Dr.

Constantine
Dino Kiritsis

P3 Business
Analysis
Q&A session
60 MAIN TOPICS P3 (dont leave home without them!)

Vision Segmentation
BPR (swim lane diagrams)
Mission Cultural web
Structures
Stakeholder & Map Supply chain management Divisional,
Functional,
Integrated Reporting SWOT Matrix,

PESTEL TOWS
Virtual &
MINTZBERG

5 FORCES Directional Policy Matrix (Ansoff)

Project Management
Diamond Methods for growth Case,
Acquisition, PID,
Forecasting techniques
JV, Benefits,
Value Chain Merger, Realization,
Organic, Risk,
Generic Strategies
Franchising Project Constraints,
BCG Matrix Licensing PM tools,
Exporting WBS,
Benchmarking CPM,
SAF (for evaluating strategies)
Big Data Knowledge Management Project Audit,
Lessons Learnt
Benefits of business on-line
CSFs & KPIs (SMART)
Financial Analysis
Outsourcing
Marketing Mix
Harmons model HR
6 Is theory
Software Bespoke & off the shelf The learning organization
Pricing(!) & ABC check article!
Change Balogun Hope Hailey, Leadership
CRM theory
POPIT & Contextual features model

Change Lewin
ACCA
ACCA P3
Based on Mini MBA - Business Acumen -
A rational approach
VERSION 7 2017-18 VISION SETTING THE TONE
Dr. Constantine Kiritsis AT THE TOP MAY INCLUDE
ETHICS & CORPORATE STRATEGY
GOVERNANCE MISSION STATEMENT

DESIGN IDEAS

IDENTITY STRATEGY IN
EXPERIENCE CSR STAKEHOLDERS I.D. MAP
CONFLICT DEALING WITH THEM

STRATEGIC LENSES USED FOR TABLE

IN CASE
EXTERNAL ANALYSIS MARKETING MANAGEMENT INTERNAL ANALYSIS

CAPABILITIES FINANCIAL ANALYSIS

ENVIRONMENT (PESTEL) POSITIONING RESEARCH
GENERIC STRATEGIES
ANALYSIS COMPETITION (5 FORCES) MARKETING MIX SEGMENTATION CULTURAL WEB STRATEGIC CLOCK CASH FLOW
NATIONAL COMPETITIVE 6 IS THEORY E-MARKETING
NATIONAL SOCIAL MEDIA/VIRAL CRM SOLUTIONS ORGANIZATIONAL STRATEGIC SPACE LIQUIDITY
ADVANTAGE (DIAMOND) CRITICAL SUCCESS FACTORS (CSFS)
CULTURE CULTURE GEARING
INDUSTRY ANALYSIS + CYCLE ATTENTION: PRICING + COSTING KEY PERFORMANCE INDICATORS (KPIS) BUDGETS
FORECASTS / DATA / MODELS BALANCED SCORECARD
TRANSACTIONAL vs RELATIONSHIP STORIES P&L
STATISTICS SYMBOLS PRODUCT LIFE CYCLE PERFORMANCE
POWER ROI
RECRUITMENT B.C.G. MATRIX MANAGEMENT
RITUALS OTHER RATIOS
SCENARIOS SELECTION VALUE CHAIN ANALYSIS
TIME SERIES REWARDS
CONTROL
STRUCTURE BLUE + RED OCEAN QUANTITIVE +
LINEAR REGRESSION APPRAISALS PARADIGM MS THEORY / RECOURCE AUDIT INTEGRATED
TRAINING + DVT.
S.W.O.T. ANALYSIS KNOWLEDGE MGT - INNOVATION NON-QUANTITIVE REPORTING
HR PLANNING
BENCHMARKING
FEEDBACK

STRATEGY
BENCHMARKING POSITION SUSTAINABILITY
HR ROI
JOBS HUMAN RESOURCES CSR
LEADERSHIP ENVIRONMENT
PRIVITIZATION WITHDRAWAL
READ CASE CAREFULLY! DIRECTIONS DEMERGER
Same New
CHECK REQUIREMENTS + VERBS! DIRECTIONAL
T.O.W.S. ANALYSIS New Product
USE TABLE (FINACIAL INFO)! POLICY MATRIX
Same
Penetration
development Same
APPLY THE MODELS! / NOT JUST THEORY! MARKET
SWOT IN ACTION New Market
New Diversification New
development
COMMON OPTIONS
CHOICE DECISION! PRODUCT/
FRANCHISING CORPORATE PORTFOLIO MARKET AREAS
LISCENSING SCM
AFTER YOU RE-EVALUATE SUITABILITY? EXPORTING H RELATED UNRELATED
BALLAST HEARTLAND

INTERNAL + EXTERNAL FEASIBILITY? JOINT VENTURE - ALLIANCE

VERTICAL OR (CONSUMER)
HORIZONTAL DIVERSIFICATION
ANALYSIS ABOVE! ACCEPTABILITY? MERGER FEEL INTERGATION

PORTFOLIO PARENTING AQUISITION VALUE

WAY?
EVALUATION SYNERGY STYLE ORGANIC GROWTH ALIEN TRAP
L
+ DEVELOPER L BENEFIT H SPREAD FINANCE OTHER
B.C.G.+ RISK

DECISION TREES

BUSINESS PROCESS CHANGE MGT STRUCTURES MGT SKILLS / LEADERSHIP PROJECT MGT AUDIT & CONTROLS

VIRTUAL PROJECT LIFECYCLE

IMPLEMENTATION
3 01/12/17
LEADERSHIP STYLES
FAMILY PROJECT CONSTRAINTS
SOFTWARE SOLUTIONS CHANGE DEFINED POWER / AUTHORITY PROCEDURES
GEOGRAPHIC PROJECT CASE + CONTENTS
BPR RESISTANCE EDUCATION CHECKLISTS
FUNCTIONAL PROJECT INITIATION DOCUMENT
WORK-FLOW SYSTEMS CHANGE THEORIES MANAGEMENT STYLE SOUND INTERNAL CONTROLS
MATRIX MANAGING PROJECTS + PLAN
ERP & S/W CHANGE AGENT GROUPS/TEAM I.A. DEPARTMENT
NETWORK PROJECT MANAGER
OUTSOURCING +/- READINESS FOR CHANGE DELEGATION RISK MGT
DIVISION PROJECT CONTROL
REDESIGN PATTERNS AGILITY / FLEXIBILITY COMMUNICATION QUALITY
CENTRALIZATION +/- WBS - CPM
HARMON; PROCESS MATRIX POPIT STRESS & TIME MGT T.Q.M.
BIG DATA MANAGEMENT Dr. Constantine Dino Kiritsis BALOGUN HOPE HAILEY
DECENTRALIZATION +/-
BELBIN ACCA PROJECT AUDIT
MINTZBERG BLOCKS +THEORIES PROJECT COMPLETION

Disclaimer: This chart has been prepared for general guidance and training purposes only on matters relating to the understanding of organizations and does not constitute professional advice. No presentation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this chart. StudySmart Training Maps
You agree not to reproduce, print, re-transmit, copy, distribute, publish or sell the content of this copy/chart without the prior written consent of StudySmart.
Answer Plan 10+1 points

1. Read First Paragraph from case;

2. Read Questions to know what to look for;
3. Plan Answer; - make your outline
4. Provide Introduction & Explain / Define;
5. Apply model or theory (if you are using one);
6. USE THE WORD BECAUSE
7. Provide limitations or however points
8. Use Examples & Assume if required
9. Conclude & Recommend
10.Remember: Spaces & handwriting!

4 ACCA
Why do people fail this paper? (with examples)

1. They do not apply the case information;

2. They do not apply the models, but they explain them only.
3. They do not understand why they are using a model/theory.
4. They are too descriptive.
5. They do not manage their time well.
6. They do not analyse or use the word because.

7. They do not extend their answers with examples and do not explain
why.

8. They do not answer all requirements.

9. They use harsh (definite) language, so avoid being definite or sure

5 01/12/17 Dr. Constantine Dino Kiritsis ACCA

The paper

The exam lasts 195 minutes

Investing in
Make sure you do not lose focus and waste time.
study and preparation time during the first 10 - 15
minutes is essential. It is you who will select the answer
strategy. It is wise you decide on your method before the exam,
while practicing past exam questions (have you done this?)
My advice to you is to tackle the first large requirement
first, but make sure you move to the next question in the correct time
frame. Even if you decide to take a smaller question first, this strategy is
feasible, however DO NOT try to attempt the two optional questions
first before the mandatory one!
Section B: 2 out of 3 optional questions of which at least one will be
discursive, each question counts for 25 marks.

6 ACCA
Professional Marks

What are they? Writing style marks, NOT necessarily English

requirements

How can I gain them? Organize your script have an outline introduce
& conclude have a logic

How many? (4 6) Usually in the first mandatory question. You need to

make sure you gain them. They can make the difference between scoring
46 and 50!

The issue of exemptions for many students who are listening!

ACCA
How to pass ACCA P3, Business Analysis
* WRITING TIPS I
Spacing; The marker needs to understand when you finish writing a
requirement;
Introducing & Concluding; Professional answers require an
introduction and a conclusion / recommendation. Make sure you write
such sections and underline them. The marker will not look for
them!
Defining: The examining team has stated that candidates will not
receive many marks for definitions, however it is important to explain
what you intend to do with a model / theory. But make it short!

8 ACCA
How to pass ACCA P3, Business Analysis
* WRITING TIPS II

9 ACCA
How to pass ACCA P3, Business Analysis
* WRITING TIPS III
Avoid harsh or definite language; After all, you are a candidate and
you cannot be sure in many cases - especially in business on what
will work for a company. Examples of words to avoid: surely,
definitely, of course etc.

80/20 principle: The above point implies that there are NO CORRECT
answers, and you are free to write your own assessment.

Knowing the theorist names (i.e., Porter, Mintzberg, JS&W, Ansoff, etc.)

10 ACCA
Some Key words:

ENVIRONMENT or MACROENVIRONMENT= PESTEL and/or 5 forces

COMPETITION= 5 Forces
PORTFOLIO analysis: BCG Matrix
VALUE: Value chain
NATIONAL ADVANTAGE: Diamond
EVALUATION of strategies: SAF Suitability, Acceptability and Feasibility
POSITION: SWOT
STAKEHOLDERS: Mandelow Matrix

11 01/12/17 Dr. Constantine Dino Kiritsis ACCA

Analysing Financial performance and position (for
P3 tables in the case)

Financial performance measures (some examples) There

will most probably be a table in the mandatory question!

profitability - operating performance

return on equity measures return on shareholders
funds
cash flow - better measure than profit?
liquidity - ability to stay solvent in short term
gearing - examining financial strength and capability
ACCA 12
SEPT - DEC 2016:

Analyse the macro-environmental factors affecting the Skod light bulb industry using a PESTEL framework.
Your analysis should reflect the fact that Ling might enter this industry directly by setting up a distribution
company for its products or through the acquisition of Flick. (7 marks)

(b) Assess the attractiveness of the Skod light bulb industry using Porters Five Forces framework. (13 marks)
(c) Ling is considering entering the Skod light bulb industry by acquiring Flick.
Evaluate the potential acquisition of Flick by Ling from the perspectives of suitability and acceptability.
(18 marks)
(d) The finance director of Ling is concerned that Ling has no expertise in acquiring foreign companies and he is
advocating a strategic partnership with Flick instead.
Discuss the appropriateness of such an approach to facilitating Lings proposed entry into the Skod light bulb
market. (8 marks)
Professional marks are available in question 1 for the structure, coherence, style and clarity of your answer.
(4 marks)

(50 marks)
13 01/12/17 Dr. Constantine Dino Kiritsis ACCA
SEPT - DEC 2016:

PESTEL, SWOT, 5 FORCES, etc. May seem easy so why do candidates fail???

Candidates need to explain WHY they are describing a point as (for example) political in terms of HOW
THAT POINT AFFECTS THE COMPANY!

Candidates need to assume some points in their answers as the case has extensive information, however not
everything.
For example, if there is a PESTEL analysis ASSUME possibly that the company may be in the EU or a wider
institutional framework. Do not expect the answer to be in the case in a straight forward manner, but
assume it by using the word probably, or possibly (as an argument).

EXAMPLE: Many models require MORE than just noting a point and / or placing it in a box. For example,
a strength in a SWOT analysis may be stated, but you need to say WHY this a strength and in what way.

14 01/12/17 Dr. Constantine Dino Kiritsis ACCA

 SEPT - DEC 2016:
Required:
(a) Balogun and Hope Hailey developed a change model which examines the
contextual features which can influence the success or failure of strategic
change. Assess how five of the internal contextual features defined in Balogun
and Hope Haileys model (time, scope, readiness, preservation and power)
would influence the likely success or failure of the strategic change
proposed by the CEO for Webfilms. (16 marks)

15 01/12/17 Dr. Constantine Dino Kiritsis ACCA

RED PARTS ARE THEORY BLACK ARE EXAMPLES OF MARKS
The Balogun and Hope Hailey model is used to explore the contextual features of change which need to be considered if
that change is to be successful. Five of those contextual features were explored in this question.
Time This looks at how quickly change is needed. There does not appear to be an immediate need for change as the
business is doing well, but is looking at how to successfully compete in the future. Therefore there should be sufficient time
to adequately plan the change, leading to a greater chance of success. Indeed, the actions leading towards the change are
likely to be incremental, at least internally. However, the CEO has suggested that the entire switchover to the new strategy
needs to take place in a single event. From an external perspective, this may be viewed as a Big Bang change, which
may lead to greater resistance from those external stakeholders affected by the change. However, if the marketing
campaign is well-planned, then change may appear incremental, as customers will have time to get used to the changes
which will be implemented.
Scope This refers to the degree of change required. This may be considered a realignment of existing processes, or a
transformational strategic change. Webfilms is planning to move from being a focused differentiator to a hybrid
company (USING TERMINOLOGY FROM OTHER PARTS OF THE PAPER) operating with a broader customer base and
a greater focus on cost efficiencies. This is a leap in strategy which needs to be very well planned in order for it to be
successful. It is not impossible for a company to move around the strategy clock, but it may take time to gain acceptance
from its customers. The continuing focus on quality, which may also be considered under preservation, should help with
the success of the strategic change. Scope also considers the type of business being carried out. This is being expanded to
include services which have not previously been offered (e.g. broadband provision). The way in which business is to be
carried out (boundary-less working) is also changing. These are areas unfamiliar to Webfilms and may influence the
success of the change unless appropriate expertise is acquired.

16 01/12/17 Dr. Constantine Dino Kiritsis ACCA

RED PARTS ARE THEORY BLACK ARE EXAMPLES OF MARKS
Readiness This examines how ready the workforce is for change. Webfilms has successfully undergone transformational
change in the past and so its workforce may be well prepared for it to happen again. However, it appears there is
resistance from a key player in this strategy. The creative director and his team are important to the success of the change
and their resistance could jeopardise the strategy. The CEO will need to bring them on board for it to be successful.
Preservation This looks at the organisational resources and characteristics which will be maintained throughout the
change. The main business of the company will stay the same: offering programmes through the internet. This should
ensure that the existing customer base remains, as long as it is still done successfully. However, the failure to preserve the
advertisement-free approach may alienate existing customers.
Power This looks at the power the change leader has to impose the change on the organisation. The CEO is the person
driving the change and has the power to do so by virtue of her position in the organisation. She also has the experience, as
she transformed the company from a postal-based to internet-based provider. However, it appears she plans to do this
using force rather than consensus (this is going to happen. Its up to you whether you want to be involved...). This use of
power may initially deter resistance, but it may have the opposite effect in the long term, demotivating the critically
important creative development team.
NOW SEE THE CONCLUSION BELOW!
There seems little doubt that the CEO is again suggesting transformational change as the company reinvents itself.
Whether it is incremental or big bang depends on perspective. As mentioned before, internally it could be perceived as
incremental and so the change would be classified as evolution. However, to external stakeholders it might appear as big
bang, and hence represents revolutionary change.

17 01/12/17 Dr. Constantine Dino Kiritsis ACCA

 SEPT - DEC 2016:
Required:
(a) Evaluate the use of e-marketing at Maratec to enhance each of following five
elements of the marketing mix:
price, promotion, place, processes and physical evidence. (15 marks)
(b) Describe the principles of e-procurement and explain the benefits and risks
to Maratec. (10 marks)
(25 marks)

(50 marks)

18 01/12/17 Dr. Constantine Dino Kiritsis ACCA

ACCA P3
Based on Mini MBA - Business Acumen -
A rational approach
VERSION 7 2017-18 VISION SETTING THE TONE
Dr. Constantine Kiritsis AT THE TOP MAY INCLUDE
ETHICS & CORPORATE STRATEGY
GOVERNANCE MISSION STATEMENT

DESIGN IDEAS

IDENTITY STRATEGY IN
EXPERIENCE CSR STAKEHOLDERS I.D. MAP
CONFLICT DEALING WITH THEM

STRATEGIC LENSES USED FOR TABLE

IN CASE
EXTERNAL ANALYSIS MARKETING MANAGEMENT INTERNAL ANALYSIS

CAPABILITIES FINANCIAL ANALYSIS

ENVIRONMENT (PESTEL) POSITIONING RESEARCH
GENERIC STRATEGIES
ANALYSIS COMPETITION (5 FORCES) MARKETING MIX SEGMENTATION CULTURAL WEB STRATEGIC CLOCK CASH FLOW
NATIONAL COMPETITIVE 6 IS THEORY E-MARKETING
NATIONAL SOCIAL MEDIA/VIRAL CRM SOLUTIONS ORGANIZATIONAL STRATEGIC SPACE LIQUIDITY
ADVANTAGE (DIAMOND) CRITICAL SUCCESS FACTORS (CSFS)
CULTURE CULTURE GEARING
INDUSTRY ANALYSIS + CYCLE ATTENTION: PRICING + COSTING KEY PERFORMANCE INDICATORS (KPIS) BUDGETS
FORECASTS / DATA / MODELS BALANCED SCORECARD
TRANSACTIONAL vs RELATIONSHIP STORIES P&L
STATISTICS SYMBOLS PRODUCT LIFE CYCLE PERFORMANCE
POWER ROI
RECRUITMENT B.C.G. MATRIX MANAGEMENT
RITUALS OTHER RATIOS
SCENARIOS SELECTION VALUE CHAIN ANALYSIS
TIME SERIES REWARDS
CONTROL
STRUCTURE BLUE + RED OCEAN QUANTITIVE +
LINEAR REGRESSION APPRAISALS PARADIGM MS THEORY / RECOURCE AUDIT INTEGRATED
TRAINING + DVT.
S.W.O.T. ANALYSIS KNOWLEDGE MGT - INNOVATION NON-QUANTITIVE REPORTING
HR PLANNING
BENCHMARKING
FEEDBACK

STRATEGY
BENCHMARKING POSITION SUSTAINABILITY
HR ROI
JOBS HUMAN RESOURCES CSR
LEADERSHIP ENVIRONMENT
PRIVITIZATION WITHDRAWAL
READ CASE CAREFULLY! DIRECTIONS DEMERGER
Same New
CHECK REQUIREMENTS + VERBS! DIRECTIONAL
T.O.W.S. ANALYSIS New Product
USE TABLE (FINACIAL INFO)! POLICY MATRIX
Same
Penetration
development Same
APPLY THE MODELS! / NOT JUST THEORY! MARKET
SWOT IN ACTION New Market
New Diversification New
development
COMMON OPTIONS
CHOICE DECISION! PRODUCT/
FRANCHISING CORPORATE PORTFOLIO MARKET AREAS
LISCENSING SCM
AFTER YOU RE-EVALUATE SUITABILITY? EXPORTING H RELATED UNRELATED
BALLAST HEARTLAND

INTERNAL + EXTERNAL FEASIBILITY? JOINT VENTURE - ALLIANCE

VERTICAL OR (CONSUMER)
HORIZONTAL DIVERSIFICATION
ANALYSIS ABOVE! ACCEPTABILITY? MERGER FEEL INTERGATION

PORTFOLIO PARENTING AQUISITION VALUE

WAY?
EVALUATION SYNERGY STYLE ORGANIC GROWTH ALIEN TRAP
L
+ DEVELOPER L BENEFIT H SPREAD FINANCE OTHER
B.C.G.+ RISK

DECISION TREES

BUSINESS PROCESS CHANGE MGT STRUCTURES MGT SKILLS / LEADERSHIP PROJECT MGT AUDIT & CONTROLS

VIRTUAL PROJECT LIFECYCLE

LEADERSHIP STYLES
FAMILY PROJECT CONSTRAINTS
SOFTWARE SOLUTIONS CHANGE DEFINED POWER / AUTHORITY PROCEDURES
GEOGRAPHIC PROJECT CASE + CONTENTS
BPR RESISTANCE EDUCATION CHECKLISTS
IMPLEMENTATION FUNCTIONAL PROJECT INITIATION DOCUMENT
WORK-FLOW SYSTEMS CHANGE THEORIES MANAGEMENT STYLE SOUND INTERNAL CONTROLS
MATRIX MANAGING PROJECTS + PLAN
ERP & S/W CHANGE AGENT GROUPS/TEAM I.A. DEPARTMENT
NETWORK PROJECT MANAGER
OUTSOURCING +/- READINESS FOR CHANGE DELEGATION RISK MGT
DIVISION PROJECT CONTROL
REDESIGN PATTERNS AGILITY / FLEXIBILITY COMMUNICATION QUALITY
CENTRALIZATION +/- WBS - CPM
HARMON; PROCESS MATRIX POPIT STRESS & TIME MGT T.Q.M.
19 01/12/17 BIG DATA MANAGEMENT Dr. Constantine Dino Kiritsis BALOGUN HOPE HAILEY
DECENTRALIZATION +/-
BELBIN ACCA PROJECT AUDIT
MINTZBERG BLOCKS +THEORIES PROJECT COMPLETION

Disclaimer: This chart has been prepared for general guidance and training purposes only on matters relating to the understanding of organizations and does not constitute professional advice. No presentation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this chart. StudySmart Training Maps
You agree not to reproduce, print, re-transmit, copy, distribute, publish or sell the content of this copy/chart without the prior written consent of StudySmart.
Good luck!

THANK YOU FOR TUNING IN!

Dr. Constantine Dino Kiritsis

20 01/12/17 Dr. Constantine Dino Kiritsis ACCA