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PESTEL for macro environment, P5F for industry environment for GET. Did a table of the financial info and a few comments, then a bit of SWOT for the others bits such as the IT system and brand, although I didn’t use SWOT as headings.
I don’t honestly remember the franchise part in 1(b)? It asked about the strategy so I used a bit of PESTEL to compare the two countries, talked about the adv and disadv of acquisitions (brief) and mentioned the possibilities of strategic alliance to reduce the risks. Summarised with SFA criteria.
CSF and KPI seemed straightforward.
I did (2) a (3) afterward.
I agree that the main problem with P3 is time management, I actually finished 10 mins early so I think I may have been too brief in places.
Just hope the marker can read my writing – nowhere else do I have to write for three hours using a biro!
Good luck to everyone! x
Hi Mixer, thanks for reply.
I couldn’t open your link (something about a restriction) but I looked in the BPP text book and noticed their direction arrows in their dependency framework point from objectives to benefits, but they point the opposite way in Kaplan’s!
BPP makes more sense to me.
Your explanation of deliverables makes sense, thanks.
I’m going to take it that deliverables support objectives which support benefits. Although the lines are blurry at times.
As Grommit suggested on the other forum – that’s my story and I’m sticking to it.
All the best for Monday!
Thank you Gromit. I can see the horizontal integration provided some synergy and that was the most likely motive for an answer.
Also, one last question, sorry. Being that there’s more emphasis on pricing now, should we be concerned about transfer pricing issues when evaluating the financial results of SBUs that are integrated, such as Shoal? None of the text books seem to cover it.
Thanks again.
Many thanks Leigh, I had forgotten about MMI even though I had done it a couple of days ago! I’ve looked at Kaplan’s answer and the significant line (for me anyway!) was that MMI could recruit managers with established track records in IT. What you said but I was reading it as internal management.
So I take it a corporate parent would have the skill at spotting undervalued businesses, e.g. low share price, but buy in the expertise to turn them around. They then adopt a hands off approach and set financial targets.
That’s also pretty much the definition of the financial controller role, MMI looks at that with the leisure park company. I guess a PM role can mature into a FC role.
My confusion came with the Dec 10 exam as the roles are specifically discussed. I would have thought that Shoal’s takeover of the restaurant chain was an ideal case of a PM role. It turns the restaurant around with some cash, installs some new management and sells it when it’s back to profit. I know Shoal looks to exploit synergies, but the BPP answer says the PM role is not suitable. Still confused about that one to be honest!