Acca P3 Revision Notes

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ACCA P3 – PROFESSIONAL LEVEL
Business Analysis

SMART Notes Prepared by Darren Sparkes Email: darrensparkesnotes@sky.com ACCA P3 - Business analysis These notes are not intended to cover the whole of the ACCA P3 syllabus ©Darren Sparkes, 2010

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Contents

Page no.

Paper 3 Examiners Approach…………….….... 3 Extracts from the Examiners report ……….…...4 Examination Technique……………….…..……..7 Background and examination format..…............9 Syllabus Overview………………………...........10 Strategic Planning………………………...….....11 Mission and Objectives…………………………12 Business & Professional Ethics..………….…...13 Internal Analysis……………….……………..…14 External Analysis……………..………………....15 Strategic Options……………………….……….17 Method of Growth………………………............18 Portfolio Analysis…………………………….….19 Strategic Choice & Change Management…....20 Marketing………………………………………...21 Organisational Structure…………………….….22 International Market Place.…………….……....23 Business Process Change…….…..…………..24 Information Technology……..…….……..........25 Quality………………………………….……......26 Project Management………………………...…27 Role of Finance………………………………...28 Review and Control………………………..…..29 Strategy and People……………………………30

ACCA P3 – Business Analysis

These notes are not intended to cover the whole of the ACCA P3 syllabus

© Darren Sparkes, 2010

2

Approach Required
‘Differentiation is important to individuals seeking to pass a management and strategy examination. It is the ability to link strategic and financial analysis; it is the confidence to use creative thinking in the way you answer a particular problem…with alternative ways of viewing and solving a problem’ Ralph Bedrock (Paper 3 Assessor)

There is no absolutely correct answer – candidates who provided coherent justification… awarded appropriate marks Steve Skidmore (P3 Examiner)

ACCA P3 – Business Analysis

These notes are not intended to cover the whole of the ACCA P3 syllabus

© Darren Sparkes, 2010

3

Extracts from the Examiners comments

In general: • ‘Candidates were stronger in strategic concepts (strategic position, Porter’s Diamond) and less comfortable with business process modelling and customer relationship management.’ • ‘Part questions on specific factual areas (competency frameworks and CMMI) were either answered well (because the candidate was familiar with them) or poorly (because the area was not studied or revised).’ • ‘There was some evidence of poor time management, apparently caused by over-answering question 1.’ Section A - Question 1 • In general the first part of the question was answered well, using a wide range of appropriate models and frameworks. • However, candidates must be careful in the future to stick to external issues if a PESTEL analysis is specified in the question. • …some candidates did not restrict themselves to assessing the strategic position. They began to suggest strategic solutions and options which were not required by the question and so no credit was given. This reinforces the need for the candidate to carefully read the question and to answer within its scope. • …many answers well written and well-structured, so gaining most of the professional marks on offer. • Part b…Candidates failed to spot glaring errors in the process. • Part c…In many cases, candidates provided good answers to a very different question.

ACCA P3 – Business Analysis

These notes are not intended to cover the whole of the ACCA P3 syllabus

© Darren Sparkes, 2010

4

Section B • Question 2 – part a…Candidates answered this…relatively well, using appropriate calculations • Question 2 – part b…candidates answered this part question very well, not only showing knowledge of the model but were also confident in applying it to a case study scenario • Question 3 – part b…asked candidates to analyse these competencies. Some of these were clearly signposted in the scenario. Many candidates failed to identify any relevant competencies…falling back on...
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