Summary of models

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    Below are list of models and important key areas in the syllabus.

    Ch 1: Strategy
    Different models for strategic planning process:

    1. Rational Planning model – strategic choice, strategic option, strategy in action
    2. johnson & Scholes- 3 levels of strategy —> corporate strategy, business strategy, operational strategy
    3. Johnson & Scholes- 3 lenses —> experience, ideas, design.
    4. Mintzberg’s emergent strategies

    Ch 2: Stakeholders, ethics and culture

    Mendelow matrix mapping (to identify stakeholders)
    Johnson & Scholes- ethical position of company
    Charles Handy – types of culture (power, role, task, people).
    Miles & Snow- strategic cultures (defenders, prospectors, analysers, reactors).
    Cultural web – whether a particular strategy is acceptable to employees. (CORPPS)

    Ch 3: Environment

    Johnson & Scholes- key drivers of change (why do things change?) —> (market globalisation, cost globalisation, global competition, economic, environmental, legal).
    Pestel- analysis of external environment
    Porter’s national diamond- reasons why some companies in a particular countries have competitive advantage than companies from other countries.

    Ch 4: Competition and markets

    Industry life cycle
    Porter’s 5 forces

    Ch 5: Strategic capability

    Mckinsey’s 7S
    Porter’s value chain -appraise internal aspects of org.
    porter’s value network – extends the idea of value chain to include customers and suppliers
    Product life cycle
    TARA framework – dealing with risks

    Ch 6: strategic options

    Ansoff matrix – used to generate strategic options
    BCG matrix (under product development).
    Porter’s generic strategy (under market penetration). —> cost leadership, product differentiation, focus group.
    Strategic clock – look at price and added value

    Ch 7: Strategic choice

    Johnson & Scholes- strategic rationale – ways head office can create value in each business they own —> portofolio managers, synergy, parental developers.
    Ahsdrige portfolio model —> use BCG matrix instead. (which divisions to keep or get rid of)
    Tows analysis
    Johnson & Scholes- SFA test

    Ch 8: Finance

    Limiting factors
    Make or buy
    Closure or continuing decisions
    Special contracts
    ratio analysis
    Regression, time series analysis

    Ch 9: Marketing

    Marketing mix (7 Ps)
    CSF and KPIs

    Ch 10: Business process

    Rummler and Brache- Gaps and disconnecting
    Harmon’s process- strategy mix

    Ch 11- Ebusiness

    6 stages of using IT (initiation, contagion, control, intergration, data adminstration, maturity).
    Suppy chain: upstream, downstream
    6Is for e-marketing
    customer life cycle

    Ch 12: People in organisation

    Organisational structure (fuctional, divisional, matrix)
    Mintzberg structural configuration (ideology, strategic apex, middle line etc)

    Ch 13: Project management

    Project gateways- method to run a project
    Wards & Daniels – types of benefits (how benefits can be measured)
    tuckman’s stages of formation – stages before starting the project
    Belbin’s personality mix- personalities in the group

    Ch 14: Change and development
    Balogun & Hope Hailey – contextual features for stakeholders to consder before accepting change
    Lewin’s force field analysis – forces at work whenever a change is considered
    Lewin’s 3 step process- stages necessary for something to change (unfreeze, freeze, refreeze)


    This is great, thanks for sharing.


    Thanks alot God Bless you

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