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ACCAspace
Provided by ACCA Research Institute
ACCA P3
Business Analysis (BA)
商务分析
ACCA Lecturer: Claudia Zheng
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1
2
Brief Introduction and Course Overview
Chapter 1 Strategic Position
P3 Chapter 1 Contents
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A Brief Introduction to Exam Questions
Section Marks Question Type
A 50 Compulsory Case Study - Up to 5 separate requirements
- Quantitative data will be included
B 50
2 Questions from 3 - 25 marks each
- can come from any part of syllabus
but a maximum of 1 question from
strategy (Section A-C)
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Pass Rate Review
Exam Session P1 P2 P3 Exam Session P1 P2 P3
June 2008 49 48 49 December 2011 51 48 51
December 2008 53 54 52 June 2012 53 49 48
June 200948 48 44 50 December 2012 50 49 48
December 2009 49 58 48 June 2013 49 49 51
June 2010 53 47 51 December 2013 48 49 49
December 2010 51 51 48 June 2014 52 47 46
June 2011 52 50 47 December 2014 52 50 48
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Course Overview
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Learning Tips
- Cultivate a business sense overall
- Knowledge: master all the models in textbook
- Practice with the past papers (the most valuable material)
independently and carefully
- Revision before the exam
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Study Guide
A. Strategic Position
B. Strategic Choices
C. Strategic Action
D. Business Process Change
E. Information Technology
F. Project Management
G. Financial Analysis
H. People
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Chapter 1 Strategic Position
Knowledge Base (Models)
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The Rational Model
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2008 Dec. Q2 (a)
2012 Dec. Q2 (a) Required
Example Questions
In the context of MMI’s corporate-level strategy, explain the
rationale for MMI acquiring First Leisure and Boatland and assess
the subsequent performance of the two companies. (15 marks)
Evaluate the strategic position of the estate with specific reference
to the expectations of stakeholders, to the external environmental
factors beyond the control of the estate and to the strategic
capabilities of the estate itself. (15 marks)
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Johnson, Scholes, Whittington
Strategic position/analysis
Strategic choices Strategy into action
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Mintzberg's Emergent Strategies
Mintzberg’s Emergent Strategies
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Strategic Lenses
Three ways of viewing “strategy”
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Example Questions
2008 Dec. Q1 (c)
Examine the different insights each of these lenses gives to
understanding the process of strategy development at the National
Museum. (15 marks)
Note: requirement (c) includes 2 professional marks.
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Answer Analysis Part 1
(c) The design lens views strategy as the deliberate positioning of
an organisation as the result of some ‘rational, analyical, structured
and directive process’.
Through the design lens it is the responsibility of top managment to
plan the density of the organisation. Lower levels of management
carry out the operational actions required by the strategy. The
design lens is associated with objective setting and a plan for
moving the organisation towards these objectives.
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Answer Analysis Part 1 Cont’d
In the context of the secnario, the government is now significantly
involved in the objective setting and trying funding to those
objectives.
The Director General has responsibility for defining and delivering a
strategy within these objectives. There is evidence that he has
gone about this in a ‘top-down’ way and not sought adivce from
current employees.
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Answer Analysis Part 1 Cont’d
On the television programme, employees were particularly critical
of a lack of consultation; ‘these proposals have been produced with
no input from museum staff. They have been handed down from
on-high’.
In many ways, the approach taken at the National Museum under
the new Director General represents the desin lens view of strategy.
Such an approach is not unusual in public sector organisation,
where elements of strategy are dictated by governemnt manifestos.
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Answer Analysis Part 2
Strategy as experience provides a more adaptive approach to
strategy, building on the chaning the existing strategy. Changes are
incremental as the organisation adapts to new opportunities and
threats in the environment.
The experience lens views strategy development as the
combination of individual and collective experience together with
the taken-for-granted assumptions of cultural influences. However,
it has to be recognised that the assumptions and practices of the
organisation may become so ingrained that it is difficult for people
to question or change them.
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Answer Analysis Part 2 Cont’d
This certainly appears to be true for the heads of collection sections
at the National Musuem. The museum is now facing a fundamental
change in the way it will be funed and the increased influence of
the government suggests a change in the paradigm of the
organisation.
It seems unlikely that people with a vested interest in the current
arrangement and perpetuating that current arrangement will come
up with the change in strategy that is now required.
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Answer Analysis Part 2 Cont’d
The ‘taken-for-granted’ behaviour of people in organisations is one
of the major barriers to developing innovative strategies. Strategy
as experience seems innately coservative. It could work well when
a small incremental change is required within a stable environment.
However, this does not appear to be the situation at the National
Museum and so developing strategy as experience may not seem
a possible way forward and perhads this is why the Director
General explicitly rejected this approach.
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Answer Analysis Part 3
Strategy as ideas has a central role for innovation and new ideas. It
sees strategy as emerging from the variety and diversity in an
organisation. It is as likely to come from the bottom of the
orgnisation as from the top.
Consequently, the organisation should foster conditions that allow
ideas to emerge and to be considered for inclusion in a ‘manstream
strategy’. Certain conditions, such as a changing and upredictable
environment foster ideas and innovation.
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Answer Analysis Part 3 Cont’d
It could be argued that the macro-evironmental conditions for
adopting this lens are present at the National Museum. Political,
social and environmental influences might lead to new ideas --- for
example, the relocation of the museum and the exploitation of on-
line access to resources creating a virtual museum.
The museum is undergoing a fundamental change in priorities and
funding and the consequences of these changes is unpredictable.
On the other hand, the museum is a long-established conservative
organisation with many symbols of hierarchy and deference.
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Answer Analysis Part 3 Cont’d
There is no evidence in the scenario of a group of people
generating conflicting ideas and encouraged to compete with each
in an open and supportive environment.
The National Museum seems to be dominated by powerful
individuals protecting their own interests.
Finally, a key factor in the selection of idea is the marketplace. The
National Museum is currently operating in a protected economic
environment, although this is set to change.
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Answer Analysis Part 4
There is plenty of evidence to suggest that it is difficult to change
strategies in a hierarchical or deferential structure. At the National
Museum the Director General decided to pursue a designed
strategy.
In many ways this appeared to be the natural lens to adopt given
the objectives set by the newly elected government that was
beginning to exert its power.
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Answer Analysis Part 4 Con’d
This strategy may have worked if he had been more sensitive to
the cultural web and, also, if he had not asked for the backing of
the Board of Trustees.
This was always unlikely to be forthcoming given its composition.
The paradigm change means that it is unlikely that the experience
lens would have proved fruitful.
However, it may have been possible to exploit strategy as ideas if
the Director General had carefully selected heads of collection
sections who were relative losers under the current system.
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Levels of Strategic Planning
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1. It establishes long-term objectives for the organisation,
and plans for achieving those objectives.
2. The organisation is much better coordinated.
3. It can take time to implement new plans and it can also
take time before changes have a noticeable effect.
4. Management should seek to control the future.
5. The organisation is forced to look ahead.
Advantages of Strategic Planning
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1. Too much time spent planning and not enough time spent on
action- ‘paralysis by analysis’.
2. Inflexibility. No plan will remain appropriate over five years. It is
essential to be prepared to abandon inappropriate parts of the
plan and to take up new opportunities which might present
themselves.
3. Too slow to react to changing circumstances
4. Planning has a cost in time and money, which can become too
high if not monitored.
5. ‘Head-in-the-sand’ attitude: it is not the plan, so we won't do it;
it is in the plan so we do it, no matter what.
Potential Disadvantages of Strategic Planning
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Other Views - Incrementalism
1. Incrementalism suggests strategy can be relatively small to
cautious period.
2. Strategic managers do not usually carefully evaluate all
options.
3. Managers can not know all relevant facts (bounded rationality).
4. Unexpected, unpredicted events will happen over the course
of a rational planning period.
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Freewheeling Opportunism
1. Do not like planning (restrict thought process and flexibility)
2. Often entrepreneurs (start business but not running business)
3. Grab opportunities as they arise (personality. e.g. travelling)
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Past Papers DIY
2008 June Q1 (b)
Write a brief paper for the CEO to submit to the strategy planning
committee explaining why the retial shops division should continue
to be a key part of Autofeone’s future strategy. (15 marks)
Note: Requirement (b) includes 3 professional marks.
2010 June Q1 (a)
Undertake assessment, required by Sheila Jenkins, of the strategic
position of WET (21 marks)
Note: This question required an assessment of the environment,
capability, stakeholder expectations and mission of WET
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Past Papers DIY Cont’d
2011 Dec. Q1 (a)
Using appropriate models and frameworks, analyse GET’s current
strategic position from both an internal and external perspective.
(20 marks)
Note: Requirement (b) includes 3 professional marks.
ACCAspace
Provided by ACCA Research Institute