Professional Documents
Culture Documents
AIM contrasting audiences with due emphasis Paper 3.5 develops parts of the knowledge
To ensure that candidates can exercise on social expectations. obtained in Paper 2.1 by
judgement and technique in strategic • reinforcing the knowledge of managing
business management to enable them to POSITION OF THE PAPER IN THE information systems at a strategic level.
contribute to the formulation of business OVERALL SYLLABUS
strategy, the development of products and Candidates should have a sound Although much of the knowledge gained in
services and the maintenance of quality understanding of Paper 1.1 Preparing Part 3 will be specific to the individual
throughout the organisation. Financial Statements and 1.2 Financial papers, Paper 3.5 will, by its very nature,
Information for Management, Paper 1.3 provide integration with most of the other
OBJECTIVES Managing People and Paper 2.1 Information papers at this level.
On completion of this paper candidates Systems. The information in these papers
should be able to: will provide some of the basic material for In Paper 3.1 Audit and Assurance Services
• identify and apply the principal strategy analysis and development. there will be links with professional and
concepts and ideas in the theory and ethical considerations.
practice of strategic management Paper 3.5 builds upon the knowledge
• understand the internal and external obtained in Paper 1.3 by In Paper 3.3 Performance Management
factors affecting an organisation and • reinforcing the importance of there will be strong relationships with areas
apply this knowledge to evaluate its recruitment and selection processes and on performance measurement and
strategic position procedures decision-making.
• identify appropriate strategies based on • examining the importance of training
the evaluation of the organisation’s and development and motivation within In Paper 3.4 Business Information
objectives and position a strategic context Management there will be related material
• identify the appropriate methods of • providing a more strategic view of on information resource management and
implementing chosen strategies and human resource issues information systems and competition.
evaluate their impact on organisational • extending the coverage of work
• integrate knowledge effectively and use gained in Paper 1.1 and 1.2 by
PAGE 3
Paper 3.5: Strategic Business Planning and Development (Continued)
In Paper3.7 Strategic Financial (i) five forces model (ii) corporate/ business strategy
Management there will be relationships (ii) competition and collaboration selection.
with objectives and corporate governance, (iii) competitor intelligence for 5 The nature of strategy implementation
strategy formulation and the global economic business advantage (a) Marketing issues
environment. (iv)sustainable competitive advantage (i) segmentation, targeting and
and critical success factors. positioning
SYLLABUS CONTENT (ii) strategies for market leaders,
1 Models of strategic management 3 Internal assessment followers, challengers and nichers
(a) What is strategic management? (a) Resource audit. (iii) development and application of
(i) corporate strategy (b) Analysis of capabilities and core marketing mix strategies.
(ii) business strategy. competences. (iv) e-business, e-commerce and e-
(b) Why is strategic management (c) Adding competitive value – value marketing
important? chain and value system (b) Finance issues
(c) The process, content and context of (d) Analysis of human resources (i) performance evaluation
strategic management. (e) Analysis of financial resources (ii) funding the implementation and
(d) Process of strategy development (f) Analysis of operations resources. the resource allocation.
(i) deliberate or prescriptive strategies (c) Research and Development issues
(ii) emergent and incremental 4 The nature of strategy analysis and choice (i) management of innovation
strategies. (a) The purpose of the organisation (ii) management and control of quality.
(e) Strategic content (i) stakeholder expectations (d) IS/ IT issues
(i) strategic analysis (ii) cultural context (i) IT/ IS as a strategic resource
(ii) strategic choice (iii) mission, objectives and strategic (ii) the strategic management of
(iii) strategic implementation. intent. information systems in business
(f) Strategic management in different (b) Developing the strategy development.
contexts (i) alternative directions for strategy (e) Strategic HR issues
(i) configuration development (i) recruitment and selection
(ii) culture. – resource based (ii) motivation and discipline
– market based (iii) appraisal and performance
2 External environmental scanning – finance based evaluation
(a) Analysis of the general environment (ii) methods of strategy development (iv) staff training and development.
(i) PESTEL analysis – internal development (f) Project management issues
(ii) Porter’s diamond – strategic alliances (i) the project life cycle
(iii) forecasting and scenarios. – mergers and acquisitions. (ii) objectives of project
(b) Analysis of the customers and (c) Strategy evaluation and selection management
markets – marketing research. (i) analysis of suitability, feasibility (iii) estimation of resource
(c) Analysis of the competitive and acceptability requirements
environment
PAGE 4
Strategic Business Planning and Development (Continued)
(iv) tools and techniques of project (v) the emergence of global EXCLUDED TOPICS
management. competition. The syllabus content outlines the areas for
(g) Management of change issues (c) Global strategies assessment. No areas of knowledge are
(i) understanding the types of (i) standardisation versus specifically excluded from the syllabus.
strategic change and their customisation
causes (ii) product positioning KEY AREAS OF THE SYLLABUS
(ii) development of a strategic (iii) channel management Although all the syllabus will be examined in
change programme (iv) the development of global brands. some form, the core areas will be focused on
– power influence (d) Managing a global company the strategy formulation process. This
– culture influence (i) ethnocentric, polycentric or comprises the identification of corporate
(iii) management roles in the geocentric orientation objectives, strategic analysis, including
strategy change process (ii) cross cultural management and internal and external reviews, strategy
(iv) managing the strategic change leadership. development, evaluation and implementation.
process. (e) Reaching global customers
(i) international marketing research APPROACH TO EXAMINING THE
6 Matching structures with strategy (ii) international market segmentation. SYLLABUS
(a) Types of organisation structures Primarily the subject – Strategic Business
(i) simple 8 Outcomes of the strategic management Planning and Business Development – will
(ii) functional process be considered at the strategic level. All
(iii) divisional (a) Corporate versus business aspects will be considered in terms of
(iv) matrix performance practical application. Wherever possible
(v) multinational (b) Sustainable competitive advantage the subject will be integrated and not
(vi) global (c) A learning organisation considered as a collection of isolated
(vii) strategic business unit. (d) Alternative performance measures: topics. Operational activities will only be
(b) Centralisation versus decentralisation. (i) financial introduced where they impinge upon
(c) Organisational configurations. (ii) non financial strategic considerations, such as IT and
(iii) strategic. human resource management.
7 The nature of global competition
(a) The role of traditional international 9 Ethical considerations The examination is a three hour paper in
marketing. (a) The importance of social two sections. Section A will be in the
(b) The development of the global responsibility. format of one major case study, usually
business (b) Corporate governance. with four question parts. This will be
(i) market convergence (c) The attitude towards ethics on compulsory and will focus on the core
(ii) cost advantages national and global scales. material, previously described, although
(iii) government pressures other aspects of the syllabus could be
(iv) currency volatility and trade introduced here. Questions will be mainly
barriers
PAGE 5
Strategic Business Planning and Development (Continued)
discursive but there will usually be some Kaplan Publishing Foulks Lynch Wider reading is also desirable, especially
financial or other quantitative data Contact number: +44(0)118 989 0629 regular study of relevant articles in
included here to be analysed. Candidates Website: www.kaplanfoulkslynch.com ACCA's student accountant.
are expected to closely relate all their Additional student support at
answers to the case scenario. Section B Additional reading: www.booksites.net/ecs
will consist of a choice of two questions,
each of two parts, from a total of three Accountancy Tuition Centre (ATC) STUDY SESSIONS
available. International
They will not be linked to the compulsory Contact number: +44(0)141 880 6469 OVERVIEW OF STRATEGIC
case scenario, but may include short Website: www.atc-global.com MANAGEMENT
scenarios to be discussed in context.
International Financial Publishing (IFP)
1 Introduction to strategic
Contact number: +44(0)148 322 5746
Number management
Website: www.ifpbooks.com
of Marks (a) Strategic managment defined
Section A: One compulsory (i) corporate strategy
Candidates may also find the following
question 60 – understand the strategic
texts useful:
Section B: Choice of 2 from 3 perspective
questions (20 marks each) 40 – evaluate the overall purpose
Johnson and Scholes Exploring Corporate
100 and scope
Strategy (7th edition) Prentice Hall
– describe the expectations of
Europe ISBN 0273687344
ADDITIONAL INFORMATION owners
PAGE 6
Strategic Business Planning and Development (Continued)
(iv) define long term objectives (iii) define business strategy influence of the economy
(v) explain controlling the future (iv) define operational and financial – be aware of the political
(vi) understand long term efficiency strategy environment
(c) The process, content and context of 3 Strategic management in context – be aware of the impact of
strategic management (a) Strategic configuration technology
(i) describe the present position of (i) understand logical incremental – be aware of complexity,
the organisation model dynamism and uncertainty
(ii) understand the external (ii) understand rational command – understand systems thinking
environment model – analyse the organisation as an
(iii) understand the organisation at (iii) understand cultural political open system
present influences – understand the focal zone analysis
(iv)evaluate where does the (iv) understand political choice (ii) Porter’s diamond
organisation want to be – explain firm strategy, structure
(v) demonstrate how is the 4 Culture and rivalry
organisation going to get there (a) Define the meaning of culture – explain demand conditions
(d) The process of strategy development (b) Understand the determinants of – explain factor conditions
(i) identify deliberate strategies culture: Schein – explain related and supporting
(ii) identify prescriptive strategies (c) Describe the cultural web: Johnson industries
(iii) identify emergent and and Scholes (iii) forecasting and scenarios
incremental strategies (d) Link culture with structure – understand strategic life cycles
(iv) understand strategic planning (e) Discuss models of culture: Handy, – understand statistical forecasting
and strategic management Miles and Snow, Peters and techniques
Waterman, Mintzberg – understand the delphi technique
2 The rational model (f) Understand changing organisational – understand scenario planning
(a) strategic analysis culture: Kanter, Lewin
(i) assess the strategic position (g) Evaluate the link between culture 6 Analysis of customers, markets and
(ii) evaluate expectations and and strategic leadership marketing research
influence of stakeholders (h) Identify regional and national culture (a) Explain aggregate and sectoral
(b) strategic choice concentration
(i) define underlying influences 5 External environmental scanning (b) Understand customer behaviour
which guide strategy (a) Analysis of the general environment (c) Understand the principles of
(ii) evaluate strategic options (i) PESTEL analysis marketing research
(iii)understand evaluation and – be aware of the social impact (d) Explain market research as a
selection procedures on the organisation component of marketing research
(c) strategic implementation – be aware of the legal issues (e) Discuss social change and social
(i) define resource planning and implications trends
(ii) define corporate strategy – be aware of the role and (f) Discuss demographic factors
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Strategic Business Planning and Development (Continued)
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Strategic Business Planning and Development (Continued)
(iii) discuss product and market (iii) understand liquidity and (ix) understand marginalist theories
differentiation gearing of organisational objectives
(iv) identify sources of (iv)define the “balanced scorecard": (x) explain the accounting concept
differentiation Kaplan and Norton of profit
(v) assess innovation (xi) explain the economist concept of
(vi) understand technical profit
development PURPOSE OF ORGANISATIONS (xii) explain behaviourist theories
(vii) identify new target markets of organisational
(viii) identify new distribution 12 The nature of strategy analysis and (xiii) identify the expectations of the
channels choice owners
(ix) identify new market segments (a) Stakeholder expectations (xiv) evaluate the role of
(x) be aware of sudden environmental (i) understand stakeholder power stakeholders
shocks and influence
(ii) be able to carry out stakeholder 14 Developing the strategy
10 Human resource management mapping: Mendelow (a) Alternative directions for strategy
(a) Analysis of human resources (b) The cultural context development
(i) understand skills and (i) identify national and local evaluate PIMS analysis
competencies culture (i) understand resource based
(ii) discuss workforce adaptability (ii) understand organisational culture (ii) understand product value and
(iii) assess innovative capability and objectives development
(b) Analysis of operations resources (iii) explain withdrawal strategy
(i) evaluate the availability of 13 Corporate mission and strategic (iv)explain consolidation strategy
resources objectives (v) explain market based strategy
(ii) understand management (a) Mission, objectives and strategic intent (vi) explain market development and
information and control systems (i) define policy, strategy and tactics extension strategy
(iii) understand production control (ii) define strategic vision (vii) explain market penetration
systems (iii) define the mission statement strategy
(iv) understand process control (iv) define strategic intent: Hamel (viii) explain market positioning
(v) describe resource utilisation and and Prahalad strategy
costs (v) define strategic scope (ix) understand growth vector
(vi) state implicit and explicit analysis: Ansoff
11 Finance resource management objectives (x) define the planning gap
(a) Analysis of financial resources (vii) evaluate the prime (xi) define finance based strategies
(i) understand financial control organisational objective (xii) understand the role of the
systems (viii) evaluate the organisation’s budgetary process
(ii) understand capital structure policy
PAGE 9
Strategic Business Planning and Development (Continued)
15 Methods of strategy development (i) identify and justify expected (ii) understand the market options
(a) Ccompare level one and level performance outcomes matrix
two strategies (ii) review profitability analysis (iii) understand price based
(b) Evaluate internal development (iii) review cost-benefit analysis strategies
(c) Evaluate organic growth: (iv) review risk analysis (iv) understand added value and
Greiner’s growth model (v) evaluate shareholder value differentiation strategies
(d) Analyse joint ventures and (vi) assess expectation of stakeholders (v) explain hybrid strategy
strategic alliances (d) Corporate and business strategy (vi) define focused differentiation
(e) Review mergers and selection
acquisitions (i) formulate the role of planning 18 Development and application of
(f) Define concentric and (ii) carry out a formal evaluation marketing mix strategies
conglomerate diversification (iii) analyse enforced choice (a) Discuss product strategy
(g) Define forward and backward (iv) differentiate learning from (b) Discuss price strategy
integration experience (c) Discuss place strategy
(h) Be aware of the problems of (v) be aware of dominant (d) Discuss promotion strategy
diversification and acquisition stakeholder selection
19 Strategic support functions
16 Strategy evaluation and selection 17 The nature of strategy implementation (a) Finance issues
Analysis of Suitability, feasibility and (a) Marketing issues (i) performance evaluation
acceptability. (i) segmentation, targeting and – explain ratio analysis
(a) Suitability positioning – be aware of financial
(i) understand life cycle analysis (ii) understand strategic group analysis measures
(ii) understand life cycle/portfolio (iii) define strategic groups and – understand ROCE, ROI,
matrix strategic space profitability
(iii) assess resources and (iv) describe market segmentation – apply balanced scorecard
competencies analysis (ii) funding the implementation and
(iv) discuss business profile analysis (v) explain segmentation by factor, allocation resources
(v) understand strategy screening market or organisation – explain financial sources
(vi) be aware of decision trees (vi) describe targeting – explain capital allocation
(b) Feasibility (vii) distinguish between product and – explain shareholders' funds
(i) explain funds flow analysis market positioning (b) Research and Development issues
(ii) explain break even analysis (b) Strategies for market leaders, (i) management of innovation
(iii) explain resource deployment followers, challengers and – assess the role of research
analysis nichers and development in strategy
(c) Acceptability (i) understand the strategic clock: – evaluate acquisition of new
Bowman technologies
PAGE 10
Strategic Business Planning and Development (Continued)
PAGE 11
Strategic Business Planning and Development (Continued)
PAGE 12
Strategic Business Planning and Development (Continued)
(vi) understand the emergence of 26 Outcomes of the strategic process (i) assess corporate conduct
global competition (a) Corporate and business (ii) assess the governance
performance framework
25 Global strategies (i) discuss sustainable competitive (iii) discuss governance change
(a) Evaluate market entry strategies advantage (iv)distinguish between rights,
(i) Compare standardisation versus (ii) evaluate critical success factors duties and expectations of
customisation (b) A learning organisation stakeholders
(ii) Understand product positioning (i) assess shared purpose and vision (v) understand the role of executive
(iii) Discuss international channel (ii) understand challenging and non-executive directors
management experiences (vi)differentiate between functions
(iv) Analyse the development of (iii) explain the holistic view of a chairman and those of a
global brands (c) Alternative performance measures chief executive officer or
(b) Managing a global company (i) understand performance managing director
(i) describe the international standards (c) The attitude towards ethics on
planning process (ii) utilise financial indicators national and global scales
(ii) assess ethnocentric, polycentric (iii) utilise non financial indicators (i) the ethical stance
and geocentric orientation (iv) formulate strategic success (ii) discuss at the national and
(iii) explain cross cultural measurements; Peters and international level
management and leadership Waterman's excellence attributes (iii) explain at the corporate level
(c) Reaching global customers (d) Strategic failure (iv) explain at the the manager level
(i) international marketing research (i) assess strategic drift: the Icarus (v) evaluate the cultural context
– be able to assess value of Paradox
published statistics (ii) understand indicators of failure
– discuss comparability and (iii) analyse weak or inappropriate 28 Revision
reliability of data strategic leadership
– assess national and local (iv) discuss Z scores: Altman
information sources
– evaluate field sales force 27 Ethical considerations
(ii) international market (a) The importance of social
segmentation understand the responsibility
following: (i) evaluate the meaning of social
– geographic responsibility
– ethnic (ii) discuss corporate social
– economic responsibility
– technological capability (iii) review business ethics
(iv)review ethical dilemmas
(b) Corporate governance
PAGE 13