I'm preparing for ACCA P3 exam. It seems Business Analysis is the best and most interesting subject in the ACCA qualification!!! The only problem is that there are a lot of models we need to remember)) I try to find the most popular models and focus on them while I'm studying P3.
Political - tax policy, labour law, environmental law, trade restrictions, tariffs, and political stability
Economic - economic growth, interest rates, exchange rates and the inflation rate
Social - health, population growth rate, age distribution, career attitudes and emphasis on safety
Technological - R&D activity, automation, technology incentives and the rate of technological change
Environmental - weather, climate, and climate change
Legal - discrimination law, consumer law, antitrust law, employment law, and health and safety law
When PESTEL model was examined in P3 past exam papers?
1. Pilot paper, Q1, a) 15 marks
Evaluate the macro-environment of NMS using a PESTEL analysis
2. Dec 2008, Q1, a) 20 marks
Analyse the macro-environment of the National Museum using a PESTEL analysis
3. Jun 2010, Q1, a) 21+4 prof. marks
Undertake the assessment, required by Sheila Jenkins, of the strategic position of WET
4. Dec 2010, Q1, a) 15 marks
In the context of Shoal plc’s corporate-level strategy, assess the contribution and performance of ShoalFish, ShoalPro and ShoalFarm. Your assessment should include an analysis of the position of each company in the Shoal plc portfolio
5. Jun 2011, Q1, a) 16+4 prof.marks
Analyse the external macro-environment and marketplace (industry) environment of EcoCar.
6. Dec 2011, Q1, a) 20 marks
Using appropriate models and frameworks, analyse GET’s current strategic position from both an internal and external perspective
7. Dec 2012, Q2, a) 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.
C - Competitors existing (threat from competitive rivalry) - # and size of competitors, quality and other differencies, customer loyality
C - Competitors new (threat from potential entrants) - cost and time of entry, building a brand, knowledge required, economies on scales, barriers like patents, design rights
C - Customers (customers' bargaining power) - # of customers, size of each order, product and price differences, price sensitivity
S - Suppliers (supliers' bargaining power) - # and size of suppliers, uniqueness of service, cost of switiching to other suppliers
S - Substitutes (direct, indirect and monetary) (threats from substitutes) - the existence of substitutes, the performance of substitute products, relative price, fashion trend
When Porter's Five Forces was examined in P3 past exam papers?
1. Pilot paper, Q1, b) 16 + 4 prof. marks
Analyse the industry or marketplace environment that NMS is competing in
2. June 2008, Q1, a) 18 + 2 prof. marks
Using an appropriate model or models, analyse the competitive environment of AutoFone’s retail shops division.
3. Dec 2009, Q1, a) 20 marks
Using Porter’s framework, analyse the business analysis certification industry (BACTI) in Erewhon and assess whether it is an attractive market for ABCL to enter
4. Jun 2010, Q1, a) 21+4 prof. marks
Undertake the assessment, required by Sheila Jenkins, of the strategic position of WET
5. Dec 2010, Q1, a) 15 marks
In the context of Shoal plc’s corporate-level strategy, assess the contribution and performance of ShoalFish, ShoalPro and ShoalFarm. Your assessment should include an analysis of the position of each company in the Shoal plc portfolio
6. Jun 2011, Q1, a) 16+4 prof.marks
Analyse the external macro-environment and marketplace (industry) environment of EcoCar.
7. Dec 2011, Q1, a) 20 marks
Using appropriate models and frameworks, analyse GET’s current strategic position from both an internal and external perspective
8. June 2013, Q2, a) 15 marks
Use Porter’s five forces framework to assess the attractiveness, to NESTA, of entering the discount fixed-price retail market in Eurobia
Objectives
Scope
Constraints (time &costs)
Authority (Sponsor - make decisions, provide resources, agree changes)
Resources (available for project material, labour, finance resources)
When PID was examined in P3 past exam papers?
1. Dec 2007, Q2 a) 15 marks
Explain how a business case and a project initiation document would have helped prevent some of the problems that emerged during the conduct of the website re-design project.
2. June 2012, Q3 a) 15 marks
Analyse how a formal ‘terms of reference’ (project initiation document) would have helped address problems encountered in the project to construct the community centre and lead to improved project management in future projects
3. June 2013, Q1 a) 18+2 prof. marks
Identify and analyse mistakes made by the CEO in the project management process (initiation, conduct and termination) in his attempt to introduce strategic planning, and an associated information system, at MidShire Health
Existing Markets * Existing Products = Market Penetration
Existing Markets * New Products = Product Development
New Markets * Existing Products = Market Development
New Markets * New Products = Diversification: Direct + Indirect
When ANSOFF was examined in P3 past exam papers?
1. Dec 2007, Q1 c) 10 marks
Identify and evaluate other strategic options ONA could consider to address the airline’s current financial and operational weaknesses.
2. June 2008, Q4, a) 10 marks
The proposal to develop and sell a software package for the retail industry represents a major change in strategy for PSI. Analyse the nature, scope and type of this proposed strategic change for PSI
3. June 2009, Q1, b) 18+2 prof. marks
The panel selected the proposal of Professor Ag Wan as the winning proposal.
Write a briefing paper evaluating the three proposals and justifying the selection of the proposal of Professor Ag Wan as the best strategic option for greenTech to pursue.
Model #5 Porter's Value Chain
IL - Inbound logisitics - e.g. JIT system
O - Operations - manufacturing the products
OL - Outbound logistics - getting the products to the customers
M&S - Marketing and sales
S - Service- after sales service
When Value Chain was examined in P3 past exam papers?
1. Dec 2007, Q3 a) 5 marks
Describe the primary activities of the value chain of Perfect Shopper
2. Dec 2009, Q 2 a) and b) 25 marks
Analyse the primary activities of the value chain for the product range at IL
Evaluate what changes IL might consider to the primary activities in the value chain to improve their competitiveness, whilst continuing to meet their charitable objectives.
3. June 2012, Q4 a)
Analyse the existing value chain, using it to highlight areas of weakness at Jayne Cox Direct
Is the process strategically important? (does it tie up with SWOT?)
Is the process complex?
High importance * Complex process = focusing on STAFF (make sure they are able to do it)
High importance * Simple process = use a bespoke ERP solution
Low importance * Complex process = Outsource (Marketing, IT, Legal service)
Low importance * Simple process = Automate (off-the-shelf system)
When Harmon's process was examined in P3 past exam papers?
1. June 2008, Q 2 a) 15 marks
The Business Architecture Committee (BAC) has been asked to make recommendations on the sourcing of activities (in-house or outsourced). The BAC has also been asked to identify technological implications or opportunities for the activities that they recommend should remain in-house.
Suggest and justify recommendations to the BAC for each of the following major process areas:
(i) Attendance of repair staff at breakdowns;
(ii) Membership renewal;
(iii) Vehicle insurance services;
(iv) Membership queries; and
(v) Vehicle history checks.
2. Dec 2009, Q 3 b) 15 marks
Explain, using Harmon’s process-strategy matrix, how the complexity and strategic importance of process initiatives can be classified. (4 marks)
Recommend and justify a solution option for each of the three process initiatives (9 marks)
3. Dec 2011, Q 2 b) 15 marks
iCompute is currently re-considering three high level processes:
(i) Advice on legal issues (currently outsourced)
(ii) Software support (currently outsourced)
(iii) Time recording (in-house, bespoke software development)
Evaluate, using an appropriate framework or model, the suitability of iCompute’s current approach to EACH of these high level processes.
4. June 2013, Q3 a) 15 marks
Three significant business process areas have been identified in the scenario: (1) payroll, (2) legal advice and (3) an enhanced web service allowing wholesalers to request and track deliveries.
Required:
Use Harmon’s process-strategy matrix to analyse the characteristics of each of the three process areas defined above and suggest how each should be sourced and implemented at CT.
Rituals and routines - what procedures are emphasized?
Symbols - Are status symbols are used for rewards? What are rewards given for?
Control systems - What is most closely monitored?
Organisation structure - How tall/flat?
Power structure - How much centralization is there?
Stories - Does news in the company focuses on success or failures?
The Paradigm - What assumption are taken for granted?
When Cultural Web was examined in P3 past exam papers?
1. Dec 2008, Q1 b) 18+2 prof. marks
The failure of the Director General’s strategy has been explained by one of the trustees as ‘a failure to understand our organisational culture; the way we do things around here’.
Assess the underlying organisational cultural issues that would explain the failure of the Director General’s strategy at the National Museum.
2. Dec 2010, Q3 a) 15 marks
Analyse Frigate Ltd using the cultural web or any other appropriate framework for understanding organisational culture
3. Dec 2011, Q 2 a) 13 marks
Analyse the culture of iCompute, and assess the implications of your analysis for the company’s future performance
4. June 2013, Q1 a) ii) 18+2 prof. marks
Explain how an understanding of organisational culture and organisational configuration would have helped the CEO anticipate the problems encountered in introducing a strategic planning system, and an associated information system, at MidShire Health.
When Contextual Features was examined in P3 past exam papers?
1. June 2008, Q4 b) 15 marks
The success of any attempt at managing change will be dependent on the context in which that change takes place. Identify and analyse, using an appropriate model, the internal contextual features that could influence the success or failure of the chief executive’s proposed strategic change for PSI.
2. Dec 2010, Q1 b) 13+2 prof.marks
Identify and analyse, using an appropriate model, the contextual factors that will infl uence how strategic change should be managed at Captain Haddock.
3. Dec 2012, Q1 b) 12 marks
Time, scope, capability and readiness for change are four contextual factors that affect strategic change. Evaluate the potential influence of these four factors at Steeltown Information Technology on any strategic change proposed by the EA Group.
S Suitable? - for circumstances in which the company operates - its strategic position (SWOT, Porter's generic strategy)
F Feasible? - available resources, competencies, times
A Acceptable? - by key stakeholders
When SFA test was examined in P3 past exam papers?
1. June 2010, Q2 a) 15 marks
Assess, using both financial and non-financial measures, the attractiveness, from Swift’s perspective, of EVM as an acquisition target.
2. Dec 2011, Q1 b) 16+4prof.marks
GET’s proposed strategy is firstly to acquire SOFR and then the franchise to run the rail network of Raziackstan. You have been asked to provide an independent assessment of this proposed strategy. Write a report evaluating GET’s proposed strategy.
When a company decides to purchase a bespoke software it goes through these 5 stages:
1. Obtain tenders
2. First pass selection
3. Second pass selection
4. Implementation
5. Managing long-term relationships
When Software selection was examined in P3 past exam papers?
1. June 2009, Q3 b) 12 marks
Examine FOUR ways in which OneEnergy failed to follow a proper evaluation procedure in the selection of the RitePay software package. Include in your examination a discussion of the implication of each failing.
2. June 2011, Q3 b) 10 marks
Explain the advantages of fulfilling users’ requirements using a software package solution and discuss the implications of this solution for process re-design at IAA.
3. Dec 2011, Q3 b) 12 marks
Evaluate the problems and the lessons that should be learned from a post-project review and a post-implementation review of the electronic ordering system at HomeDeliver
To know more how to gain the professional marks in acca p-level exams
Model # 1 PESTEL Macro environment, strategic position analysis (evaluation)
Political - tax policy, labour law, environmental law, trade restrictions, tariffs, and political stability
Economic - economic growth, interest rates, exchange rates and the inflation rate
Social - health, population growth rate, age distribution, career attitudes and emphasis on safety
Technological - R&D activity, automation, technology incentives and the rate of technological change
Environmental - weather, climate, and climate change
Legal - discrimination law, consumer law, antitrust law, employment law, and health and safety law
Two important questions: 1. What? 2. Why it is important (significant)?
When PESTEL model was examined in P3 past exam papers?
1. Pilot paper, Q1, a) 15 marks
Evaluate the macro-environment of NMS using a PESTEL analysis
2. Dec 2008, Q1, a) 20 marks
Analyse the macro-environment of the National Museum using a PESTEL analysis
3. Jun 2010, Q1, a) 21+4 prof. marks
Undertake the assessment, required by Sheila Jenkins, of the strategic position of WET
4. Dec 2010, Q1, a) 15 marks
In the context of Shoal plc’s corporate-level strategy, assess the contribution and performance of ShoalFish, ShoalPro and ShoalFarm. Your assessment should include an analysis of the position of each company in the Shoal plc portfolio
5. Jun 2011, Q1, a) 16+4 prof.marks
Analyse the external macro-environment and marketplace (industry) environment of EcoCar.
6. Dec 2011, Q1, a) 20 marks
Using appropriate models and frameworks, analyse GET’s current strategic position from both an internal and external perspective
7. Dec 2012, Q2, a) 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.
Model #2 Porter's Five Forces
CCCSS
C - Competitors existing (threat from competitive rivalry) - # and size of competitors, quality and other differencies, customer loyality
C - Competitors new (threat from potential entrants) - cost and time of entry, building a brand, knowledge required, economies on scales, barriers like patents, design rights
C - Customers (customers' bargaining power) - # of customers, size of each order, product and price differences, price sensitivity
S - Suppliers (supliers' bargaining power) - # and size of suppliers, uniqueness of service, cost of switiching to other suppliers
S - Substitutes (direct, indirect and monetary) (threats from substitutes) - the existence of substitutes, the performance of substitute products, relative price, fashion trend
When Porter's Five Forces was examined in P3 past exam papers?
1. Pilot paper, Q1, b) 16 + 4 prof. marks
Analyse the industry or marketplace environment that NMS is competing in
2. June 2008, Q1, a) 18 + 2 prof. marks
Using an appropriate model or models, analyse the competitive environment of AutoFone’s retail shops division.
3. Dec 2009, Q1, a) 20 marks
Using Porter’s framework, analyse the business analysis certification industry (BACTI) in Erewhon and assess whether it is an attractive market for ABCL to enter
4. Jun 2010, Q1, a) 21+4 prof. marks
Undertake the assessment, required by Sheila Jenkins, of the strategic position of WET
5. Dec 2010, Q1, a) 15 marks
In the context of Shoal plc’s corporate-level strategy, assess the contribution and performance of ShoalFish, ShoalPro and ShoalFarm. Your assessment should include an analysis of the position of each company in the Shoal plc portfolio
6. Jun 2011, Q1, a) 16+4 prof.marks
Analyse the external macro-environment and marketplace (industry) environment of EcoCar.
7. Dec 2011, Q1, a) 20 marks
Using appropriate models and frameworks, analyse GET’s current strategic position from both an internal and external perspective
8. June 2013, Q2, a) 15 marks
Use Porter’s five forces framework to assess the attractiveness, to NESTA, of entering the discount fixed-price retail market in Eurobia
Model #3 Project initiation document (PID)
TitleObjectives
Scope
Constraints (time &costs)
Authority (Sponsor - make decisions, provide resources, agree changes)
Resources (available for project material, labour, finance resources)
When PID was examined in P3 past exam papers?
1. Dec 2007, Q2 a) 15 marks
Explain how a business case and a project initiation document would have helped prevent some of the problems that emerged during the conduct of the website re-design project.
2. June 2012, Q3 a) 15 marks
Analyse how a formal ‘terms of reference’ (project initiation document) would have helped address problems encountered in the project to construct the community centre and lead to improved project management in future projects
3. June 2013, Q1 a) 18+2 prof. marks
Identify and analyse mistakes made by the CEO in the project management process (initiation, conduct and termination) in his attempt to introduce strategic planning, and an associated information system, at MidShire Health
Model #4 ANSOFF's growth vector matrix
Existing Markets * Existing Products = Market Penetration
Existing Markets * New Products = Product Development
New Markets * Existing Products = Market Development
New Markets * New Products = Diversification: Direct + Indirect
When ANSOFF was examined in P3 past exam papers?
1. Dec 2007, Q1 c) 10 marks
Identify and evaluate other strategic options ONA could consider to address the airline’s current financial and operational weaknesses.
2. June 2008, Q4, a) 10 marks
The proposal to develop and sell a software package for the retail industry represents a major change in strategy for PSI. Analyse the nature, scope and type of this proposed strategic change for PSI
3. June 2009, Q1, b) 18+2 prof. marks
The panel selected the proposal of Professor Ag Wan as the winning proposal.
Write a briefing paper evaluating the three proposals and justifying the selection of the proposal of Professor Ag Wan as the best strategic option for greenTech to pursue.
Model #5 Porter's Value Chain
IL O OL M&S S
IL - Inbound logisitics - e.g. JIT system
O - Operations - manufacturing the products
OL - Outbound logistics - getting the products to the customers
M&S - Marketing and sales
S - Service- after sales service
When Value Chain was examined in P3 past exam papers?
1. Dec 2007, Q3 a) 5 marks
Describe the primary activities of the value chain of Perfect Shopper
2. Dec 2009, Q 2 a) and b) 25 marks
Analyse the primary activities of the value chain for the product range at IL
Evaluate what changes IL might consider to the primary activities in the value chain to improve their competitiveness, whilst continuing to meet their charitable objectives.
3. June 2012, Q4 a)
Analyse the existing value chain, using it to highlight areas of weakness at Jayne Cox Direct
Model #6 Harmon's Process Strategy Matrix
Is the process strategically important? (does it tie up with SWOT?)
Is the process complex?
High importance * Complex process = focusing on STAFF (make sure they are able to do it)
High importance * Simple process = use a bespoke ERP solution
Low importance * Complex process = Outsource (Marketing, IT, Legal service)
Low importance * Simple process = Automate (off-the-shelf system)
When Harmon's process was examined in P3 past exam papers?
1. June 2008, Q 2 a) 15 marks
The Business Architecture Committee (BAC) has been asked to make recommendations on the sourcing of activities (in-house or outsourced). The BAC has also been asked to identify technological implications or opportunities for the activities that they recommend should remain in-house.
Suggest and justify recommendations to the BAC for each of the following major process areas:
(i) Attendance of repair staff at breakdowns;
(ii) Membership renewal;
(iii) Vehicle insurance services;
(iv) Membership queries; and
(v) Vehicle history checks.
2. Dec 2009, Q 3 b) 15 marks
Explain, using Harmon’s process-strategy matrix, how the complexity and strategic importance of process initiatives can be classified. (4 marks)
Recommend and justify a solution option for each of the three process initiatives (9 marks)
3. Dec 2011, Q 2 b) 15 marks
iCompute is currently re-considering three high level processes:
(i) Advice on legal issues (currently outsourced)
(ii) Software support (currently outsourced)
(iii) Time recording (in-house, bespoke software development)
Evaluate, using an appropriate framework or model, the suitability of iCompute’s current approach to EACH of these high level processes.
4. June 2013, Q3 a) 15 marks
Three significant business process areas have been identified in the scenario: (1) payroll, (2) legal advice and (3) an enhanced web service allowing wholesalers to request and track deliveries.
Required:
Use Harmon’s process-strategy matrix to analyse the characteristics of each of the three process areas defined above and suggest how each should be sourced and implemented at CT.
Model #7 Cultural Web - seven elements
Rituals and routines - what procedures are emphasized?
Symbols - Are status symbols are used for rewards? What are rewards given for?
Control systems - What is most closely monitored?
Organisation structure - How tall/flat?
Power structure - How much centralization is there?
Stories - Does news in the company focuses on success or failures?
The Paradigm - What assumption are taken for granted?
When Cultural Web was examined in P3 past exam papers?
1. Dec 2008, Q1 b) 18+2 prof. marks
The failure of the Director General’s strategy has been explained by one of the trustees as ‘a failure to understand our organisational culture; the way we do things around here’.
Assess the underlying organisational cultural issues that would explain the failure of the Director General’s strategy at the National Museum.
2. Dec 2010, Q3 a) 15 marks
Analyse Frigate Ltd using the cultural web or any other appropriate framework for understanding organisational culture
3. Dec 2011, Q 2 a) 13 marks
Analyse the culture of iCompute, and assess the implications of your analysis for the company’s future performance
4. June 2013, Q1 a) ii) 18+2 prof. marks
Explain how an understanding of organisational culture and organisational configuration would have helped the CEO anticipate the problems encountered in introducing a strategic planning system, and an associated information system, at MidShire Health.
Model #8 Contextual features - Balogun and Hope Hailey – Acceptance of Strategic Change
Fundamental change is likely to be resisted
unless there are good reasons for stakeholders to accept it.
Balogun and Hope Haley list the contextual
features which stakeholders will consider:
Time –
is the organization in a crisis or is there time for gradual change?
Scope
– will many people/divisions/depts. be affected or just a few?
Preservation
– are there processes, competences and staff that will need to be retained?
Diversity
– different parts of the business may have their own culture and interests.
Will the proposed change impact on these?
Capability
– do senior mgt. have the knowledge and experience to deal with change?
Capacity
– does the organization have the resources required to undertake the change?
Readiness
– are the key stakeholders aware of why change is needed and are they likely to
accept it?
Power
– can senior managers force change even if it is against the wishes of other
stakeholders?
When Contextual Features was examined in P3 past exam papers?
1. June 2008, Q4 b) 15 marks
The success of any attempt at managing change will be dependent on the context in which that change takes place. Identify and analyse, using an appropriate model, the internal contextual features that could influence the success or failure of the chief executive’s proposed strategic change for PSI.
2. Dec 2010, Q1 b) 13+2 prof.marks
Identify and analyse, using an appropriate model, the contextual factors that will infl uence how strategic change should be managed at Captain Haddock.
3. Dec 2012, Q1 b) 12 marks
Time, scope, capability and readiness for change are four contextual factors that affect strategic change. Evaluate the potential influence of these four factors at Steeltown Information Technology on any strategic change proposed by the EA Group.
Model # 9 SFA test - evaluation of strategic options
S Suitable? - for circumstances in which the company operates - its strategic position (SWOT, Porter's generic strategy)
F Feasible? - available resources, competencies, times
A Acceptable? - by key stakeholders
When SFA test was examined in P3 past exam papers?
1. June 2010, Q2 a) 15 marks
Assess, using both financial and non-financial measures, the attractiveness, from Swift’s perspective, of EVM as an acquisition target.
2. Dec 2011, Q1 b) 16+4prof.marks
GET’s proposed strategy is firstly to acquire SOFR and then the franchise to run the rail network of Raziackstan. You have been asked to provide an independent assessment of this proposed strategy. Write a report evaluating GET’s proposed strategy.
Model #10 Software selection - 5 stages by Skidmore and Eva
When a company decides to purchase a bespoke software it goes through these 5 stages:
1. Obtain tenders
2. First pass selection
3. Second pass selection
4. Implementation
5. Managing long-term relationships
When Software selection was examined in P3 past exam papers?
1. June 2009, Q3 b) 12 marks
Examine FOUR ways in which OneEnergy failed to follow a proper evaluation procedure in the selection of the RitePay software package. Include in your examination a discussion of the implication of each failing.
2. June 2011, Q3 b) 10 marks
Explain the advantages of fulfilling users’ requirements using a software package solution and discuss the implications of this solution for process re-design at IAA.
3. Dec 2011, Q3 b) 12 marks
Evaluate the problems and the lessons that should be learned from a post-project review and a post-implementation review of the electronic ordering system at HomeDeliver
To know more how to gain the professional marks in acca p-level exams
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