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The exam was ok, but again, very time pressured. You have to be very strict with you time allocation and move on once the time is up, so I did that. I sat this paper for the third time, and the Q1 was the shortest scenario I have seen for the three sittings, which I was relieved to see.
Q1 and 4 were fair, I attempted Q3, even though I struggled a bit with it, but I did write something.
I am hoping for a pass, 50 would totally do!
Lets enjoy the summer now everyone!
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@hujansan @aurianne04 said:
Lord, i just need 50%, no award winning prize please. JUST 50%
HOW MUCH LONGER AM I GOING TO CARRY ON FEEDING ACCA WITH MY EXAM FEES…I need returnYa Lord, please help us, I m requesting for the same too~ ^^
@richieoctober said:
all the examiners articles – people & strategy, pricing strategy (econimic & non economic factors), the strategic use of IT, forecasting (trend analysis), and project mangement. . . . . barely anything came up only the financial and non financial benefits of the project and benefits realisation. very annnoying to study these inside out and the minimal amount comes up in the exam. im very disappointed after putting in so much effort for nothing. q1 part a) i put in pestel and then did the 7m’s model as i taught this best fitted the “market/industry” requirement. the porters diamond is used when expanding abroad & the porters 5 forces is in relation to “competition”. the question didnt ask for competition of wasnt a foreign expansion so what do ye think???? was i wrong using the m’s model????? time pressure also was unreal. didnt get to finish question 4 and didnt really relate it back to the case study, just explained the i’s and gave a real life example. overall, disappointingactually those articles are not written by examiner, most of them are written by Ken Garrett, he is a freelance lecturer and author. my situation same like you, i spent time carefully read all the articles. revise the whole class notes and revision notes, but when i saw the questions, my mind really went blank, what i studied before really time wasted, i might as well dont revise, at least i won’t be panic that what i studied was totally irrelevant
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It was way too lenghty paper… had consumed time reading the scenario and plotting the answers.
Q1 i use Pester and 5 forces and make or buy decision for outsourcing. 3 weakness not really sure just wrote some crap 🙂
Chose Q2 & Q4, Q2 was mostly like F9 with org matrix.
Q4 6I’s and E procurement – scenario application (havent use anything just justify its usefullness and relevance to the scenario.it was supposed to be an OK paper should they made it 4hours instead of 3hr paper. Answers are just at the back of the mind, you just cannot concentrate because of the time pressure 🙂
Good luck to us getting 50%
Well, quite a disaster… After all, I do not understand why we should again learn the cases from F9, P5 ect.?? This paper is a business analysis, and why we should calculate IRR and other things which we have done before? Disappointing is that all the revision kit examples (except Pilot Paper 2011) do not reflect the new exam style of the new examinator. Therefore, wasted efford and time… Just hope that I “matched” the correct models and my common sence explaination will be useful for 50 marks… :(((
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@alancong Sorry I can’t really answer your question. I can’t remember what Q1 part c was and in Q2 I don’t think there was an ‘intangible and tangilbe part’. You’d have to elaborate what you mean.
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@ahmed1986 If you included good points on the industry within a PESTEL analysis then I’m sure you’ll still score points for it. Strictly speaking though PESTEL is for macro or general environment. There were only 4 professional points for use of models so you can’t loose much for it.
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the thing with irr and npv question was you dont have to calculate anything , you just have to tell that he dont know what he was saying , as the discount rate he gave you were totally wrong which included only inflation effect so calculating irr with it would also be wrong , the thing was the company was having financing issues payback is usually suitable for that companies that are having financial issues as a initial screening tool , later on management can set irr as a benchmark that should be achived , also npv was quite worng , as he gave “employee moral” and “quality of info” which were intangible benifits , the only thing he was right about was business case , which you have to define what it was
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