There are SIX questions, two in Section A, and four in Section B.

Candidates should
answer both questions in Section A, and two questions from Section B.

Section A:

Answer Both Questions: Case Study attached

Case Study: “Building Banks a Branch at a Time”

(Financial Times, Thursday 18 February, 2010)

1. Using the Resource Based View of strategy, explain how resources contribute
towards sustainable competitive advantage. By applying the framework to the case
study, identify the resources and capabilities that contribute towards the competitive
advantage of Handelsbanken. Is their advantage sustainable? Justify your answer (25
marks).

2. In order to achieve growth, Handelsbanken has expanded internationally using

“organic” (internal) development. Describe the alternative directions in which
organisations can pursue growth, and the different methods of implementation. Explain
why Handelsbanken has chosen internal development rather than the alternative
methods of implementation. What are the different international strategies, and which
approach has Handelsbanken adopted? (25 marks)

Turn over
Section B:

Answer Two Questions only

3. Draw, describe and explain Faulkner and Bowman’s (1995) Strategy Clock
framework, comparing it to Porter’s approach to generic competitive strategies. Identify
the positions on Faulkner and Bowman’s Strategy Clock of three organisations of your
choice, each of which is pursuing a different strategy. Explain, compare and contrast
the differences in competitive strategies of the three organisations. (25 marks)

4. What are the benefit and challenges of undertaking an external analysis of the
(macro) general environment? Using the PEST(EL) framework, Identify and explain the
key changes that have presented both opportunities and threats to the UK fast food
industry. (25 marks)
5. Describe and explain the five forces model. Apply the framework to an industry of
your choice, and explain how current industry competitors attempt to keep out potential
entrants? Why would they do so? (25 marks)

6. What are the specific strategic issues facing Not-for-Profit (NFP) organisations, and
public sector organisations? How is strategic management implemented in such
organisations? (25 marks)