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too much writing.. LOL @ Fair.
I always feel for students of P3 and F8 who always thing paper was easy and yet they fail on 40 – 49% .. 🙂
Same old story mate.
I found question 3b to be the simplest because it could be generally answered from any ideas that make sense.
I talked of:
1. after sale service
2. A website that meets the 6Is criteria
3. I talked about promotions and advertisements
4. I talked about gifts to customers such as pens, calenders etc
5. I talked about “Know your client”. I have seen this working in the banks and other companies were they really get to know their clients.
6. I talked about inviting clients or prospect clients to annual balls as long as the benefit outweighs the cost
7. I talked about sending newsletters to clients and would be clients etcI will put my foot here!!! we were not asked to use any specific model here.
Question 1 had me complete blanked :/ .. I still managed to write dunno if that was enough
Question 2 was tooooo easy
Question 3 a was extremely simple
Question 3 b was kinda ambiguous for me.I felt that I had the knowledge but found question 2 hard where it was asking about managers from the scenario ?..was not sure what it was asking for so talked about portfolio, synergy and parental…
and about job enrichment principles – I had no idea….!
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Thought the exam was okay, but theres definately been easier in recent times. Seemed for every standard mark on there though, there was a difficult mark. The strategy lenses and CRM i knew a little about.
I have never even heard of scenario planing, never mind for 10% of the exam. I looked in my Kaplan complete text and its not in the index.
For question one I thought it was a bit confusing. I just found ways the project didnt go well or should have been done differently and tried to put them into each category. Id have prefered project management to be in the choice questions.
For 1b i used the cultural web. Couldnt find anything to say for symbols and structure was a push.
For 1c i knew the strategy lenses followed rational planning, incrementalism etc I tried to say how these applied to MedShire.I did question 2. Standard 5 forced, Overall said the market was already crowded and these competitors wouldnt let the business just set up, plus they were all bigger, so it wasnt a good option.
For part B i didnt have a clue. I guessed why planning scenarios would be good and their limitations. I also suggested ways that the company could move into the market.I also did question 3. The harmons matrix was a nice topic. I said outsource the payroll, bring the law in house make it a key process as its so important in the industry. I said automate the website tracking as it seems the IT dept could do it simply. For part B i couldnt remember much. I said the website could help interaction, send personalised emails etc.
Overall as long as I have understood whats been asked and applied it well enough, 50% should be doable. Good luck to everyone else.
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I would better watch inception than writing this paper……
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For Q2 (b), I used Ansoff and BCG models as the examiner used the wording ‘scenarios’ for new market in Eurobia, I don’t know whether it is correct or not…
And for Q3 I also used 6Is for CRM, but my time management is so poor that I just finished writing the headings of all 6Is and explain 3 out of the 6 🙁<cite> @bbegio said:</cite>
Hello
After failing P3 in December, let me tell you how I think this session was. I read many past P3 papers and can admit that this one was a very fair paper.
Q1 asked for what it needed the failing strategic planning project described in the scenario to succeed, with some reference to the software implementation that the CEO wanted in place- 18 marks that could be achieved. I personally developed my answer around SMART. The following question offered another 18 marks for analysis of the current culture and organisation structure and how, if it was assessed before laying down the strategic plan described in the scenario, it woul have helped the CEO to achieve the strategy. 4 marks for presentations and 10 mars for strategies lenses.
Q2 – Porter’s 5 forces -15 marks. Very sweet the examiner. The other part asked for …. Ops, I don’t remember anymore.
Q3 – harmon’s matrix – again, the examiner was very nice this time. 15 marks for three business processes to assess plus suggestion on action. Last bit, 10 marks, CMR. How its implementation could help the company in terms of acquisition and retention of customers.I felt totally lost last time. I argued that it was complex and very lengthy. I don’t think there was any trick this time but in December, the paper was much harder, I just hated it.
I hope this helps!
Good luck you all!
BBwhat on earth did you good people write about Scenario Planning in the 1$ industry ?>??
Timing was a big issue today. I had not finished reading Q1 at the 15 minutes mark, let alone the options (chosen by reference to the question requirements not reading the scenarios).
Q.1. I began after an extra 10 mins to finish reading(!) and took too long. Part (a) seemed ok – structured (i) around the project stages and (ii) around cultural web (except no obvious symbols, more emphasis on power) and comparing config of org to what the CEO was used to. Did you decide it was a professional bureaucracy anyone??
Part (b) I had already overrun and with hindsight should’ve moved on to do a better job of the Section B questions but I had a quick stab, writing down ways in which the CEO intended strategy to come from design, experience and ideas but all were scuppered as he didn’t go about it very well. Did anyone feel they knew what this part was after?
Q.2. I got something down for each of the 5 forces in part (a) and talked through modelling scenarios on range of assumptions for part (b) but I didn’t even look at the financial information I now realise!! Did people conclude that it was a good strategy?
Q.3. I began with something like 20 mins of exam time left but I think my part (a) answer was strong. I positioned each of the strategies on the quadrant and explained the IT people should’ve focused their attentions on the web process not overcomplicating payroll to the extent people don’t know what they’re being rewarded for! I said to stick with outsourced legal as workload varies and not adding value. Part (b) I frantically scribbled a few things about CRM, then realised that the customers were industry-based not end users so usual incitements wouldn’t sway them. Was in middle of trying to turn it around when time was up!
Overall not a disaster but could’ve done with more reading/thinking time. Hoping for a pass!- Topics: 0
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<cite>@jackbailey02 said:</cite>
Thought the exam was okay, but theres definately been easier in recent times. Seemed for every standard mark on there though, there was a difficult mark. The strategy lenses and CRM i knew a little about.I have never even heard of scenario planing, never mind for 10% of the exam. I looked in my Kaplan complete text and its not in the index.
For question one I thought it was a bit confusing. I just found ways the project didnt go well or should have been done differently and tried to put them into each category. Id have prefered project management to be in the choice questions.
For 1b i used the cultural web. Couldnt find anything to say for symbols and structure was a push.
For 1c i knew the strategy lenses followed rational planning, incrementalism etc I tried to say how these applied to MedShire.I did question 2. Standard 5 forced, Overall said the market was already crowded and these competitors wouldnt let the business just set up, plus they were all bigger, so it wasnt a good option.
For part B i didnt have a clue. I guessed why planning scenarios would be good and their limitations. I also suggested ways that the company could move into the market.I also did question 3. The harmons matrix was a nice topic. I said outsource the payroll, bring the law in house make it a key process as its so important in the industry. I said automate the website tracking as it seems the IT dept could do it simply. For part B i couldnt remember much. I said the website could help interaction, send personalised emails etc.
Overall as long as I have understood whats been asked and applied it well enough, 50% should be doable. Good luck to everyone else.
legal advice had high complexity but low stg importance because those legal advices where requird by themself not by end customer so it shoud have been outsourced.. website had lowcompexity and high stg importance so itshould have been kept inhouse.. besides they had it expertise from the developmnt of complex payrol
I thought it was okay.
Some easy marks such as Culture, Strategic Lenses, Porter 5 forces & Harmon Process Strategy Matrix
However i found CRM & Scenario analysis tricky. Not seen any of these in past questions
Overall i think there was enough easy marks for for a pass. Main thing was i finished the paper and wrote enough for each part. So marks will be gotten even in the tough areas.
<cite>@jk0323 said:</cite>
legal advice had high complexity but low stg importance because those legal advices where requird by themself not by end customer so it shoud have been outsourced.. website had lowcompexity and high stg importance so itshould have been kept inhouse.. besides they had it expertise from the developmnt of complex payrolSame, thats what i thought. It made no sense to bring it in-house with just one legal person. I emphasis the good work that they were enjoying with the outsourced team so no reason for chance. I think they tried to trick people by saying the legal part was of importance (not strategic importance).
Either way, you will still get good marks for whatever you decide as long as it is explained well.Strategic planning process is simply the three stages planning model suggested by JSW: strategic analysis/position, strategic choice and strategy into action.
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Did anyone else notice that on question 2, that the company’s revenue was stated as being 120 times the revenue of the whole market? 120 thousand million dollars (which I referred to as 120 billion) as opposed to almost a thousand million. At first, I thought it was a misprint but then it mentioned the supermarket’s was 42500 million. A strange way of terming it which makes me think it was a little trick put in by the examiner…
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<cite>@jk0323 said:</cite>
legal advice had high complexity but low stg importance because those legal advices where requird by themself not by end customer so it shoud have been outsourced.. website had lowcompexity and high stg importance so itshould have been kept inhouse.. besides they had it expertise from the developmnt of complex payrolMy tutor said it does not matter what you say as long as you can back up your arguments with valid points. I though the legal thing is a big issue for the customers and it is becoming more important as more legislation is coming in all the time, if they do not get it right they may lose them or get penalties. Automating the website is keeping it in house – but it seemed to be a simple task since they could develop very complex stuff like payroll.
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<cite>@dannyt1985 said:</cite>
Did anyone else notice that on question 2, that the company’s revenue was stated as being 120 times the revenue of the whole market? 120 thousand million dollars (which I referred to as 120 billion) as opposed to almost a thousand million. At first, I thought it was a misprint but then it mentioned the supermarket’s was 42500 million. A strange way of terming it which makes me think it was a little trick put in by the examiner…I didnt see that. I read it as 120mill. The other companies are all around 300mill. So because we are much smaller, dont go into competition with them.
<cite> @ryzvonusef said:</cite>
Am I the only one who chose Q3 & Q4 instead of Q2?No I didn’t do q2 either. I thought part a was easy but didnt have a clue on part b so didn’t want to throw marks away 🙂
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smaller but have cash reserves and can lease a lot of stores……….. market for $1 stores was growing (higher sales every year)so I write it is good idea to expand. recession probably will affect those 3 existing companies.
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difficult paper for me in general. spent a lot of time reading the questions……………….
<cite>@dannyt1985 said:</cite>
Did anyone else notice that on question 2, that the company’s revenue was stated as being 120 times the revenue of the whole market? 120 thousand million dollars (which I referred to as 120 billion) as opposed to almost a thousand million. At first, I thought it was a misprint but then it mentioned the supermarket’s was 42500 million. A strange way of terming it which makes me think it was a little trick put in by the examiner…I noticed that too and it put me off the balance.
I am pretty sure that it was ACCA’s misprint.
I interpreted it how it was – dollar shops market less than 1% of company’s revenue so not worth investing into, the supermarkets having much bigger turnover so in the scenarios in part b) take this into consideration.
But I still think that it was a misprint.
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