This action might not be possible to undo. Are you sure you want to continue?
“To be the Preference in Value Optimization for “To develop strategic leaders through imparting quality Business”. education and training in Management Accounting, to continually set and upgrade professional standards and to conduct research, bringing value-addition to the economy”.
Assignment Questions - New Fall (E) - 2011 Session Management Accounting-Business Strategy Stage – 6
A student who takes admission in Correspondence Course shall be required to complete all assignments of his respective subjects within the same academic session. If he/she fails to complete 100% assignments within that session, he/she shall be required to re-enrol himself/herself in the next session after making payment of 100% correspondence course fee. Each assignment is allocated a total of 100 marks. 100% assignments of all subjects must be submitted in the session in which the examination is to be taken. The last date for submission of first 50% assignments is 07 January 2012 and next 50% is 04 February 2012 for April 2012 Examination. Those students who are not appearing in the particular examination may, however, submit the assignments latest by 15th March 2012. You are required to pay Annual Subscription of Rs.700/- during July – December each year to avoid payment of Restoration Fee of Rs.1500/-. Examination Fee is payable from February 15 to 29, 2012 [with normal fee] and March 1 to 8, 2012 [with 100% late fee] for April 2012 Examination. Examination forms can be collected from any ICMAP Centre or website: www.icmap.com.pk. Assignments would not be acceptable after due date.
4. 5. 6.
Examination Eligibility Criteria
7. 8. The student must obtain 50% marks in each assignment and if he fails to obtain the said percentage of marks, he/she has to re-write and resubmit the assignment within one week, otherwise he/she will not be eligible to appear in the examination.
Correspondence course students will be required to appear in two (2) online tests for each subject and the student who secure aggregate 50% marks in tests will be eligible to appear in the final examination."
Comment on this statement.) (a) (b) Describe the importance of corporate social responsibility in the business environment. Briefly describe each of the above stage.David 11th ed. Discuss each of the above strategies. Assignment# 3: The Business Mission Q1 Developing a strategic vision and a mission statement is the first stage of strategic management process.) Discuss the generic strategies suggested by Michael Porter to gain sustainable competitive advantage. David 11th ed. (Ref: Fred R. Compare and contrast related diversification and un-related diversification. How it differs from corporate governance? How does a mission statement indicate the firm’s attitude towards various stakeholders? Once a mission statement of a firm is developed.) Different strategists may have different answers to the question “What is our business?” In view of this statement explain why a mission statement should be reconciliatory? (Ref: Fred R. (Ref: CIMA Strategic Level ‘E3’ Study Text: CIMA official terminology) Define strategic vision and mission statement. suppliers and competitors. In this context highlight the importance of a strategic vision and a mission statement. David 11th ed. Compare and contrast vision statements with mission statements in terms of composition and importance.) (a) (b) What do you understand by the term corporate appraisal? The term corporate appraisal is often used synonymously with the term SWOT analysis. David 11th ed.David 11th ed.) Assignment# 2: Strategies in Action Q4 (a) (b) (10) (15) Q1 (a) (b) What do you understand by the term competitive advantage? (Ref: Fred R.Assignment# 1: The Nature of Strategic Management Marks (05) (20) (25) (10) (15) Q1 Q2 Q3 (a) (b) Define strategic management. (Ref: Fred R. Should the mission statement be evaluated for its effectiveness? And should it be changed? (Ref: Fred R. List down stages of strategic management process. List down various intensive strategies available to a business organization. (Ref: Fred R. Why it is so important to integrate intuition and analysis in strategic management? Please discuss.David 11th ed.) (25) Q2 (25) Q3 (17) (08) (25) Q4 2 . Briefly describe each of the above defensive strategies. Describe various situations in which businesses pursue defensive strategies. (10) (15) (25) (10) (15) (10) (08) (07) Q2 Q3 Q4 (a) (b) (a) (b) (c) Discuss various integration strategies a business organization can pursue to gain control over it’s customers.
what each of the following ratios measures? (Write one sentence for each measure).000 40.40 3 0.000 1.000 580.10 0. A sample CPM comprising three companies in an industry is given below: Critical Success Factors Advertising Product quality Price competitiveness Management Financial position Customer loyalty Global expansion Market share Total Weight 0.20 0.30 2 0.45 2 0.000 3.30 2 0.60 4 0.200.000 1.) Q2 Q3 (a) (c) Which key external forces acting on a business organization are included by Michael Porter in his five forces model? Discuss each of them.David 11th ed.000 3.40 4 0.15 Company .15 2.20 4 0.120.) How does PEST or PESTEL framework helps in analyzing various external forces facing an organization? (Ref: Fred R.05 3.20 4 0. (iii) List down other factors that can be considered in CPM analysis.70 Company – 2 Rating Score 1 0.000 10.000 1.000 520. You are required to state.20 3 0.10 0.00 Company .600.05 1.000 800. industry norms.10 0.60 (20) (05) (12) Q4 (a) (b) Required: (i) Indicate most important critical success factors for a successful company in the industry.600.10 0. 2007 2008 2009 Cash Accounts receivable Inventory Net fixed assets 60.30 3 0.20 2.000 3 .000 400.20 4 0. (ii) Identify the strength(s) of each company. Explain why it is important to effectively balance these forces for achievement of organizational objectives? Explain how The External Factor Evaluation (EFE) Matrix is used in industry analysis? The Competitive Profile Matrix (CPM) identifies a firm's major competitors and its particular strengths and weaknesses.40 3 0.15 0.390.80 1 0.1 Rating Score 3 0.60 2 0.3 Rating Score 4 0.40 3 0.30 1 0.000 1. Current ratio Acid-test ratio Average collection period Inventory turnover Total debt to net worth Long-term debt to total capitalization Gross profit margin Net profit margin Asset turnover Return on assets (b) (b) Summarized financial statements of XYZ Company for last three years are given below: Amount in Rs.20 2 0. financing and dividend decisions are analyzed comparing them with previous results.80 3 0.40 4 0.000 960.600.20 0. (04) (05) (04) Assignment# 5: Q1 (a) The Internal Assessment (10) The assessment of finance/ accounting function is possible when the results of investment.30 4 0.David 11th ed.000 2.Assignment# 4: Q1 (a) (b) External Assessment (10) (15) (25) What is the basic purpose of an external strategic management audit? Explain how it is conducted? (Ref: Fred R.860.30 3 0.
000 760.) Explain why prioritizing the relative importance of strengths and weaknesses in an IFE matrix is an important strategic management activity.000 200.600. (Ref: Fred R.000 420.000 200.000 6.000 400.100.400.000 3.000.000 8.000 1.000 8.000 200.000.000 2.000 1.200.390.000 450.600.000 200.000 600.000 600.000 (07) (05) (03) (15) (10) (15) (10) (25) Required: (i) Calculate the ratios for the three (03) years as mentioned in (a) above.000 7.000 6. short-term Long-term debt Ordinary share capital Retained earnings Sales Cost of goods sold Net profit 460.000 200.600.Accounts payable Accruals Bank loan.David 11th ed.David 11th ed.David 11th ed. Write short notes on the following: The Strategic Position and Action Evaluation (SPACE) Matrix. (ii) Analyze the company’s performance with respect to financial condition over last three (03) years.000 7.860.120. The Internal-External (IE) Matrix.) Explain how a firm’s business activities can be described as a value chain? Does each firm in the same industry have a different value chain? (Ref: Fred R. political and governance aspects of strategy choice. (Ref: Fred R.000 400.000 1. The Grand Strategy Matrix.000 600.100. ((Ref: Fred R.) Assignment# 6: Q1 Q2 (a) (b) Q3 (a) (b) (c) (d) Strategy Analysis and Choice Q4 Describe the process of generating and selecting business strategies.000 280.000 200.000 600. Discuss the cultural. (iii) Explain if banker feels comfortable to grant short-term and long-term finance to this company. Q2 (a) (b) Q3 (a) (b) Do you agree with RBV theorists that internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage? Discuss the empirical indicators suggested by RBV theorists.David 11th ed. Discuss how The Quantitative Strategic Planning Matrix (QSPM) is used in decision stage of the strategy formulation framework Discuss the merits and demerits of QSPM as a decision making tool. The Boston Consulting Group (BCG) Matrix.000 600.) (25) (15) (10) (07) (06) (06) (06) (25) Q4 4 .000 3.
) (10) (15) (25) Q3 (a) (b) State why it is important for a firm to match it’s structure with strategy for effective strategy implementation? Briefly describe various organizational structures in the context of strategy implementation. qualitative measures as well as non-financial quantitative measures are as important as financial measures.) CASE STUDY Assignment# 9: Selected Case Studies (25) Q2 (13) (b) (12) Q3 (25) Q4 (15) (10) SECTION – D: The Balanced Scorecard: Philips Electronics Philips Electronics. with more than 250. There must be a translation of strategic thought into strategic action.David 11th ed.000 employees in 150 countries. 5 . (Ref: Fred R. Financial (value.Assignment# 7: Q1 (a) (b) Q2 Implementing Strategies The strategic management process does not end when the firm decides what strategy or strategies to pursue. Processes (drivers for performance). The company has identified four critical success factors (CSFs) for the organization as a whole: Competence (knowledge.David 11th ed. (Ref: Fred R.) Describe the importance of annual objectives and policies in the process of strategy implementation.) (a) While evaluating a strategy. Customers (value propositions). Review. Why should the strategists bother about strategy evaluation once the strategy is implemented? Give arguments in support of your answer. Describe the importance of environmental audit as a strategy evaluation tool. Outline the strategies which a company may adopt to counter these problems. (Ref: Fred R. Explain why does resistance come into play in the process of strategy implementation? How such resistance can be effectively managed? (Ref: Fred R. Evaluation & Control (10) (15) (13) (12) Q4 (a) (b) Q1 The strategic management process is intended to formulate the firm’s strategies and then translate them into strategic actions for achievement of stated objectives. (Ref: Fred R. growth and productivity).David 11th ed. In this context. (Ref: May 2007 examinations) (a) (b) Discuss the importance of auditing as a strategy evaluation tool. List down and explain various human resource issues arising in the process of strategy implementation.David 11th ed. technology. Define and explain strategy implementation. In this context state how Balanced Score Card helps the strategists in effectively balancing financial and non-financial as well as qualitative measures in the process of strategy evaluation.) All companies face to possibility that an event or a combination of events will occur with severe consequences to the company’s ability to achieve its targets. (Ref: Fred R. Explain how strategy implementation differs from strategy formulation. Do you think that in addition to strategy evaluation.David 11th ed.) Assignment# 8: Strategy. uses the balanced scorecard to manage its diverse product lines and division around the world. leadership and teamwork).David 11th ed. BSC can be used in the process of strategy formulation also? Comment.
emphasis was placed on price. Criteria at one level are cascaded down to more detailed criteria appropriate at each level. Threats of Substitutes In the 1990s the main threat of substitution was ‘technological regression’ where customers returned to fixed-line telephony because of high mobile call charges. This helps employees understand how their day-to-day activities link ultimately to the corporate goals. Inventory turn over. Targets must be specific. Independent retailers (e. Brand Index. Process capability. as markets matured.Nokia. The danger for providers was confusing potential customers with over-complex offers. measurable. coverage. Examples of indicators at the business unit level include: Financial Economic Profit Income from Operations Working Capital Operational Cash flows. realistic and time-phased. Customer complaints. Initially if a customer threatened to withdraw operations would offer a new free phone and several free months of line rental as an enticement to stay. Location technology in mobile phones (making the callers easy to find) might encourage this drift. Marks (25) (25) (25) (25) Q1 Q2 Q3 Q4 Explain how does Philips Electronics apply Balanced score card technique for evaluation of company strategies along the four critical success factors identified by the company? Explain how does balanced score card attempt to reflect the inter-dependence of various performance factors – which together will determine success or failure? Describe how organizational structure may an important consideration for BSC implementation? What possible disadvantages or dangers might the balanced scorecard technique have for organizations? Ref: Exploring Corporate Strategy 7th edition by Gerry Johnson. ambitious. Kevan Scholes and Richard Whittington) Assignment# 10: Selected Case Studies The Mobile Phone Industry Competitive Rivalry By 2004 the competitive rivalry between network operators was becoming intense in most countries. 6 . By 2004 the greatest threat was the convergence of mobile telephony with PDAs (Personal Digital Assistants) and with the inter-net This could switch both voice and text messaging on to the internet – avoiding mobile phone operator networks. Processes % reduction in process cycle time Capacity utilization Order response time. for example.Philips uses these scorecard criteria at four levels: the strategy review. However. general customer service and the offering of new products and services (with the advent of 3G technology). Targets are then set for each indicator based on the gap between present and desired performance for the current year plus two to four years into the future. in the UK Carphone Warehouse) competed with those owned by network operators (e. Network operators could be held back by supply difficulties as with the Hutchison (3-UK) launch of 3G services in 2003-04. Buying Power Buying power of consumers was high as they had so much choice. Competence Leadership competence % of patent-protected turn-over Training days/employee. In the UK numerous different package were on offer.g. Customers Rank in customer survey Market Share Repeat order rate. By 2000 price decreases and the need for everyone to have a mobile phone reduce this threat. These targets are derived from an analysis of the market and world-class performance. Vodafone). Quality improvement team Participation. Motorola and Ericsson – had concerns about market saturation. Other offered cheaper deals through newspaper adverts and the inter-net. each management team determines the local critical success factors and agrees indicators for each. At a business unit level. operations review. Supplier power was increasing as their sector consolidated through alliances (such as Casio and Hitachi in 2003). Prior to 3G launch the manufacturers. Power of Suppliers Equipment manufacturers competed for market share. business unit and the individual employee.g.
(Ref: Exploring Corporate Strategy 7th edition by Gerry Johnson. Kevan Scholes and Richard Whittington) Marks (25) (25) (25) (25) ======= XXXXXX ======== 7 . Q1 Q2 Q3 Q4 Explain how Micahel Porter’s five forces model may be applied to the mobile phone industry for identification of various competitive forces acting in the industry? Identify the three most significant competitive forces acting in a mobile phone industry. How could a strategist respond to each of these forces to lessen their impact? What are the main benefits and limitations of five forces model.Threats of new entrants The threat of new entrants was low because of the enormous cost in both licenses and in the general investment needed to be a player in new 3G (broadband) technology. Power was a function of who was ahead of the game in 3G and had the licenses to operate a service. There was only a threat of entrants if public policy towards this heavy regulation of the sector changed in future.
of Assignments Submitted _________________ Received by __________________________________ ASSIGNMENT NUMBERS Q. ___________________________ No.Institute of Cost & Management Accountants Pakistan Education Department C O R R E S P O N D E N C E C O U R S E ( N E W F A L L – 2 0 1 1 S E S S I O N) Centre ____________________________ Registration # _________________________ Name ______________________________________________ Stage _______________Subject _____________________________ Assignment(s) Submitted _________ Full Address ______________________________________________________________________________ E .Nos Max 11 Obt Max 12 Obt Max 13 Obt Max 14 Obt Max 15 Obt 1 2 3 4 5 6 Marks Obtained Name of Marker ____________________________________ Signature ________________________ 8 .Nos Max 1 Obt Max 2 OBt Max 3 Obt Max 4 Obt Max 5 Obt Max 6 Obt Max 7 Obt Max 8 OBt Max 9 Obt MAx 10 Obt 1 2 3 4 5 6 Marks Obtain ed ASSIGNMENT NUMBERS Q.Mail_____________________________________________ Contact No.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.