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Tutor Contact Details

BPP Professional Education

19 Hilary Street
St Helier

Jersey CI

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Health & Safety Procedures

Fire Alarm
Fire Exits

Assembly Point
First Aid

Slide 2

Course Administration

Start and finish times Breaks

Daily attendance register

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Facilities
Toilets

Refreshments

Switch off Mobile Phones


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Classroom Tuition and Home Study


Classroom tuition
Key areas of the syllabus

Home study
Home study is vital for this paper Question practice essential Guidance at the end of each day

ACCA Forum www.bpp.com/accaforum Helpline for queries


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SECTION A + max 1 SECTION B

A B C

Strategic position Strategic choices Strategic action

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SECTION B - rest of questions


D E F G H I Business process change Information technology Quality issues Project management Financial analysis People

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Examiner and format of the exam


Examiners: Steve Skidmore Section Marks Question type

50

Compulsory case study


Up to 5 separate requirements Quantitative data included

50

2 questions from 3
25 marks each Can come from any part of syllabus

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What is P3 about?

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Approach to P3
Imagination
Think of ideas on behalf of an organisation What changes should be made to this business?

Spontaneity
Think of ideas under time pressure Exam tests what you think NOT what you remember

Professionalism
The way you set the answer out Headings; Fluent business style

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Chapter 2

What Is Strategy ?

What is strategy 3 Lenses


The direction and scope of an organisation over the long term that achieves advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholder expectations

1. Design Lens Rational Planning 2. Experience Lens Emergent Strategies 3. Ideas Lens Freewheeling Opportunism

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The Rational Model

Action
POSITION AUDIT STRATEGIC CONTROL

MISSION & CORPORATE STRATEGIC OBJECTIVES APPRAISAL OPTIONS

STRATEGIC CHOICE

STRATEGIC IMPLEMENT

ENVIRONMENT ANALYSIS

Position
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Choice

Mintzbergs Emergent strategies

Intended strategy

Deliberate strategy

Realised strategy

Unrealised strategy

Emergent strategy

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Chapter 3

Mission, Objectives, Stakeholders: The Goal

Mission and objectives

Vision

Mission
Goals Objectives
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Objective setting
Mission
Corporate Business Operational Individual

Vertical consistency

Time consistency
Horizontal consistency
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Mission and Objectives

SPVs
Strategy Purpose

SMART
Specific Measurable

Values
Standards of behaviour

Attainable
Relevant Time bound

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Mendelows Matrix
Low Low Minimal Effort Keep Informed

Interest

High

Power
Keep Satisfied High Key Players

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Cultural web
Symbols & Titles Myths & stories Power relations

Organisational Assumptions (Paradigm)


Orgn structure

Rituals & routines Control systems


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Chapter 4

Environmental Analysis

The Environment P Competition L

Supply Chain Firm

Market S
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PESTEL External Analysis


Political
Economic

Social and Demographic


Technological Developments

Environmental
Legal

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Porters Diamond

Firm strategy, Structure and Rivalry

Factor conditions

Demand conditions

Related and supporting industries


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Porters 5 Forces
POTENTIAL ENTRANTS

Barriers to Entry

SUPPLIERS

COMPETITION AND RIVALRY

BUYERS

SUBSTITUTES

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Chapter 5

Position Audit

9 Ms
1. 2. 3. 4. 5. 6. 7. 8. 9. Manpower Human resources Money Financial resources Machinery Operational resources Materials Purchasing & suppliers Markets Marketing and Distribution Management Corporate, Tactical & Operational Methods - Processes Make Up Structure & Culture MIS IT & IS

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Portfolio Analysis- BCG Matrix


H H

Relative Market Share

Market or Industry Growth Rate


L
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Star

Question Mark or Problem Child

Cash Cow

Dog

Product Life Cycle

Intro

Growth

Mature

Decline

Sales

Time

Cashflows

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Value Chain
Firm Infrastructure

Support Activities

Technology Development
Human Resource Management Procurement Inbound Operations Outbound Logistics Logistics Marketing & Sales Service

Primary Activities
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Value system and networks

Customer

Supplier

Company

Distributor
Customer relationship management Customer

Supply chain management

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Chapter 6

Corporate Appraisal

SWOT Analysis
INTERNAL : RELATIVE TO COMPETITION STRENGTHS WEAKNESSES

OPPORTUNITIES

THREATS

EXTERNAL: PRESENT TO ALL INDUSTRY MEMBERS


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TOWS
SO generate revenue
Use Strengths to grasp opportunities

ST resource neutral
Use Strength to counter threat

WO resource neutral
Address weakness to exploit opportunity

WT require resources from SO


Avoid threats to defend weakness

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Chapter 7

Strategic Options Generation


Corporate Parent & SBU

Ashridge Model
Low
High

Benefit

High

(a) Heartland businesses can benefit from the attention of the parent without risk of harm from unsuitable developments.
(b) Ballast businesses are wellunderstood by the parent, but need little assistance. They would do just as well if they were independent businesses. (c) Value trap businesses provide good opportunities for parenting, but these opportunities do not relate to the SBU's CSFs. They should only be retained if they can be moved into the heartland; this will require the parent to acquire new skills and resources. (d) Alien businesses have no place in the portfolio.

Ballast Business

Heartland Business

Low

Feel

Alien Business

Value trap Business

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Porters Generic Strategies


High Price Low Price Low Price High Profit Low Profit High Profit

Low Cost

High Cost

High Cost

Cost leader
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Stuck in middle

Differentiator

Basis of Competitive Advantage


COMPETITIVE BASIS Low cost Broad Cost Leadership Differentiate Differentiation

SCOPE Cost Focus Differentiation Focus

Narrow

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Direction of growth - Ansoffs Matrix

Present
Present

PRODUCT

New
Product Development Diversification

Withdrawal Consolidation

MARKET

Penetration Market Development

Related

New

Unrelated

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Methods of growth - Lynchs Matrix

Internal
Home Organic Growth
Export

External
Mergers, Acquisitions Joint ventures, Alliances Franchises, Licences

Overseas Office
Overseas Production

Mergers, Acquisitions Joint ventures, Alliances Franchises, Licences

Abroad

Multi-national Global

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Evaluating Strategic Options Suitable - To achieve mission Acceptable - To Stakeholders Feasible - Given resources
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Three Steps to Success

Step 1 Learning

Step 2 Practice and revise

Step 3 Final rehearsal

Taught course

Revision course

Question day

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Three Steps to Success

Step 1 Learning

Step 2 Practice and revise

Step 3 Final rehearsal

Taught course

Revision course

Question day

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Examiners Approach

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ACCA P3 Business Analysis

A Markers Eye View


Prepared by ACCA P3 Marker

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A Markers Eye View - Content

1. What we do with your script 2. What we like 3. What we dont like

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1. What we do with your script


Before we get the papers

Check the boxes/bags/files contain the right papers


Read every single page Check calculations Dont read whats not there

10 mins to mark (approx)


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2. What we like
Neat & tidy scripts

Clear labelling
New question on a new page

Space
Headings for each part

Correct format/approach
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3. What we dont like


Untidy/cramped scripts/one side only answers Disorganised scripts Underlining what YOU think is key PTO! Poems/prayers/notes to the marker Not answering the question

Students who fail to gain the easy marks


Too long/short answer for the marks
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Examination Techniques
Read question
Underline key words Structured or unstructured? Scoring plan

Format / layout
Spaces; Underlining; Bullet points List; Explain; Example Pros and Cons

Mind map (Answer plan)


Full Answer

State the obvious


Does it answer the question asked?

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Answer planning ONA Q46


(a) Using the information provided in the scenario, evaluate the strengths and weaknesses of ONA and their impact on its performance. Please note that opportunities and threats are NOT required in your evaluation. (20 marks) (b) The CEO of Oceania National Airways (ONA) has already strongly rejected the re-positioning of ONA as a no frills low-cost budget airline. (i) Explain the key features of a no frills low-cost strategy. (4 marks) (ii) Analyse why moving to a no frills low-cost strategy would be inappropriate for ONA. Note: requirement (b) (ii) includes 3 professional marks (16 marks)
(c) Identify and evaluate other strategic options ONA could consider to address the airlines current financial and operational weaknesses. Note: requirement (c) includes 2 professional marks (10 marks) (Total = 50 marks)

Slide 51

Answer planning ONA Q46


(a) Using the information provided in the scenario, evaluate the strengths and weaknesses of ONA and their impact on its performance. Please note that opportunities and threats are NOT required in your evaluation. (20 marks) (b) The CEO of Oceania National Airways (ONA) has already strongly rejected the re-positioning of ONA as a no frills low-cost budget airline. (i) Explain the key features of a no frills low-cost strategy. (4 marks) (ii) Analyse why moving to a no frills low-cost strategy would be inappropriate for ONA. Note: requirement (b) (ii) includes 3 professional marks (16 marks)
(c) Identify and evaluate other strategic options ONA could consider to address the airlines current financial and operational weaknesses. Note: requirement (c) includes 2 professional marks (10 marks) (Total = 50 marks)
Slide 52

Mind Map ONA


..\..\Course Material\ACCA & CAT\ACCA P3 Business Analysis Answer Plans\J09 Question 46 Oceania National Airways.mmap

Slide 53

Answer planning NMS Q45


(a) Assess the macro-environment of NMS by undertaking a PESTEL analysis. (10 marks)

(b) Using appropriate model and financial and quantitative data from the scenario, provide an environmental and financial analysis of NMS, highlighting problem areas. (25 marks) (Including 4 professional marks)

(c) Ray is considering three main exit options from the business as it currently exists. Assess each of the three identified exit options in terms of their ability to solve the problems highlighted in your analysis and in terms of Rays future role in the business. (15 marks) (Total = 50 marks)

Slide 54

Answer planning NMS Q45


(a) Assess the macro-environment of NMS by undertaking a PESTEL analysis. (10 marks)

(b) Using appropriate model and financial and quantitative data from the scenario, provide an environmental and financial analysis of NMS, highlighting problem areas. (25 marks) (Including 4 professional marks)

(c) Ray is considering three main exit options from the business as it currently exists. Assess each of the three identified exit options in terms of their ability to solve the problems highlighted in your analysis and in terms of Rays future role in the business. (15 marks) (Total = 50 marks)

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Mind Map NMS


..\..\Course Material\ACCA & CAT\ACCA P3 Business Analysis Answer Plans\J09 Question 45 NMS.mmap

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Example - SWOT
Identify
Name the Strength

The financial situation and cash reserves are a strength of this business
This means that they have financial stability and will be able to invest in future opportunities without raising additional funds For ABC Ltd, this means that they will be able to invest in R&D to develop new products and be the first to market with product XYZ, which will give them competitive advantage

Justify
Why do you think this is a strength?

Apply
How can the organisation use this strength? What will the impact on the business be?

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Tutor Contact Details


Gary Millns

BPP Professional Education


19 Hilary Street

St Helier
Jersey CI

+44 (0) 1534 711811


garymillns@bpp.com
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ACCA Paper P3 Business Analysis

Thank you for attending

Good Luck with your studies!


Dec 2009 Exams