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I think part a 20 marks, part b 12 marks, part c 14 marks plus 4 professional marks for briefing paper
Can any body give examples for restructure of value chain in q1 c? i said the company has to make contact with transport company to inbound and outbound and reduce the inventory costs bu using pull system instead of push system
I chose question 3 but I see that most people chose Q4. I skipped Q4 after reading the requirements as I thought it was about pricing strategy etc…
any reasons why you chose q4? was it definitely about the 6 I’s?
Q1a – Value Chain was fair. I did not understand what questions 1b and 1c required, wasted so much time trying to figure out. Eventually left Q1b and 1c to do part B which were abit fair. Also did not do 4c – pricing due to poor time management.I didn’t do much for questions 1b & 1c. For this reason, chances of passing that paper are very slim. Q1 was too long to absorb all that was happening!
@zhomart58: Mine is the same. Usually there will be around 250-300 students. Yesterday there was only 50! Maybe not many students register for March sitting!
The thing with P3 is answers are not in a multiple choice format , as long as you argue your case you are bound to get marks. That is the beauty of business analysis , its about persuasion. Others on pricing strategy used focus and others etc . The issue will be is your answer supported with facts.
@sophienguyen said:
@zhomart58: Mine is the same. Usually there will be around 250-300 students. Yesterday there was only 50! Maybe not many students register for March sitting!The same in Russia – a five times lesse than regular Jun-Dec sessions.
Q1a – value chain issues – simply strengths/weaknesses of departments as standalone and in cooperation between departments;
Q1b – Earnings per scarce resources – the scarce resource is working hours per day (too much unnecessary issues on setup-setdown-production time added by tutor i guess);
Q1C – restructuring of current departments in each case – only bespoke windows, only standard windows. Example was given (additional readings for not-native english speakers means extra pressure) in appendixes.
Q2a – strategic planning as design, ideas and experience;
Q2b – cultural web and changes with new CEO approach;
Q4a – 7Is of e-marketing;
Q4b – setting price – i’ve used approach, that price should meet customers expectations, and pricing strategy should be a Differentiator.Give me exampels for restructure in q1c I said for example inbound and outbound they can make contract for transportation input and output that will give discount and in production they can make test before selling Windows
Is this idea is right cuz I didn’t understand question?@myafenok said:
The same in Russia – a five times lesse than regular Jun-Dec sessions.Q1a – value chain issues – simply strengths/weaknesses of departments as standalone and in cooperation between departments;
Q1b – Earnings per scarce resources – the scarce resource is working hours per day (too much unnecessary issues on setup-setdown-production time added by tutor i guess);
Q1C – restructuring of current departments in each case – only bespoke windows, only standard windows. Example was given (additional readings for not-native english speakers means extra pressure) in appendixes.
Q2a – strategic planning as design, ideas and experience;
Q2b – cultural web and changes with new CEO approach;
Q4a – 7Is of e-marketing;
Q4b – setting price – i’ve used approach, that price should meet customers expectations, and pricing strategy should be a Differentiator.Q4b: I took an analysis of competition, demand, objective (growth, control, efficiency or others?…), strategy adopted (it looks more like Focus Differentiation), regulation… to establish price.
@elzeafry said:
Give me exampels for restructure in q1c I said for example inbound and outbound they can make contract for transportation input and output that will give discount and in production they can make test before selling Windows
Is this idea is right cuz I didn’t understand question?There are four departments in Question 1. Each of them has their own issue, mainly due to production combination of bespokes and standard.
Part a requires us to analyse the current issue with example given in Firgue 1.
Part c requires us to provide some recommendation of reconstruction (in each department) to solve part a issue under the circumstances that switching to produce bespokes only or standard only. The recommendation approach must be like Firgue 2
One example is the inbound and procurement if switching to bespokes ONLY. Part a points out due to strict deadline from customers, they cannot plan to buy materials in advance. They can only buy after there is a sales contract with customer. Hence, they cannot have a discount. So reconstruction ideas must be based on how to solve the issue and improve the department performance.
This is my opinion 🙂
@sophienguyen said:
Q4b: I took an analysis of competition, demand, objective (growth, control, efficiency or others?…), strategy adopted (it looks more like Focus Differentiation), regulation… to establish price.I’am not insist that my approach is very correct and i agree that focus differentiator is more specific and better anwer.
i put down product differentiation and charging premium from customers because the company was offering bespoke holidays so customization and emarketing would lock in customers and increase switching costs. again this is just my opinion
i didnt write much on 4(b). just manage to fill a page because of time constraints.
It seems that Q3 is not a popular one because it’s quite long and requires bit of calculation from F5 (which I and may some others forget some parts). Skimming through that and I thought it would not be too hard but it might take longer time to do than Q2 or Q4.
And I must say that the questions are long long long, at least 20 min should be available to read, not even to plan approach.
Guys my approach to pricing was went over all the price factors 1)pricing objectives 2) competitors 3) customers/demand 4) cost 5) controls. Anyone agrees to this?
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Question 1 was too lengthy.
TIME MANAGEMENT SKILLS is essential for this paper.I thought Q1 was very heavy on value chain and quite confusing with the wording of the question at first.
Q4 for strategic approach, I went with cover costs, how much competitors are charging, how much customer is willing to pay and whether it fits with overall strategy of the company.
Concluded that because it is a high quality holiday, should go with high pricing strategies but with rivals in the market offering substitutes, should consider price skimming and other low price strategies to gain market share.@elzeafry said:
Give me exampels for restructure in q1c I said for example inbound and outbound they can make contract for transportation input and output that will give discount and in production they can make test before selling Windows
Is this idea is right cuz I didn’t understand question?In case of only stadard windows production – no need for highly qualified designer in sales and marketing department, there is also no need for those part of sales and marketing team which was participated in negotiations with customers when they place orders for bespoke windows, i suggest that this ppl can be redundant in order to save costs.
I believe any reasonable suggestion which is suitable for clues given in the scenario can be valued, it’s all depends on how we can explain and prove our suggestions.@myafenok said:
The same in Russia – a five times lesse than regular Jun-Dec sessions.Q1a – value chain issues – simply strengths/weaknesses of departments as standalone and in cooperation between departments;
Q1b – Earnings per scarce resources – the scarce resource is working hours per day (too much unnecessary issues on setup-setdown-production time added by tutor i guess);
Q1C – restructuring of current departments in each case – only bespoke windows, only standard windows. Example was given (additional readings for not-native english speakers means extra pressure) in appendixes.
Q2a – strategic planning as design, ideas and experience;
Q2b – cultural web and changes with new CEO approach;
Q4a – 7Is of e-marketing;
Q4b – setting price – i’ve used approach, that price should meet customers expectations, and pricing strategy should be a Differentiator.@sophienguyen said:
Q4b: I took an analysis of competition, demand, objective (growth, control, efficiency or others?…), strategy adopted (it looks more like Focus Differentiation), regulation… to establish price.Give me exampels for restructure in q1c I said for example inbound and outbound they can make contract for transportation input and output that will give discount and in production they can make test before selling Windows
Is this idea is right cuz I didn’t understand question?@elzeafry said:
Give me exampels for restructure in q1c I said for example inbound and outbound they can make contract for transportation input and output that will give discount and in production they can make test before selling Windows
Is this idea is right cuz I didn’t understand question?In case of only stadard windows production – no need for highly qualified designer in sales and marketing department, there is also no need for those part of sales and marketing team which was participated in negotiations with customers when they place orders for bespoke windows, i suggest that this ppl can be redundant in order to save costs.
I believe any reasonable suggestion which is suitable for clues given in the scenario can be valued, it’s all depends on how we can explain and prove our suggestions.
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