ACCA_P3_关键模型汇总

ACCA P3 关键模型汇总

汇编：詹也

浙江财经大学

2014年

快速浏览法

Part A（战略位势）

1.1The strategy lenses（战略维度）

2.Strategy as design.

The design lens views strategy as the deliberate positioning of an organisation as the result of some ‘rational, analytical, structured and directive process’. It is the responsibility of top management to plan the destiny of the organisation. Lower levels of management carry out the operational actions required by the strategy.

The design lens is associated with objective setting and a plan for moving the organisation towards these objectives.

1Strategy as experience.

The experience lens views strategy development as the combination of individual and collective experience together with the taken-for-granted assumptions of cultural influences. Strategy as experience seems innately conservative. It could work well when a small incremental change is required within a stable environment. However, this view may become a major barrier to developing innovative strategies as experience may become rigid.

2Strategy as ideas.

It has a central role for innovation and new ideas. It sees strategy as emerging

from the variety and diversity in an organisation. It is as likely to come from the bottom of the organisation as from the top. Consequently, the organization should foster conditions that allow ideas to emerge and to be considered for inclusion in

a ‘mainstream strategy’.

1.2PESTEL

应用范围：当题目要求做“environmental analysis”、“analysis of the macro-environmental”或“analysis of the position of company，都可以用这个模型。

写作方式：

1.开头写一段“The PESTEL framework can be used to analyse the macro-environment. It considers political, economic, socio-cultural, technological, legal and environmental forces that affect the company”。

2. 根据案例内容，分别分析这6个宏观因素，以及各个因素如何影响企业的战略。

3. 根据分值，再加一个“summary”。

注意事项：

1.根据题目给出的信息量，不需要对这6个方面的因素面面俱到（有时候题目

并没有提及某一方面的信息）。当然，如果时间充裕，可以自己推测一下2.PESTEL模型只关注企业的外部情境，不适合做企业的内部资源和能力分析。

1.3Porter’s diamond（波特的“钻石模型”）

2010 June (Q 2，10分)；2013 Dec (QA3，10分)

应用范围：适合分析国家或产业的竞争优势。

Porter’s diamond model identifies four main determinants of national advantage. The four main determinants are:

1.The nation’s position in factor conditions, such as skilled labour or infrastructure,

necessary for firms to compete in a given industry.

2.The nature of the home demand conditions for the industry’s product or service.

Home demand influences economies of scale, shapes the rate and character of improvement and innovation.

3.The presence of related and supporting industries can provide a good local

supply chain and hence quality and cost advantages that are internationally competitive.

4.The firm strategy, structure and rivalry concerns the conditions in the nation

governing how companies are created, organised and managed. It also considers the nature of domestic rivalry and the role of government.

1.4Scenarios planning（情境分析）

分析思路：

1. 解释什么是情境分析：A scenario is a detailed and consistent view of how the business environment of an organisation might develop in the future. Scenarios can relate to macro factors such as political changes, economic growth or interest rates, or industry factors such as changes in input prices or entry of a new competitor.

2. 根据题目给出的信息，分析宏观环境的变化将如何影响企业的战略。

1.55 Forces Model（波特的“5力模型”）

应用范围：适合分析企业的竞争地位，经常配合PESTEL模型一起用（取决于分值）。

The 5 Forces Model identifies four main determinants of market competition that the firm faces.

1.Threat of new entrants. Barriers to entry will reduce competition by deterring

companies from joining an industry.

2.Threat of substitutes. The presence of substitutes will reduce profits because

customers can switch if prices rise

3.Bargaining power of buyers. Factors such as relative size and dependence will

affect the ability of buyers to drive down prices.

4.Bargaining power of suppliers. similarly, if suppliers in an industry have strong

negotiating power, the price of inputs will be driven up and profits reduced

https://www.360docs.net/doc/7e17008678.html,petition and rivalry. Intense competition will reduce profits. This may result

from slow growing or declining markets, excess capacity, barriers to exit and other factors

1.6Forecasting method

linear regression：2011 Dec (Q4)

Time series：Pilot 2011 (Q3，12分)

两者结合：2013 Dec (Q2a，15分）

1.6.1 linear regression

linear regression defines the equation of a straight line that ‘best’fits the data by minimising the squares of deviations of actual values from the mean. In least squares analysis, one set of data is defined as the independent variable (x –in this case, time) and the other set of data, sales, is defined as y –the dependent variable.

一般要求解释方程以及指标的意义，如：

●The positive value of b suggests that the overall sales trend is upwards.

●The correlation coefficient ‘r’shows the strength of the statistical relationship

between the two variables. e.g. the value of r is 0.253, which suggests that the two variables are weakly connected.

●The coefficient of determination (r2) shows that xxx% of the variation in sales (y)

is due to the passage of time (x). Low coefficients of correlation (and

determination) are usual when data is widely scattered around the mean and/or are related in a non-linear fashion.

注意：linear regression has little practical use when the data pattern is caused by large

seasonal variations.

Time series analysis uses a moving average to define a trend.

1.7Resource audit

应用范围：当题目要求分析“current strategic position from an internal perspective”，用该模型。

分析思路：

3.解释定义：Resource audits identify human, financial and material resources and

how they are deployed within a company.

4.结合案例信息，分析企业的优势与劣势（类似与SWOT分析）

注意：如果案例给了大量的财务数据，应做数据分析并结合起来分析（e.g. 2011 Dec. Q1）。

1.8SWOT Analysis

应用范围：当题目要求分析企业的“strategic capability”、“evaluate the strengths and weaknesses of xxx”、“current strategic position (from an internal perspective)”的时候，用该模型。

分析思路：

1.解释什么是SWOT分析：“SWOT analysis summarises the key issues from the

business environment and the strategic capability of an organisation that are most likely to impact on strategy development.

2.根据题目给出的信息，分别分析该企业的“Strengths”（优势）、“Weakness”

（劣势）、“Opportunity”（机会）与“Threats”（威胁）。

注意：要看清楚题目的问题。例如，SWOT分析中的“优势和劣势”是针对企业内部因素，而“机会和威胁”是针对企业的外部环境，如果题目要求分析“strategic position”，需要全面的分析四个方面；如果题目要求分析“strategic capability”，则可以只分析“优势和劣势”。此外，当题目只要求分析“strengths and weaknesses”的时候，不需要分析机会与威胁。

1.9Marketing mix（营销组合）

Marketing mix is a set of strategies that used to attract and retain customers, also known as the 4Ps or, for service organisations, 7Ps. These are:

1. A product(or service) is anything that satisfies a need or want, including

design, features, quality and packaging.

2.Place deals with how the product is distributed. It concerns with channel and

logistics.

3.Promotion includes all marketing communications which let the public know

of the product or service, e.g. advertising, sales promotions, public relations

4.Price is the only one in the marketing mix which brings in revenue. It is

important to set an appropriate price with reference to factors such as cost, competitors’ prices, perceived quality, firm strategy etc.

5.People carry the interaction between customers and staff in person or over the

telephone

6.Processes. Fast and efficient processes (e.g. booking a service) may be a

significant marketing advantages

7.Physical evidence. Because services are intangible, it is sometimes important

to provide evidence of ownership, e.g. a ticket to travel or certificate of attainment for training.

注意：传统产业为4P，服务产业为7P。除非题目有特定的要求。

1.10CSI & KPI（关键成功因素分析法& 关键绩效指标）

分析思路：

1.（1）解释什么是CSI：Critical success factors (CSFs) are those product features

that are particularly valued by a group of customers and, therefore, where the organization must excel to outperform competition. （2）结合案例分析哪些因素是顾客最重视的要素（对企业而言就是关键的成功因素）。

2.（1）解释什么是KPI：CSFs are normally measured through key performance

indicators (KPIs). These are targets that the organisation has to achieve.（2）分析哪些指标可以用来考核上述的关键成功因素（可结合“the balance scorecard”，强调同时应用财务指标和非财务指标）。

1.11Value chain（价值链）

1.Value chain is developed to analyze a firm’s activities – ways in which they

add value.

2.具体内容根据题目提供的信息

Primary activities:

(a) Inbound logistics – receiving, storing and handling stocks of raw materials

(b) Operations – processing raw materials into finished goods

(c) Outbound logistics – storing finished goods and distributing them to

customers

(d) Marketing and sales – marketing and selling activities

(e) Service – after or during sales services separate from the product (eg

warranties)

Support activities:

(a) Procurement – purchasing function

(b) Human resources – all functions related to staff recruitment and

development

(c) Technology development – management of IT and R&D functions (d) Infrastructure – everything else! (eg senior managers and finance function) Inbound Logistics 内部后勤Operations 运营

Outbound

Logistics

外部后勤Marketing & Sales 营销Service 服务

Primary Activities Procurement

采购

Human Resource Management 人力资源管理

Technology Development 技术开发Firm Infrastructure 企业基础设施

The Value Chain

Support

Activities Primary Activities

注意：题目有时候只要求分析“primary activities ”或“support activities ”，要看清楚。

1.12 Stakeholder mapping （利益相关者矩阵）

1.解释什么是“stakeholder mapping”：An organization's stakeholder relationships

must be managed in accordance with their power and degree of interest. The stakeholder mapping analysis classifies stakeholders into different groups and use different strategies to manage relationship with them.

2.根据题目，把利益相关者分为四类，并提出分别的战略。

(1) “high power and high interest”: actively manage these key players

(2) “high power and low interest”: keep these people satisfied

(3) “low power and high interest”: keeping them informed about progress of the

company

(4) “low power and low interest”: minimal effort should be put into managing

them, sometimes even ignore them.

1.13Ethical stance（伦理立场）

Ethical stance is the extent to which an organization will exceed its minimum obligation to stakeholders and society at large.

1.Short-term shareholder interest（短期股东利益）: only accept a duty of

obedience to the demands of the law.

2.Long-term shareholder interest（长期股东利益）: taker a wider view of ethical

responsibilities and thus enhance corporate image

3.Multiple stakeholder obligations（多方利益相关者义务）: accept and balance

the expectations of different stakeholders, including shareholders, suppliers, employers and customers etc.

4.Shaper of society（社会的标杆）: largely the role of public sector organization

and charities.

1.14Culture web（文化网络）

应用范围：当题目要求分析“the culture of xxx”或“assess the underlying organisational cultural issues”时，应用该模型。

The cultural web is a representation of the taken-for-granted assumptions, or paradigm, of an organisation.

1.Symbols（符号）such as logos, offices, cars, titles, language and terminology are

a shorthand representation of the nature of the organisation.

2.Power structures（权力结构）represents the most powerful groupings within the

organization. These people have the greatest amount of influence on decisions, operations, and the strategic direct of an organization.

https://www.360docs.net/doc/7e17008678.html,anisational structure（组织结构）reflects power and shows important roles

and relationships.

4.Control systems（控制系统）, measurements and reward systems emphasise what

is important to monitor in the organisation.

5.Routines and rituals（惯例与仪式）define the ‘way we do things around here’.

6.Stories（故事）are used by members of the organisation to tell people what is

important in the organization. They are usually concerned with success, disasters, heroes, villains and mavericks.

Finally, the company paradigm（范式）summarises and reinforces the other elements of the cultural web.

1.15Corporate governance（组织治理）

Corporate governance is the conduct of the organization's senior effort. The board of directors is the main governing body, others including an executive committee or the

board of trustees (unusually for not-for-profit organizations). The board must decides on a stewardship role and ensure that the organization’s activities is not directed to management’s own ends rather than those of stakeholders.

2. Strategic choices（战略选择）

2.1 corporate rationales for adding value（母公司创造价值的三大角色）

Portfolio managers, synergy managers and parental developers represent three corporate rationales for value creation in a multi-business organization.

1.Portfolio managers seek to acquire under-performing or under-valued companies

and to improve their performance so that they can later be sold at a premium.

Portfolio managers manage businesses with a low cost centre and do not intervene significantly in the running of each business in the portfolio. The value-added activities of a portfolio manager are usually restricted to investment, setting expectations and standards and for monitoring performance.

2.Synergy managers pursue economies of scope through the shared use of

competences and resources. Developing strategic capabilities, achieving synergies and transferring managerial capabilities are value-adding activities of a synergy manager. This will require greater intervention in the operation of the SBUs.

3.Parental developers use the competencies of the parent to add value to

businesses in the portfolio. In this instance, the parent company is confident about its resources and capabilities and wishes to use these to enhance the value of the businesses in the portfolio. For parental developers, achieving synergies between companies in the portfolio is not a priority. The focus is on providing the companies in the portfolio with the competencies of the parent.

解题思路：

1.解释三类母公司的角色和定位分别是什么。

2.分析本案例中，母公司扮演了什么样的角色。

2.2BCG Matrix（波士顿矩阵）

According to their position on the matrix, SBUs will be categorised as follows: 1.Stars offer good future returns so the parent needs to invest in and develop them.

Due to the industry life cycle, stars will become cash cows in time.

2.Cash cows do not need much investment so will generate cash income. Parents

can use this cash to invest in stars or simply provide a return to shareholders.

3.Question marks should be assessed to see whether they have the potential to

become stars. If so, the parent should invest in them, if not, they should be sold or run down.

4.Dogs can tie up funds and provide a poor return. In general, they should be sold

off although may be retained if they are a useful niche business.

2.3The public sector portfolio matrix（公共部门组合矩阵）

应用范围：Government or service agency

1.Public sector star is something that the system is doing well and should not

change. They are essential to the viability of the system.

2.Political hot boxes are services that the public want, or which are mandated, but

for which there are not adequate resources or competences.

3.Golden fleeces are services that are done well but for which there is low demand.

They are potential targets for cost cutting.

4.Back drawer issues are unappreciated and hve low priority for funding. They are

obvious candidates for cuts. But if managers perceive them as essential, they should attempt to increase support for them and move them into the political hot box category.

2.4The General Electric Model（通用电气公司模型）

The GE Model is based on the enterprise’s competitive capacity and the market’s attractiveness. This model attempts to match competence within the company to conditions within the market place.

2.5The Shell directional policy matrix（指导性政策矩阵）

The directional policy matrix model is based on the enterprise’s competitive capacity

and the prospects for sector profitability. This model is deepens upon managerial judgment rather than simple numerical scores.

2.6The Ashridge portfolio Model

The Ashridge model assesses the benefit SBUs can derive from a corporate parent playing the parental developer role. The Ashridge model has two variables.

(1) 'Feel': The degree of fit between the parent's skills and resources, and the critical success factors of the SBU. This measures how well the parent understands what the SBU must do well to succeed. Low fit in this area means that the parent may inadvertently damage the business.

(2) 'Benefit': the degree of fit between the parent’s skills and resources and the SBU opportunities.

According to this model, the SBUs can be classified into 4 categories:

(1)Heartland businesses have opportunities to improve that the parent knows how

to address and are well understood

(2)Ballast businesses are well understood by the parent, however, the parent has no

real opportunities to add value. Ballast businesses can provide steady earnings but can also be a distraction for management. If they cannot be moved into heartland businesses, managers should consider divesting them.

(3)Value trap businesses present opportunities for parents to add value, perhaps by

exploiting synergies or transferable skills. However, the parents have a limited understanding of what is critical for the SBU to succeed and so there is a high risk that they will make decisions that reduce value. If they cannot be converted to heartland businesses they should be divested.

(4)Alien businesses are poorly understood and offer no opportunities for adding

value. It is likely that value is being destroyed and they should be divested as soon as possible

2.7The strategy clock（战略钟模型）

The strategy clock suggests 8 approaches to creating value for the customer. A customer will buy from the provider whose approach to price and perceived benefits matches their own. Each strategy has its on critical success factor.

1. A no frills approach seeks to deliver the lowest possible price. It is most

appropriate where customers are price-sensitive, switching costs are low and there is little opportunity to compete on product features.

2. A low price strategy seeks to provide a similar value of product or service to

competitors, but at a lower price. This is relatively easy for competitors to copy so will only be sustainable if the company has a cost advantage over its competitors for a given level of quality.

3.The hybrid approach attempts to simultaneously price lower than competitors

while delivering enhanced value to customers. This may be achieved by producing higher volumes than competitors, or focusing very clearly on one aspect of added value or a particular market segment.

4.Differentiation is a strategy aiming to provide services which are different or

unique in terms of value provided to customers. This may be based on factors such as product quality, marketing or innovation. Differentiation allows customers to earn a higher margin by charging higher prices, or gain market share by offering more value at the same price as competitors.

5.Focused differentiation means providing high perceived value to justify charging

a significantly higher price than other products. This usually means targeting a

specific market segment.

(6), (7) & (8) which combine high price and low perceived value will most likely fail.

2.8Porter’s generic strategies model

Porter developed 3 generic strategies for competitive advantages.

1.Cost leadership: being the lowest cost producer

2.Differentiation: making the product different from competitors’ products

3.Focus: specializing on a segment of the market

a)Cost-focus: provide goods and/or services at lower cost

b)Differentiation-focus: provide a differentiated product or service

2.9The TOWS Matrix

TOWS analysis provides four potential strategic directions:

1. WT (weakness-threat) strategy aims to minimize weaknesses and threats.

2. WO (weakness-opportunity) strategy aims to minimise weaknesses and exploit opportunities.

3. ST (strength-threat) strategy aims to use a firm’s strengths to deal with threats.

4. SO (strength-opportunity)use a firm’s strengths to exploit opportunities identified.

2.10The Ansoff’s Matrix

This model attempts to determine which products should be sold in which markets. 1.Market Penetration means increasing market share of existing products via

promotions, price reductions, increasing usage etc. It represents a relatively low risk strategy. Alternatively, a company may simply aim to maintain or even reduce its position in a market.

2.Market Development means seeking new customers for existing products, e.g.

exporting or selling via new distribution channels. Risk here is still reasonably low.

3.Product Development is selling new products to existing customers

(“cross-selling”). This is slightly riskier as it may involve investment in new products and its success may depend on the relationship a firm has with its customers.

4.Diversification, selling new products to new customers, may offer significant

growth potential but it is risky as it may require significant investment and new competencies.

2.11Methods of development（发展模式）

2013 Dec.（QA1，18分）

Internal development takes place when strategies are developed by building on or developing the organisation’s own capabilities. It is often termed organic growth. It is suited for organization with risk-averse attitude and cautious culture. The organic approach spreads cost and risk over time and growth is much easier to control and manage. However, growth can be slow and restricted by the breadth of the organisation’s capabilities.

Acquisition strategy is one where one organisation takes ownership of other existing organisations in the target countries. It allows an organisation to enter a new product or market area. However, acquisitions usually require considerable expenditure at some point in time and evidence suggests that there is a high risk that they will not deliver the returns that they promised. Furthermore, acquisitions also bring political and cultural issues, and acquisitions often results from problems of cultural fit.

A strategic alliance takes place when two or more organisations share resources and activities to pursue a particular strategy. This approach allow the organization to enter into a marketplace without the large financial outlay of acquiring a local organisation. Furthermore, it would avoid the cultural dislocation of either acquiring or merging with another organisation. However, loss of control and difficult to trust alliance partners are always challenges for alliance management.

A joint venture is an arrangement where a newly created organisation is jointly owned by the parents.

2.12Success criteria（战略成功标准）

2013 Dec.（QA2，18分）

应用范围：问某方案或目标收购对象的可行性/吸引力/成功可能性?

回答思路：1. 解释战略成功的三大标准：适宜性、可接受性、可行性（suitability, acceptability and feasibility）；2. 结合案例分析。

1.Suitability. Suitability is concerned with whether a proposed strategy addresses

the circumstances in which an organisation is operating - its strategic position.

如果是收购案例，评价suitability的标准是“an acquisition makes particular sense if speed to market is vital”，可以结合案例资料从目标市场的competitors、自身的capability（如economies of scale）、cultural problems等来分析。要说明该项议案是否合乎企业的战略需求。

2.Acceptability. The acceptability of a proposed strategy is concerned with the

expected performance outcomes of a strategy in terms of return, risk and stakeholder reactions.

有可能涉及财务指标计算，如gross profit margin, ROCE, gearing ratio等。3.Feasibility. Feasibility is concerned with whether an organisation has the

resources and competences to deliver a strategy. E.g. financial feasibility

3. Strategic action（战略行为）

3.1 7 types of structure

1. Functional

2. Multidivisional

3. Holding company

4. Matrix

5. Transnational

6. Team

7. Project

重点：分析每一种结构的优点和缺点。其中，最关键的三种结构是functional、matrix和project。

3.2Stereotypical configuration（六大组织结构模型）

An organisation’s configuration considers how the structure, processes and relationships of an organisation work together. Henry Mintzberg has identified six configuration stereotypes.

1.Simple/Entrepreneurial（简单结构）

Strategic apex is dominant. There is no formal structure and little planning.

Control is exercised by direct supervision. It can be very effective in small entrepreneurial organisations where flexibility is important.

2.Machine bureaucracy（机械型组织）

Technostructure is dominant.. Control is by rules and procedures and work is highly standardised. Likely to have a hierarchical structure. This may be appropriate in a stable environment where the focus is on improving performance rather than solving problems.

3.Professional bureaucracy（专业型组织）

Operating core is dominant. Processes are too complex to be standardised and so control is exercised via training, individuals’ expertise and their professional ethos.

Common in professional firms and hospitals.

4.Divisionalised（分部型组织）

Middle line is dominant. The organisation is too large or complex to be managed as one unit so is split into divisions. Control is exercised via performance measures such as profit. Each division may well be configured as a machine bureaucracy.

5.Adhocracy（创新型组织）

Support staff are dominant, as they are the only group providing continuity.

Innovation is critical and work tends to be project-based. Teams with a mix of skills will form and disperse as required. There are few formal controls and work is complex and ambiguous.

6.Missionary（使命型组织）

Missionary organisations have little structure or formal control but are held together by a shared set of values, reinforced in a strong culture. May be effective in start-up companies or campaigning groups

3.3Types of change（变革的种类）

Adaptation is change that can be accommodated within the current paradigm and can be introduced incrementally in the organisation.

Reconstruction is change that may be rapid and create upheaval in the organization but which does not fundamentally change the underlying paradigm.

Evolution is a change that does require a paradigm change but one that can be introduced over time

Revolution is a change that requires rapid change associated with a change in