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CONTENT PROVIDER
ACCA Passcards
Paper P3
Business Analysis
Passcards for exams from
1 September 2015 – 31 August 2016
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Professional Paper P3
Business Analysis
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First edition 2007, Ninth edition Apr il 2015
ISBN 9781 4727 2707 7
e ISBN 9781 4727 2772 5
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A catalogue record for this book is available from the
British Library
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Your learning materials, published by BPP Learning
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All rights reserved. No part of this pub lication may be
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any form or b y any means, electronic, mechanical,
photocopying, recording or otherwise , without the pr ior
written permission of BPP Learning Media.
©
BPP Learning Media Ltd
2015
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Preface
Contents
Welcome to BPP Learning Media’s ACCA Passcards for Professional Paper 3 Business Analysis.
They focus on your exam and save you time.
They incorporate diagrams to kick start your memory.
They follow the overall structure of BPP Learning Media’s Study Texts, but BPP Learning Media’s ACCA
Passcards are not just a condensed book. Each card has been separately designed for clear presentation.
Topics are self contained and can be g rasped visually.
ACCA Passcards are still just the right size for pockets, briefcases and bags.
Run through the Passcards as often as you can during your final revision period. The day before the exam, try
to go through the Passcards again! You will then be well on your way to passing your exams.
Good luck!
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Preface
Page
Contents
Page
1
Business strategy
1
12
E-marketing
135
2
Environmental issues
7
13
Project management
151
3
Competitors and customers
17
14
Finance
167
4
Strategic capability
27
15
Human resource management
185
5
Stakeholders, ethics, culture and
integrated reporting
16
Strategic development
191
41
6
Strategic choices
53
7
Organising for success
73
8
Managing strategic change
89
9
Business process change
95
10
Improving processes
105
11
E-business
111
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1: Business strategy
Topic List
What is strategy?
Levels of strategy in an organisation
Elements of strategic management
The importance of context
The strategy lenses
This chapter gives you an overview of the fundamentals
of strategy and strategy formulation, and how they relate
to business analysis.
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What is
strategy?
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Levels of strategy
in an organisation
Page 2
Elements of
strategic management
The importance
of context
The strategy
lenses
STRATEGY: a course of action over the long term, including identifying the competences and resources
required, to achieve a specific objective and fulfil stakeholder expectations.
Areas for decision making
Strategic decisions
Long term direction
Complex
Scope of activities
Subject to uncertainty
Competitive advantage
Impact operational decisions
Adapting activities to fit business
environment
Affect whole organisation
Exploiting resources/competences
Expectations of key stakeholders
Four elements of mission
Purpose and planning
Values
Strategy
Policies and standards
Lead to change
GOALS:
General aim
OBJECTIVES: SMART and PRIME
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What is
strategy?
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Levels of strategy
in an organisation
Page 3
Elements of
strategic management
The importance
of context
The strategy
lenses
Three main levels of strategy in an organisation
1
Corporate
Overall purpose and scope, and how value will be added. Prioritisation and management
of stakeholder expectations. Allocation of corporate resources.
2
Business
How to compete successfully in par ticular markets. Combines with corporate strategy in
a small organisation. In larger organisations, strategies for strategic business units must
be co-ordinated with corporate strategy, and with each other.
3
Operational
How the component parts of the organisation deliver the higher-level objectives. Largely
created and delivered by business functions such as marketing, production, finance,
human resources management, and information systems.
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1: Business strategy
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What is
strategy?
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Elements of
strategic management
Levels of strategy
in an organisation
The importance
of context
The strategy
lenses
Johnson, Scholes and Whittington’s model of strategy
Strategic position
Strategic choices
Environment
Opportunities
Threats
Complexity
Capability
Resources and competences
Strengths
Weaknesses
Stakeholder expectations
Purpose of strategy
Power/interest
Governance
Ethics
Made at corporate and
business levels
How to achieve
competitive advantage
Scope
Direction of development
Method of development
Strategy into action
Structuring
Processes
Relationships
Enabling
Management of resources
Change
Change management
Position
Choice
Action is not simply a linear model.
Need to recognise the interdependencies between position (analysis),
choice and action (implementation).
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What is
strategy?
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Levels of strategy
in an organisation
Page 5
Elements of
strategic management
The importance
of context
The strategy
lenses
The context of strategy
The organisational setting in which strategy is developed. Possible contexts include:
Small business
Limited product range, markets and resources (especially financial), but significant
pressure from competitors
Multinational
Diverse products, processes and markets, with significant resources and multiple
operations
The public sector
Constraints on funding, commitment to ser vice provision and the need to
demonstrate value
Not for profit organisation
Diverse sources of funds, strong underlying values and purpose
Intangible products
Product information, after-sales service, brand values, staff performance (for both
manufacturing and service companies)
Exam focus
Context is very important in the P3 exam. Question scenarios will provide context for the question requirements.
You must always consider the context of the question and make your answer directly relevant to it.
Page 5
1: Business strategy
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What is
strategy?
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Levels of strategy
in an organisation
Page 6
Elements of
strategic management
The importance
of context
The strategy
lenses
Johnson, Scholes & Whittington suggest that strategy, and the development of strategic thinking, can be
examined through three lenses.
1
Strategy as design
A rational, top-down process – rational managers, clear objectives.
Strategy is exclusively management’s responsibility, and the organisation's
role is to implement management’s plans.
2
Strategy as experience
An adaptation of what has worked in the past – based on e xperience,
assumptions, and decisions to satisfice rather than optimise. Strategies
develop in incremental and adaptive ways, and emerge from lower levels
of the organisation.
3
Strategy as ideas
Strategy based on innovation, diversity of ideas, informal interaction and
experimentation. Managers create the context and conditions for new ideas
to emerge, but must prevent strategic drift. Organisational culture must
support innovation.
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2: Environmental issues
Topic List
The organisation in its environment
The macro environment
The competitive advantage of nations
The environment in the future
Competitive forces
Understanding the changing environment is one of the
key elements in both defining and developing strategy.
One possible definition of corporate strategy is 'seeking a
good fit with the environment'. To achieve that 'fit', an
organisation must have a thorough knowledge of its
environment.
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The organisation
in its environment
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The macro
environment
Page 8
The competitive
advantage of nations
The environment
in the future
Competitive
forces
All organisations are open systems – they have a variety of interchanges with the environment (inputs and
outputs).
The environment can be divided into three
concentric layers:
Environmental element
Basis of analysis
Macro-environment
PESTEL
Key drivers of change
Scenarios
Industry or sector
Five forces (Porter)
Cycles of competition
Competitors and markets Strategic groups
Market segments
Critical success factors
Macro-environment
Industry or sector
Competitors and markets
The organisation
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The macro
environment
Page 9
The competitive
advantage of nations
The environment
in the future
Competitive
forces
The PESTEL framework is based upon six segments: political, economic, socio-cultural, technological, environmental
protection and legal.
Political/legal factors
Economic factors
Governments oversee framework in which business
operates eg physical, social and market infrastructure.
Many aspects of business activity are subject to legal
regulation:
These operate in both a national and inter national
context. Relevant factors include:
Contracts
Employment
Health and safety
Tax
Other aspects are regulated by supervisory bodies. The
EU is a significant influence.
Political change and political
risks affects the planning
activities of many businesses
Page 9
Inflation rates
Employment rates
Interest rates
Tax levels
The business cycle
Growth/fall of GDP
Savings levels
Exchange rates
International trade
Capital markets
Government policy
Fiscal policy (taxes, borrowing, spending)
Monetary policy (interest rates, exchange rates)
Size and scope of the public sector
2: Environmental issues
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The macro
environment
Social factors
Demography is the study of human population and
population trends (eg birth rate, average age, ethnicity,
death rate, family structure, social structure and wealth).
Demographic changes have clear implications for patterns
of demand. They also affect availability of labour. Can also
affect recruitment policies.
Culture in society provides a framework for understanding
beliefs and values, and creates patterns of human activity.
It influences tastes and lifestyles.
Affects:
Marketing - may need to adapt products/services for a
particular market
HR - cultural differences in recruitment
Business must be particularly aware of cultural change.
Page 10
The competitive
advantage of nations
The environment
in the future
Competitive
forces
Technological factors
Many strategies are based on exploiting technological change
(eg Internet and e-commerce). Others are defences against
such change (eg emphasising service or quality when a
competitor introduces a major technical development).
Technological developments affect all aspects of
business (especially IT developments)
New products and services become available
New methods of production and ser vice provision
New ways of selling (e-commerce)
Improved handling of information in sales and finance
New organisation structures to exploit technology
New media for communication with customers and within
the business (eg Internet and email); facilitates business
becoming global
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Environmental protection
Pressure coming from many quarters:
Green pressure groups
Employees
Corporate Social Responsibility
Legislation
Environmental risk screening
Possible green issues for businesses to consider:
Consumer demand for environmentally friendly
products
Scarcity of non-renewable resources
Greater regulation by governments and
international bodies
Opportunities to develop new environmentally
friendly products and technologies
Sustainability of operations
Businesses may be charged for the external cost
of their activities
Page 11
2: Environmental issues
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The macro
environment
Page 12
The competitive
advantage of nations
The environment
in the future
Competitive
forces
Four aspects of globalisation are key drivers of change in the macro environment:
1
Market globalisation
Converging tastes; improving communications.
2
Cost globalisation
Economies of scale are a major source of cost adv antage; purchasers
search globally for lowest-cost suppliers.
3
Government policy
Increasingly sympathetic to free trade.
4
Global competition
High levels of international trade encourage global competition. The
existence of global competitors and global customers in an industr y
encourages firms which currently only trade in one country to expand
to be able to compete more effectively.
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The macro
environment
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The competitive
advantage of nations
The environment
in the future
Competitive
forces
Porter identifies four determinants of national competitive advantage on an industry basis. He refers to them as
the 'diamond'.
Firm strategy, structure and rivalry
Cultural factors, management style, time horizons and capital markets all help determine orientation and
capability. Domestic rivalry leads to competitive strength.
Factor conditions
Endowments of inputs to production
Basic: natural resources, climate, labour unsustainable for competitive advantage
Advanced: infrastructure, technical education, hightech industries - promote competitive advantage
Demand conditions
Buyers in the home market set fundamental
parameters such as market segments, degree
of sophistication, rate of growth and rate of
innovation. Early saturation of the home
market will encourage a firm to export.
Related and supporting industries
Success in related industries gives mutual support. Strong home suppliers make the industry more robust.
Rivalry creates supplier specialisations. Clusters of related industries derive strength from their links.
Page 13
2: Environmental issues
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The macro
environment
Forecasting
Sound knowledge of the environment requires some
element of forecasting. The past is not necessarily
a good guide to the future, but in simple, static
conditions time series analysis and regression
analysis can be used.
Economic forecasting uses leading indicators to
assess future economic conditions.
A scenario is a detailed and consistent view of how
the environment might develop in the future.
Macro scenarios consider possible futures overall.
Industry scenarios look in more detail at a single
industry.
Page 14
The competitive
advantage of nations
The environment
in the future
Competitive
forces
Scenario construction (Mercer)
1
Identify drivers of change
2
Arrange drivers in a viable
framework
3
Produce 7-9 mini-scenarios
4
Group mini-scenarios into 2-3
comprehensive scenarios
5
Write up the scenarios
6
Identify issues arising, and what they
mean to the business
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The macro
environment
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The competitive
advantage of nations
Competitive
forces
The environment
in the future
Porter says that five forces together determine the long-term profit potential of an industry
2
1 Bargaining power of
suppliers
Depends on:
Number of suppliers
Threats to suppliers'
industry
4
Suppliers seek higher prices
Page 15
Rivalry among current competitors
Depends on:
Market growth
Buyer's ease of switching
Spare capacity
Exit barriers
Uncertainty about competitor's strategy
Number of customers
in the industry
Scope for substitution
Switching costs
Selling skills
Threat of new entrants
This is limited by barriers to entry
Scale economies
Product differentiation
Switching costs
Access to distribution
Patent rights
Access to resources
5
3 Bargaining power of
customers
Depends on:
Volume bought
Scope for substitution
Switching costs
Purchasing skills
Importance of quality
Threat from substitute products
A substitute is produced by a different
industry but satisfies the same needs
Customers seek lower prices
2: Environmental issues
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Notes
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3: Competitors and customers
Topic List
Competition dynamics
The marketing mix
Customers and segmentation
Understanding the customer
A detailed knowledge of both competitors and customers
is very important for strategy development. In particular,
the cycle of competition and cr itical success factors are
very examinable.
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Competition
dynamics
Page 18
The marketing
mix
Customers and
segmentation
Understanding
the customer
Cycle of competition
Encirclement
Simultaneous flank
attacks
Contraction
Concentrate on most
desirable markets
Incumbent
Flank
Neglected segment
area of technology
Head-on
Identical
marketing
mix
Challenger
Attacks
Incumbent
Guerilla
Aggressive, short
term moves
Flanking
Defends
secondary
markets
Bypass
Unrelated products,
new areas, technical
advances
Position
Change nothing
Pre-emtive
Attack first
Challenger
Defences
Mobile
Broaden and
diversity markets
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Industry life cycle
Inception
Product
characteristics
Competitors
Buyers
Profits
Technology
Production
processes
Basic, no standards
established
None to few
Growth
Maturity/shakeout
Decline
Standardised product with
little differentiation
Competition increases,
weaker players leave
Early adopters, prosperous, More customers attracted Mass market, brand
curious must be induced
and aware
switching common
Negative – high first mover Good, possibly starting to Eroding under pressure of
advantage
decline
competition
No standards established
Technologies become
Technology is understood
more standardised
across the industry
Varied quality but fairly
undifferentiated
Few remain. Competition
may be on price
Enthusiasts, traditionalists,
sophisticates
Variable
Small scale batch
production.
Overcapacity. Production is
reduced
Specialised distributors
Improved design and
quality, differentiated
Many entrants
Mass production.
Distribution networks
expanded
Long production runs.
Cost efficiency critical
Technology is understood
across the industry
Exam focus point
For an organisation's strategy to be successful, it needs to be appropr iate to where its industry or products
are in their lifecycles.
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3: Competitors and customers
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Competition
dynamics
Product
Design
Features
Quality and reliability
After sales service
Trade off between price and value
offered to customer
Page 20
The marketing
mix
Customers and
segmentation
Place
Understanding
the customer
Promotion
Market channels
Logistics
Direct distribution or use of
intermediaries?
Speed of delivery
Advertising (on line; off line)
Sales promotion
Direct selling
Public relations
Marketing mix
Price
Luxury or necessity?
Competitors' prices
Quality connotations
Discounts
Payment terms
People
Service and service
provider are inseparable
in service marketing
Front-line staff embody
the service
Customer satisfaction?
Processes
Efficiency; standardisation;
automation
Queuing and waiting times
Capacity management
Information gathering and
processing
Physical evidence
Evidence of ownership
for services
(intangibility)
Design and specification
of service environment