全for dec2012exam jimmymao中博誠通國際

1、 中博誠通國際Business Analysis For June 2011 Exam -P3 怎樣學(xué)習(xí)P3基礎(chǔ)知識和模型所占的比例；集中復(fù)習(xí)考題的意義；如何復(fù)習(xí)考題；共性和不同-A和B？有哪些需要不斷強調(diào)的？今年考題會考哪些重點?歷年考題中有哪些需要注意的？For June 2011 Exam -P3 Topics to be illustrated in detailsStrategic positionStrategic choiceStrategic actionBusiness process change and change managementInformation techn

2、ologyProject managementFinancial analysis / MA issuesPeople managementFor June 2011 Exam -P3 Three levels of strategies:Corporateoverall strategies, goal congruence; (mission statement, stakeholders expectation, other corporate resources);Business-level strategy (products, market, etc)Operational-fu

3、nctional levelmarketing, production, finance, human resources, information system, R&DFor June 2011 Exam -P3 Development of study of strategiesCase studyCorporate planning approach;Empirical research (evidence of strategies on products, markets and structures);Analytical approach (complexity of the

4、world);Competitive advantage and resource-based view Organism adapting to environmental forces (social interaction, innovation and change).For June 2011 Exam -P3 EnvironmentMacro-environmentIndustry or sectorCompetitors and marketsAnd the organization itself. For June 2011 Exam -P3 In detailsPolitic

5、al EconomicSocio-culturalTechnologicalEnvironmental protectionLegalFor June 2011 Exam -P3 ConceptsSocialculturallong term social trends and peoples beliefs and attitudes;Demographyhuman population and population trends (growth, age, geography, ethnicity, household and family structure, social struct

6、ure, employment, wealth)Culture-beliefs and values, customs, artifacts, rituals;For June 2011 Exam -P3 Underlying characteristics of culturePurposeful;Learned;Shared;Cumulative;Dynamic;Marketers; (culture and marketing strategy)Human resource managers (culture and HR Management)For June 2011 Exam -P

7、3 Environmental IssuesGreen pressure groups;Employees;Legislation;Environmental risk screening;Environmental audit Environmental and financial benefits and impact;Renewable and non-renewable resources and sustainability.Globalization and value chain and competitive advantagesFor June 2011 Exam -P3 P

8、orters diamond modelFactor conditions;-countries resources, inputs (HR, Physical, knowledge, capital, infrastructure)Firm strategy structure and rivalry; (management style and industrial structure)Demand conditions; (the home market)Related and supporting industries. (co-operation and coordination)I

9、f a firm wishes to compete without national competitive advantage:Compete in the most challenging market;Spread research and development;Invest heavily in innovation;Invest in human resources;Look out for new technologies;Collaborate with foreign companies;Supply overseas companies;Source components

10、 from overseas;Exert pressure on politicians.For June 2011 Exam -P3 The competitive forces 5 forces model: threats of new entrants, substitute products; the bargaining power of customers, the bargaining power of suppliers; competitive rivalry.For June 2011 Exam -P3 The impact of IT on Competitive fo

11、rcesIT can raise entry barriers;IT can surmount entry barriers;Suppliers and ITIncrease number of accessible suppliers; closer supplier relationships; switching costs;Customersraise switching costs (locking customers into networks), customer information system, customers also have access to improved

12、 information, suppliers can gain larger access of customers;IT is substitute in some wayFor June 2011 Exam -P3 Resources audit of organisationsMachinery; (age, condition, utilisation rate, value, replacement, technologically up-to-date? Costs)Make-up: culture and structure, patents, goodwill, brand,

13、 etc.Management:(size, skills, loyalty, structure, style);Management information (innovation, ISS, ITS)Markets (products and customers)Materials (sources, suppliers, partnering, waste, new materials, cost, availability, future provision)Staff (number, skills, efficiency, industrial relations, adapta

14、bility)Methods (outsourcing, JIT,ABC)Money (credit and turnover periods, cash surplus/deficits, shortterm and longterm finance, gearing level).For June 2011 Exam -P3 Strategic capability and sustainable competitive advantages or unique resourcesMake sure all these are for the satisfaction of custome

15、r needs.Rarity Robustness (resources that is difficult for competitors to imitatesystem, mechanism, methods, patents combined with possessed assets which make it unique or Critical success factor) plexity / culture and history of org. / causal ambiguityNon-Substitutability petition and dynamic capab

16、ilities (ability to change, learn, innovate) For June 2011 Exam -P3 knowledgeData, informationComparison/consequences/connections/conversations-discussion.Knowledge management system (OAS, Intranet, Extranet, Expert system, database, data warehouse, data mapping, data mining,For June 2011 Exam -P3 T

17、he value chainThe value chain describes those activities of the organisation that add value to purchased inputs. Primary activities are involved in the production of goods and services. Support activities provide necessary assistance. Linkages are the relationships between activities.For June 2011 E

18、xam -P3 The Value ChainFirm infrastructureHuman resource managementTechnology developmentProcurementInbound logisticoperationsOutbound logisticsMarketing and salesService(After Sales)For June 2011 Exam -P3 The value chainInbound: receiving, handling and storing inputs to the production system: wareh

19、ousing, transport, stock control; (activities before inputting into processing or production, transformation)_Operations: converting resource inputs into a final product; (manufacturing, processing or transformation activities);Outbound: storing outputs and distributing to customers, packaging, test

20、ing, delivery. (activities after production and before sales, marketing)Marketing and sales: advertising, promotion, sales campaign. (activities concerning sales)After sale service: installation and repair, upgrade, provide spare parts and so on. (maintenance, etc.)For June 2011 Exam -P3 The value n

21、etworkThe value chain of supplier, organizations, distributors and customers and so on.How to manage supply and customer chain.Think about outsourcing. (advantages and disadvantages of outsourcing)Think about product life cycle and strategy and links with value chainThink about links with national c

22、ompetency.For June 2011 Exam -P3 Matrix of new products and new market strategiesFor ProductNo tech changeImproved technologyNew technologyMarket unchangedReformulationNew balance of price and qualityReplacementNew tech replaces the oldStrengthened market (new demand from same customers)Remerchandis

23、ing (sale of products in new way, eg; repackaging)Improved productImprove product to improve salesProduct line extensionNew product is added to increase demandNew MarketNew useBy finding a new use for the existing product. New customers are foundMarket extensionNew customers for product improvementD

24、iversification For June 2011 Exam -P3 BenchmarkingBenchmarking is the establishment, through data gathering of targets and comparators, that permit relative levels of performance (and particularly areas of underperformance) to be identified. It is most suitable for performance indicators which are n

25、ot easily measurable, quantifiable)Historical benchmarkinginternal comparison with the past!Industry and sector benchmarkingBest-in-class benchmarkingFor service-oriented industryNon-financial indicatorsFor June 2011 Exam -P3 Weirichs TOWS matrixEmphasises the importance of threats and opportunities

26、:SO strategies: employ strengths to seize opportunities;ST: employ strengths to counter or avoid threats;WO: address weaknesses so as to be able to exploit opportunities.WT: Defensive, aiming to avoid threats and the impact of weaknesses.For June 2011 Exam -P3 Stakeholder mappingLevel of interestLow

27、HighPower influence ofstakeholderLowMinimal effortKeep satisfiedHighKeep informedKey playersFor June 2011 Exam -P3 Strategies under globalizationEthnocentrism is a home country approach;Polycentrism adapts totally to local environment;Geocentrism adapts only to add value, thinks globally, acts local

28、ly;Regiocentrism recognises regional differences.For June 2011 Exam -P3 globalizationExportingOverseas branchesOverseas productionInsiderisation-multi-national corporation;The global companyConsider: customer; company; competition; currency; country.For June 2011 Exam -P3 The corporate portfolio4 po

29、licies deployed for parent to its SBUs:BuildHold;Harvest;Divest.Three criteria of the SBUs to be managed:Balance (Markets and Co. Needs) / attractiveness (Profitability and growth) / strategic fit (potential synergy and parenting capability)For June 2011 Exam -P3 The corporate parent and value creat

30、ion3 value creating roles of corporate parent:Envisioning corporate intent, communicating the vision to stakeholders and SBU manager;Intervention to improve performance;Provision of services, resources and expertise.For June 2011 Exam -P3 3 typesPortfolio managerfinancial principles;Synergy manager-

31、shared use of resources and competencies;Parental developers-add value by deploying parental advantages and competencies to improve SBUs performance.For June 2011 Exam -P3 The BCG matrix Market shareHighLowMarket growthHighStarsQuestion mark ?Lowcash cowsdogsFor June 2011 Exam -P3 The Ashridge Portf

32、olio DisplayThe Ashridge model assesses the benefit SBUs can derive from a corporate parent playing the parental developer role. It is concerned with strategic fit. The concept is based on the parental developer approach to the role of the corporate parent under the following two directions: 1. corp

33、orate parents should build portfolios of businesses that they can develop effectively;2. corporate parents should seek to build parenting skills that are relevant to their portfolios.For June 2011 Exam -P3 Ashridge Portfolio DisplayHigh Feel (Fit btw SBU CSFs and Parental Skills, etc.)LowBallast bus

34、inessesHeartland businessesAlien BusinessesValue Trap businessesLow HighBenefit (fit btn SBU Oppu. And Ps skillsFor June 2011 Exam -P3 illustrationHeartland businesses can benefit from the attention of the parent without risk of harm from unsuitable developments;Ballast businesses are well-understoo

35、d by the parent, but need little assistance. They would do just as well if they were independent businesses. They shall bear as little central cost as possible;Value trap businesses provide good opportunities for parenting, but these opportunities do not relate to the SBUs CSFs. They should only be

36、retained if they can be moved into the heartland; this will require the parent to acquire new skills and resources;Alien businesses have no place in the portfolio. They need the attention of a skilled parent, but the actual parent does not have the skills and resources required to help them.For June

37、 2011 Exam -P3 Trend of Corporate parentwhat the value the center can add to SBUs?decentralisation Facilitation rather than active interventionFor June 2011 Exam -P3 The choice of competitive strategyCost leadership;Differentiation;Focus (cost-focuslower cost, differentiation focus)Links with 5 forc

38、e model. For June 2011 Exam -P3 The shamrock organisation For June 2011 Exam -P3 The shamrock organisationFlexible firm, has a core of permanent managers and specialist staff supplied by a contingent workforce of contractors and part-time and temporary workers. This form is popular during recessions

39、.Allows buy-in of services as needed;Outsourcing.For June 2011 Exam -P3 Virtual organisationCybernetic corporation has facilities of IT, electronic linking of spatially dispersed components.Flexible structure;Centrality of IT and IS;Collaborative culture.For June 2011 Exam -P3 BPRBPR is the fundamen

40、tal rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service and speed.Customer focused e;Integrated efforts;Target costing;Innovation;Self-managing.For June 2011 Exam -P3 Process redesign

41、patternsRe-engineering;Simplification;Value-added analysis;Gaps and disconnects; (identify and then avoid);Feasibility (financial, technical, social and environmental)For June 2011 Exam -P3 Change managementKnow the concept that the innovation is an indispensable strategy of an organisation in the l

42、ong run;Know the concept that change management is the main stream of “strategic implementation”, another stream is about constructing an enabling type of business;Linked to the “cultural integrationmerger and acquisition”For June 2011 Exam -P3 The Cultural Web (Details see answer to Q1 of December

43、2008, ACCA)For June 2011 Exam -P3 Methods of change managementCommunication;Education;Training;Sampling Effect;Coercion and Punishments;Encourage participation;Change agent and the functions;(Make sure understand the concept of aggressive or moderate attitude of leaders; crisis handling and continge

44、ncy issues) For June 2011 Exam -P3 Change management models (1)Lewins 3step change management model-Unfreeze;-Change;-Refreeze.For June 2011 Exam -P3 Change management models (2)For June 2011 Exam -P3 Chang management model (3)Harmons Process Matrix (Process Grid)For June 2011 Exam -P3 Detailed illu

45、stration of the GridOn the vertical axis complexity and dynamism of the process is described. (A dynamic process is one that frequently changes). Going across the grid, we have the strategic importance of that process.The top left of the grid: High complexity and high dynamism but low strategic impo

46、rtance. The process is one which will be very suitable for outsourcing. An excellent example of such a process would be the companys tax calculations. The left quadrant: low complexity and dynamism (a very stable, relatively simple process) and not of great strategic importance. A good example of th

47、at could be handling the receivables ledger or doing the weekly wages and the monthly salaries. These processes may be outsourced or automated.For June 2011 Exam -P3 Detailed illustration of the GridThe top right quadrant holds processes of high strategic importance and which are complex, and which

48、change frequently. Because they are of high strategic importance these processes are central to how the company makes money. It will be dangerous to outsource them. In fact, it may not be possible to outsource them and maintain the ability to add value. They cant really be automated because they are

49、 too complex and too dynamic. This is where the company should look at improvement, redesign, and business process reengineering of the processes. Focusing on people development.Finally, the bottom right quadrant. Processes here are relatively simple and relatively stable, but they are of great stra

50、tegic importance. Because they are strategically important, the company should keep them in-house. But because they are of low complexity and very stable means that the company ought to be able to automate these processes to gain efficiencies.For June 2011 Exam -P3 Lewins Force Field AnalysisFor Jun

51、e 2011 Exam -P3 Change management model (4)The consideration of the two key measures of change enables the identification of four types of change. These four types are as follows: Scope of changeNature of Change Realignment TransformationIncremental Adaptation EvolutionBig Bang Reconstruction Revolu

52、tion Adaptation is a change that can be made within the current business model (realignment) and it occurs incrementally.JSW argue this is the most common form of change in organisations.For June 2011 Exam -P3 Change management model (4) Reconstruction represents significant change in the organisati

53、on, often prompted by a crisis, such as an e takeover bid, but it does not require a fundamental change to the business model. Turnaround strategies where the aim is to rapidly reduce costs or increase revenues to ensure business survival may affect the whole organisation, but not change the basic b

54、usiness model. Evolution is a change in strategy, which requires the business model to be significantly changed over a period of time. The perceived need for transformation may be as result of careful business analysis leading to a planned evolutionary change. Alternatively, change may take place th

55、rough an emergent process where the scope of change only es apparent once it is completed. Revolution affects the whole of the organisation and the scope of change requires a fundamental shift in the business model the way the firm chooses to compete.For June 2011 Exam -P3 ERPEnterprise resources pl

56、an system;Standard (general, market-ready, non-proprietary) packageBespoke / tailored / specific / customised software;Software packages over in-house developmentInterviews/questionnaires /written questions / observation / protocol analysis / workshops / prototyping / waterfall / spirol For June 201

57、1 Exam -P3 E-businessE-business and merce (with money transferordering, EFT(Electronic Fund Transfer),sharetrading, auctions, marketing and after-sale service);Reduce intermediaries; beneficial for starters (cheap); free information; speed; new way of communication; new business partnership; 24hours

58、; save print-out, travelling costs, nature of work change; direct view of goods, easier for updating, upgrading, etc.For June 2011 Exam -P3 benefitsIncrease revenueReduce costsChannel efficiencyVisibilityControl and automateCapabilityCommunicationCustomer serviceCompetitive advantageFor June 2011 Ex

59、am -P3 B2B/B2C/C2B/C2C/B2E-employee/B2M-machineThe internetWebsite;ISS / ITSInitiation, contagion, control, integration, data administration, maturityFor June 2011 Exam -P3 Porter and Miller information intensity matrixInformation content of the productLowHighInformation intensity of the value chain

60、HighOil refiningBanking, airlinesLow cementfashionFor June 2011 Exam -P3 EmarketingIdentifying customer needs;Anticipating demand for electronic services;Satisfying through e-facilities;For June 2011 Exam -P3 Internet functionsCreating company and product awareness;Branding;Offering incentives;Lead