R&D)

Profit

throughcustomer

Stressability of

product tosatisfy

Feedback


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Slide 24

Marketing mix

Product

Price

Place

Promotion

4 Ps

People

Processes

Physical evidence

Examined 6/08


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Slide 25

Market segmentation

Segmentation

Targeting

Positioning


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Slide 26

Market targeting

Firm Market4 Ps

Undifferentiated


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Slide 27

Market targeting

Firm

Differentiated

Market

Market

Market

4 Ps

4 Ps

4 Ps

M k i


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Slide 28

Market targeting

Concentrated

Firm Market

Market

Market

4 Ps

P d t P iti i


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Slide 29

Product Positioning

High price

High quality

Low price

Low quality

Premium

brands

Bargain brandsEconomy brands

Cowboy

brands

C t fit bilit l i (CPA)


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Slide 30

Customer profitability analysis (CPA)

Customer A Customer B

No of Tubes 6,500 @ 21.25 10,000@ 20

Revenue (afterdiscount)

138,125 200,000

Transport (22,750)

Admin (2,600) (2,000)

Profit 112,775 198,000Margin 81.6% 99.0%

Q ti ti d f Ch t 3


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Slide 31


Q9


Q10 Q11

C


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Chapter 4

Strategic capability


O i ti


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Slide 33

Organisations resources

Machinery

Make-up

Management

Management

information Markets

Ms model

Materials

Men andwomen

Methods

Money

Q liti f t t i biliti


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Slide 34

Qualities of strategic capabilities

Valuable to buyer (customer)

Rarity

Robustness (difficult forcompetitors to imitate)

Non-substitutability

Wh t i k l d ?


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Slide 35

What is knowledge?

Information

Data

Knowledge

Sales Day Book

Sales Ledger

Key contact

K l d t


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Slide 36

Knowledge management

Intuition /experiment

Conflictingviews

TacitKnowledge

Learningorganisation

Explicit Externalisation

Shared socialisation

V l Ch i

E i d 12/07


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Slide 37

Inbound

Logistics

Operations Outbound

Logistics

Marketing

& Sales

Service

Primary Activities

Procurement

Human Resource Management

Technology Development

Firm Infrastructure Support Activities

Value Chain

Sup

po

rtActivities

Primary Activities

Examined 12/07

P d t Lif C l E i d 6/08


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Slide 38

Product Life Cycle

$

Time

Sales

Profit; cashflow

Intro Growth Mature Decline

- ve

+ ve

0

Examined 6/08

SWOT A l i E i d 12/07 06/09


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Slide 39

INTERNAL : RELATIVE TO COMPETITION

WEAKNESSESSTRENGTHS

EXTERNAL: PRESENT TO ALL INDUSTRY MEMBERS

OPPORTUNITIES THREATS

SWOT Analysis Examined 12/07; 06/09

TOWS Approach


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Slide 40

STRENGTHS WEAKNESSES

WT Strategies

WO StrategiesSO Strategies

ST Strategies

TOWS Approach

OPPS

THREATS



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Slide 41


Q4


Q12 Q13 (a)Q2

Chapter 5 Study Text Chapter 5


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Chapter 5

Stakeholders, ethicsand culture


Stakeholders


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Slide 43

Stakeholders

Internal

Connected

External

Mendelows Matrix
http://upload.wikimedia.org/wikipedia/commons/1/1c/Feather_ice_2%2C_Alta_plateau%2C_Norway.jpg


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Slide 44

Mendelow s Matrix

Interest

Power

Low

Low

High

High

Minimal Effort Keep Informed

Keep Satisfied Key Players

Governance systems


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Slide 45

Governance systems

Anglo-Saxon model

Rhine model

Latin model

Japanese model

Classification of organisational cultures


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Slide 46

Classification of organisational cultures

Power culture

Role culture

Task culture

Existential culture

Cultural web Examined 12/08


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Slide 47

Cultural web

Orgn

structure

Symbols& Titles

Controlsystems

Rituals &

routines

Myths &stories

OrganisationalAssumptions

(The Paradigm)

Powerrelations

Examined 12/08

Culture the environment and strategy


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Slide 48

Culture, the environment and strategy



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Slide 49


Q6


Q7

The cultural web was examined in Part (b) of Question 1 from the12/08 exam, which forms Mock Exam 3 in the Kit



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Chapter 6

Strategic options


Globalisation and international diversification


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Slide 51

Globalisation and international diversification

5 Stages of evolution:

Exporting

Overseas branches

Overseas production

Insideration(polycentric)

Global company(geocentric)

Ohmae - 5 Cs


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Slide 52

Ohmae - 5 C s

5 reasons for going global:

Customer

Company

Competition

Currency Country

Market selection


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Slide 53

Market selection

Source: Kotler

Corporate Parent Examined 12/08


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Slide 54

Corporate Parent

3 value-creating roles:

Envisioning corporate intent

Intervention to improve performance

Provision of services, resources andexpertise

Portfolio

managers

Synergy

managers

Parental

developers

Examined 12/08

Portfolio Analysis BCG Matrix Examined 12/08


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Slide 55

Portfolio Analysis- BCG Matrix

Relative Market Share

M

ark

etorIndu

stry

G

rowthR

ate

High

High

Low

Low

Star

Question Mark

or Problem

Child

Cash Cow Dog

Examined 12/08

Reaching objectives


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Slide 56

Reaching objectives

ABC LtdABC Ltd

2007

Where are we now? Where do we want to be?

2012

$10 m $50 m

Strategic Options steps to follow


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Slide 57

Generic strategies

Strategic direction

Methods of growth

Strategic Options steps to follow

Strategic Options step 1


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Slide 58

Generic strategies

Direction of growth

Methods of growth


Porters Generic Strategies Examined 12/07


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Slide 59

Cost

leader

DifferentiatorStuck in

middle

Porter s Generic Strategies

Low CostLow Cost High CostHigh Cost

Low PriceLow Price

High PriceHigh Price

High CostHigh Cost

Low PriceLow Price

High ProfitHigh Profit

High ProfitHigh ProfitLow ProfitLow Profit

Basis of Competitive Advantage


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Slide 60

Basis of Competitive Advantage

SCOPE

COMPETITIVE BASIS

Broad

Narrow

Cost

Leadership

Differentiation

Cost

Focus

Differentiation

Focus

Low cost Differentiate

Strategy Clock Examined 12/07


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Slide 61

Strategy Clock



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Slide 62

Basis of competition

Direction of growth

Methods of growth


Ansoffs Matrix


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Slide 63

Ansoff s Matrix

MARKET

PRODUCT

Present

New

Withdrawal

Consolidation

Penetration

Product

Development

Market

Development

Diversification

Related Unrelated

Present New

Diversification Examined 12/08


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Slide 64

Firm

Backward vertical

Forward vertical

HorizontalConglomerates



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Slide 65

Basis of competition

Direction of growth

Methods of growth


Acquisition


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Slide 66

Acquisition

B plc

A plc

A plc

Merger


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Slide 67

Merger

B plc A plc

AB plc

Other strategies Examined 6/08


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Slide 68

g

Withdrawal

but consider exit barriers?

Divestment

Demerger

Privatisation

Evaluating Strategic Options Examined 6/09


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Slide 69

g g p

Suitability

Acceptability

Feasibility



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Slide 70

p p

Q19


Q20

Q37(b)

Q14

Q39(a)



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p

Organising forsuccess

Types of structure


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Slide 72

yp

7 basic structural types:

Functional

Multi-divisional

Holding company

Matrix

Transnational

Team Project

Matrix structure


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Slide 73

Types of control process


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Slide 74

yp p

Input Output

Direct Supervision

Planningprocesses

Performancetargets

Balancedscorecard

Indirect Cultural processes

Self-control

Internal markets

Balanced scorecard - financial


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Slide 75

Financial perspective

Goals Measures

Survive Cash flow

Succeed

Prosper

Sales growth

Increase EPS/dividends

Balanced scorecard- customer


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Slide 76

Customer perspective

Goals Measures

Preferredsupplier

Customer rating

Fastestsupplier

Low baddebts

Orders delivered on time

% provision of sales ledger

Balanced scorecard innovation & learning


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Slide 77

g

Innovation & learning

perspective

Goals Measures

Excellence Rework/reject rates

Marketleader

Time tomarket

Product rating v competitors

Time taken from R&D tosales

Balanced scorecard internal


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Slide 78

Internal business perspective

Goals Measures

Newtechnology

No. of patents registered

Staffcompetence

Technologytransfer

No. of training coursesattended

Inter-company learning rates

Value system and networks Examined 12/07


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Slide 79

y

Supplier Company Distributor

Customer

Customer

Supply chain mgmtCRM

Virtual Organisations


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Slide 80

g

Core Company

(Management,

Key employees)

Specialist

Services

Specialist

Services

Links to

customers

Links tosuppliers

Organisational configuration


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Slide 81

O ga sat o a co gu at o

Strategic Apex

Operating Core

TechnoStructure SupportStaffMiddle Line

Strategy

Tactics

Operations

Control



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Slide 82

Q13


Q18 (a)



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Business processes

Process improvement projects


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Slide 84

Improvement

RedesignReengineeringImprovement

ERP Systems


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Slide 85

ENTREPRISE SYSTEM

Manufacturing

Finance

Sales and Marketing

HR

Accounting

Suppliers Customers

Value Chain


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Slide 86

Inbound

Logistics

Operations Outbound

Logistics

Marketing

& Sales

Service

Primary Activities

Procurement

Human Resource Management

Technology Development

Firm Infrastructure Support Activities

Processes and value chain


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Slide 87

JIT;MRPII;

DSS;MRP II;Robots

GPS;Routeplanning;Sales

orderprocessing

Websites &e-commerceInteractivescreens

TrackingDiagnostics

EDI, Extranets, JIT procurement

CBT, Expert systems, Computerised payroll

CAD, CIM, Simulations, Prototyping

EIS, Groupware, Teleworking, Intranets

Process-strategy matrix Examined 6/08


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Slide 88

Strategic importance

Complexity

High

Low

Low

High

Outsource Improve

Automate/

outsourceAutomate

Process redesign methodology


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Slide 89

Problem Identification

Planning

Redesign

Transition

Analysis

Development

Initial Feasibility



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Slide 90

You should now be able to attempt the followingkey question from the BPP Learning MediaPractice and Revision Kit:

Q21Q12 (a) Q22



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Improving

processes

Process redesign


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Slide 92

4 basic redesign patterns (Harmon):

Re-engineering

Simplification

Value-added analysis Gaps and disconnects

Establishing software requirements


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Slide 93

7 techniques for fact gathering:

Interviews

Questionnaires

Written questions

Observation

Protocol analysis

Workshops

Prototyping



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Slide 94


Q17



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E-business

Benefits of e-business


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Slide 96

Cost reduction

Capability

Communication

Control Customer service

Competitive advantage

Adopting e-business


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Slide 97

e-HRWeb-conferencing

e-collaboratione-invoicing

e-procurementDocument management

Web portalsCompany intranet

Email, Internet, company website, remote working

Initial capability

Mature capability

Varieties of e-commerce


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Slide 98

Business Consumer

B2BBusiness

Consumer

Ex

cha

nge

initia

ted

by

Delivery by

C2B

eg Priceline.com

C2C

eg eBay.com

B2C

egAmazon.com

Market place channel structures


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Slide 99

Disintermediation

Reintermediation

Countermediation

Direct Intermediaries

Business

Customer

Supply chain management Examined 12/07


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Slide 100

CustomerSupplier Manufacturer Distributor Outlet

Capacity, inventory levels,

delivery schedules,

payment terms

Orders, return requests

Repair and service requests,

payments

Strategy for e-commerce


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Slide 101

Suitability

Acceptability

Feasibility



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Slide 102


Q23 Q24



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E-marketing

Marketing strategy


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Slide 104

Situationanalysis

Control

E- marketing

Actions

Tactics

Strategies

Objectives

6 Is Examined 6/08


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Slide 105

Independence

Industry

E-marketing

Integration

Interactivity

Individualisation

Intelligence

7 Ps Examined 6/08


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Slide 106

Product(customer value)

Place(customer

convenience)

E-marketing

People

Processes

Promotion(customercommunication)

Price

(customer cost)

Physicalevidence

CRM


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Slide 107

Acquisition ExtensionRetention

CRM Systems


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Slide 108

SalesPhoneWebRetail

MarketingCampaigns

Data analysis

Service

Call centreWeb self-service infoField Service data

Unified viewConsistentmessage

Long-termrelationships

CRM software


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Slide 109

Managementreporting

E-marketing

Marketingautomation

Servicemanagement

Sales

automation



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Slide 110


Q28



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Quality

Terminology Examined 12/07


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Slide 112

Quality

Quality management system

Quality control

Quality assurance

Quality in IS


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Slide 113

Functionality

Reliability

Usability

Build (flexibility, portability, ease of maintenance)

V model Examined 12/08


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Slide 114

Acceptance test plan

System test plan

Integrationtest plan

Test

cases

Code

Spec&

DesignTesting

CMMI five levels


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Slide 115

5. Optimisation

4. Consistent management

3. Define standard processes

2. Repeatable success

1. Initial capability

Six Sigma Examined 12/07


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Slide 116

Organisation 6 Sigma

Qualitytools

DMAIC

Concepts



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Slide 117


Q25 Q27Q26



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Project

management

Project management Examined 12/07


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Slide 119

Resources

RiskTime

The Project Lifecycle Examined 12/07


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Slide 120

Project

Definition

Project

Design

Project

delivery

Project

development

4 stage project lifecycle (Maylor)

The Project Lifecycle


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Slide 121

Reso

urces

Time

Initiation

PlanningExecutiong

Control

Completion

The Project Lifecycles differ..


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Slide 122

Resources

Time

InitiationPlanning

ExecutionControl

Completion

Gantt Charts


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Slide 123

Activity

1 Order co

Critical path analysis


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Slide 124

00

1

32

33

54 115 256

327

32

C2

B

3

D6

A3

E

14F

7

251153

5 32 day project that onlyhas buffer time inactivity B

Examined 12/08Dealing with slippage


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Slide 125

Add resources- Potential impact on cost?

Work smarter

Reschedule in full or in part

Change scope / specification

- Potential impact on quality?

Introduce incentives



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Slide 126

Q18 (b)


Q30 Q31

Chapter 14

Fi



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Finance


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Financial analysis and strategy


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Slide 129

Implementation Financialanalysis

StrategicChoice

Strategicanalysis

Mission

Financial analysis - ratios


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Slide 130

Profitability

Liquidity

Gearing

Shareholders investment



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Leadership,performance and

reward

Leadership


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Slide 132

If you want to know if you are a

leaderlook behind you.

If there is no one there you are not a

leader.

Anon

Strategic HRM


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Slide 133

Human

Resource

Planning

Recruitment &

Selection

Performance

Management &

Development

HR Environment

Human Resource Planning


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Slide 134

Supply DemandHeads

Skills

Experience

Age

Aspirations

Natural Wastage

New skills

New attitude

Growth/contractionNew Technology

STRATEGY

The HR cycle Examined 6/08


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Slide 135

Selection Performance

HR Devt

Appraisal

Rewards

Reward management Examined 12/08; 06/09


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Slide 136

Reward objectives Reward options

Recruitment & retention

Motivation

Compliance with rulesand expectations

Base pay

Performance pay

Indirect pay



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Slide 137

Q34


Q47(c)Q35

Chapter 16

b d i d ff



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Job design and staffdevelopment

The HR cycle


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Slide 139

Selection Performance

HR Devt

Appraisal

Rewards

Job design

4 h


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Slide 140

4 approaches:

Scientific management

Job enrichment

Japanese model Re-engineering

Human resource development (HRD)

T i i i t t i t t i


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Slide 141

Training = an investment in strategic

capability Competitive advantage through upgraded

skills

Employee loyalty

Contribution to success of strategy andoperations

Chapter 17

M i t t i



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Managing strategicchange

Types of change

S f

Examined 6/08


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Slide 143

Nature

ofch

ang

e

Scope of

change

Incremental

Big bang

Adaptation Evolution

Reconstruction Revolution

Realignment Transformation

Context of change Examined 6/08


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Slide 144

Scope &nature of

change

Power

Readiness

Capacity Capability

Diversity

Preservation

Time

Changeprogramme

Scope &Nature ofchange

Scope &Nature ofchange

Force field Analysis Lewin

Id l


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Slide 145

Current

State

Ideal

StateDriving

Forces

Restraining

Forces

Need to improve

Running costs

Improved Quality

Greater Motivation

Sufficient

Complexity

Divisive

Trade Union

Overcoming resistance


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Slide 146

Consider:

Pace

Manner

Scope

Communication

Consultation

Counselling

Styles of change management


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Slide 147

Education and communication

Collaboration / participation

Intervention

Direction

Coercion / edict

Incremental

Transformational

Approaches to strategic leadership Examined 6/09


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Slide 148

Control

Change

Expertise

Humanassets

Strategy

Change management levers

Challenging the paradigm


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Slide 149

Challenging the paradigm

Changing routines

Use of symbolic processes

Political activity and use of power structures

Communication and monitoring

Tactics (exploration of quick wins; care overannouncing bad news)



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Slide 150

Q32


Q38 (c)Q36Q33

Chapter 18

St t i



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Strategicdevelopment

Intention, emergence and realisation


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Slide 152

Emergent

strategy

Intended

Uncertainty and complexityEnvironmental

diti


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Slide 153

Scenario planningLogical incrementalism

Learning organisation

DecentralisationSpecialisation

ExperienceLearning

Decentralisation andspecialisation

Historical analysisand forecasting

conditions

Complex

Dynamic

SimpleStatic

Bringing it all together


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62432236 P3 BPP Summary Slides Awesome