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anyone get the exam that had the bits with ROI and RI and also the bits with the taxi firm?
Yup…. with Hopwood management style… and Q 1 on benchmarking etc , kaizen …
Ran out of time for Q1… couldn’t do Q2…opted for Q3 with roi ri to do within limited time that was left. Disappointed with the bad time mgt.
thought the internal benchmarking was alright there was a few bits to say about that with them having different plant conditions etc.
didn’t think the ZBB and kaizen were too bad either
stuffed with the question that asked to calc a standard cost per unit what did you do for that? i ended up adding 40 for the PPC for the unit cost per unit adding to 230 whereas the target cost was 80% of 200 selling price due to the 20% margin
Hi, got the same number for advertising. 230 actual vs 160 target. I think the requirement overall was too much for the allocated time.
Didnt get at all that question on performance related reward. Was 5%, added 7%, now it is 15% ?! What?!
Same with mngmt style vs cost strategy vs 3 cleaning divisions. How would get these all in 1 answer?Anyway, very frustrated to get divisional performance in Q1 and Q2.
The budgeting was ok, kaizer and target cost more or less ok, but the rest is a complete nightmare.Also struggled with linking to the story. Too much text for Q1 I think.
Getting ready for retake 🙁
Yes i got same thing $40 per unit… however I put assumption that the 0.1% training wasn’t mentioned that it was directly related to product cc 4400…so removed it hence answer was $69 cost gap…
The financial benchmarking was okay given points were given how operations etc differ..zbb okay ,kaizen rushed it a bit as I was way beyond time and had just 47 mins left…I don’t know if I scored enough to pass with Q 1 & 3. I hope I did, otherwise… retake… shame, because i just ran out of time..the paper wasn’t difficult..just maybe practice within time frame wasn’t enough during the prep!
The different mgt styles were to be explained and assess what type of mgt would better suit the porters strategic direction right ?
I just explained the styles and linked to cost differentiation & leadership and explained why…and based it on what they said each cleaning division had as strategy and focus… I don’t know now ????
I skimmed read Q2… I didn’t practice much on that area and knew I would have taken more time so jumped to Q3…to try and score some marks… the roi and ri were pretty direct right? Even though the cost of capital was very out of date…. what was your take on it?
I honestly think there were too much information to digest and apply in exhibits, plus the calculation with a page long “notes”. Noe of the past papers I saw hd this much of information.
RI and ROI question – RI is positive, this is good, what else did you write?)
The disposal department had lower ROI than industry average, i think it was 11% vs 15%. However having it higher than cost of capital before the VC is good) thats all I could come up with on this 9% thing))
Ri being positive so good performance , and briefly explained what ri calculates.. using controllable profits…
But word of caution for the use of outdated cost of capital for imputed interest… ROI I don’t remember the figures being less…I think I said all performance good… and greater than the 9% so division performance good.. thought whether must mention the dysfunctional behaviour roi could bring…but didn’t do so…yeah i was confused on the question that mentioned it went from 7% to 15% bonus etc. i started just trying to list issues with the new bonus structure being more performance related e.g performance for managers in less busier locations would be less motivated due to it being more difficult to achieve positive performances and therefore their reward but probably wrong
I also remember they asked not about the management style, but budget implications for different mngmt styles. Overall, still don’t get it)
Same with rewards – i just provided that performance reated reward is good and provides incentive. However they did not provide the target to get the reward which made it hard to discuss furtherWhat did you get for Q2 divisional performance ?
I got metrics in bbm for determinants and how they could affect results… to evaluate same and justify any metric that doesn’t seem suitable and suggest a new one
I struggled with defining which measure relates to what – flexibility vs customer vs quality.
The first two measure are ok, the third (km per sallary) i said that it is not that helpful. The fourth one (dont remember what it was) I also said its no value and proposed number of app orders/total orders to see how app is doing)
By the way did you adjust on PBIT for divisions assessment ? There were some head office apportioned costs, but i wrote down the assumption that all revenue and cost provided are controllable
Yes… just gave a brief explanation and explained how budgets implications would differ… cost control etc… now don’t know if the answer is relevant at all.. I honestly don’t know where I stand with this sitting… can only wait for results day!
What’s good is that first part was general then applied to the divisions…
For q2 struggled a bit with the metrics…was working on that itself when exam ended
Yes I did adjust it.. I took only the controllable costs…
I think it should be okay if justification is provided for assumptions right?
Yes, in comparison to Q2 and Q3, Q1 was pretty straightforward. So hoping enough marks can be earned there to offset the effect from the other two.
yeah i also removed the head office costs but left them in for residual income which i’m unsure is correct
Value chain for 2nd question
Performance hierarchy for 3rd
Found this the toughest paper
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