• Strategic Lens – strategy as design, strategy as experience, strategy as ideas
• Rational model of strategy analysis
• Mendelow’s Matrix on stakeholder analysis – interest vs poer, minimal effort, keep informed, keep satisfied, key player
• 6M – money, manpower, management, manufacturing, markets, marketing, material
• SMART – stated / specific, measurable, achievable / agreed / accepted, relevant, time specific
• Balanced scorecard – financial perspective, customer perspective, internal business perspective, innovation and learning perspective
• Ansoff’s matrix – product vs market
• McKinsey 7S – structure, systems, style, staff, skills, strategy, shared values
• Cultural web – organizational paradigm, control systems, rituals and routines, myths and stories, symbols and titles, power relations, organization structure
• Organization structure – functional, divisional, matrix
• Organization form by Mintzberg
• Value chain
• Harman’s Process strategy – for outsourcing
• Balogun and Hope Hailey – contextual – power, time, diversity, capacity, preservation, readiness, capability, scope
• Nature of strategic change – scope of change (realignment vs transformation), nature of change (incremental vs big bang) = adaptation, evolution, reconstruction, revolution
• Lewin’s 3 steps to cultural change – unfreeze, effect the change, refreeze
• CMMI
• V-model of software testing
• CPA, PERT, Gantt, swim lane

• Oceania question from Dec 2007 paper,
• Sample case given in Feb 2009 for the format change,
• Universal Pottery Company,
• Hair Care,
• Ashkol Furniture Supplies,
• Playwell,
• Rinsfield Theatre II,
• Accounting and Organization Culture (Nov 2008),
• The Software Package Approach to Information Systems Development (May 2007),
• Strategic Planning Models (May 2007),
• Quality Plans (May 2007),
• A Primer on Knowledge Management (May 2007),
• Outsourcing IT/IS Services (May 2007),
• Outsourcing in the Financial Services Industry - Make or Buy (May 2007),
• Strategy Challenge: the Internet - Building a New Vision (Feb 2007),
• Understanding the Importance of Appraisals (Apr 2004),
• IT Development Methodologies (Aug 2005),
• Theories of Leadership Style (Sept 2005), and
• Records and Appraisal (Sep 2001).

• Business Process Change (Sept 2008),
• Strategic Planning in Practice (Feb 2008),
• Mergers and Acquisitions - A Problem of Culture (May 2007),
• The Development of Global Companies (May 2007),
• The Adaptability of Strategic Models (May 2007),
• The Seven Deadly Sins of Strategic Implementation (May 2007),
• Strategic Choices and Change Management (May 2007),
• Corporate Decline (May 2007), and
• Corporate Recovery (May 2007).

• Defining Manager's Information Requirements, Critical Success Factors (Aug 2006),
• Stakeholder Analysis (Oct 1999),
• All About Stakeholders I (Jan 2008),
• All About Stakeholders II (Feb 2008),
• Corporate Governance (Aug 2009),
• The Power of Branding (Jul 2007),
• Accounting and Organizational Cultures (Nov 2008),
• Professional Ethics - A Kloser Look (May 2003), and
• Ethical Decision Making (Mar 2008).

• Examiner's approach article,
• Examiner's approach interview, and
• Examiner's analysis interview.

• Zoom Learning (May 2002), and
• Sleep Is For Wimps (Apr 2009).

• Understand The Question (Feb 2005),
• ** Reading and Planning Time (Jul 2007),
• Make Your Reading Count (Nov 2008),
• Speed Reading (Jun 2009),
• ** Testing Times (May 2009), and
• Exam Confidence (Aug 2008).

• ** Effective Report Writing (Aug 2000),
• To Whom It May Concern (May 2001),
• ** How To Clean Up In Exams (May 2002),
• Professional Marks (Oct 2007),
• Professional Marks (June 2009),
• ** Answering The Scenario Question (Aug 2006),
• How To – Prepare To Pass (May 2008),
• Put To The Test (May 2008),
• Examiner Approach To P3 (Jan 2007), and
• Pass Note For P3 (Sep 2007).

• Defining Manager's Information Requirements, Critical Success Factors (Aug 2006),
• Stakeholder Analysis (Oct 1999),
• All About Stakeholders I (Jan 2008),
• All About Stakeholders II (Feb 2008),
• Corporate Governance (Aug 2009),
• The Power of Branding (Jul 2007),
• Accounting and Organizational Cultures (Nov 2008),
• Professional Ethics - A Kloser Look (May 2003), and
• Ethical Decision Making (Mar 2008).

• Use the 3E's to evaluate an hospital and a school, including recommendations on what and how to evaluate these value for money measurements.
• Perform external analysis of PESTEL, Porter's Five Forces, Porter's Diamond, and marketing mix on one of these three companies: Disney Hong Kong, Ocean Park Hong Kong, and the proposed Disney Shanghai.

• do nothing,
• become a budget airline,
• do cargo / new business,
• focus on business or leisure traveller only, and
• buy a budget airline.

• what are the characteristics of budget airlines (what are the CSF for this particular type of companies),
• for the Airtite case part (a), the question asked for the "conditions affecting the low cost air travel industry," how does that affect what you have written on Tuesday November 3, and
• for the Airtite case part (b), prepare to write about in class how "the process of developing scenarios" might help John.

• what kind of business is it in?
• special characteristics of this industry?
• what are the CSF for companies in this industry?
• what is the company's current strategy?
• what has changed?
• what is the new strategy?
• what are discussion points in the external and internal analysis?
• who are the stakeholders in the case?

Today we went through the following:

• introduction to P3 paper,
• introduction to exam skills and some common mistakes,
• discussed Module 1 of the education notes, and
• worked through Dec 2007 P3 paper.

• the purpose, levels, advantages and disadvantages of strategic planning,
• analysis of financial information,
• not-for-profit organizations,
• external analysis using PESTEL, Porter's Five Forces, and Porter's Diamond models,
• strategic marketing using the 7Ps,
• internal analysis using 6Ms, 7Ps, value chain analysis, product life cycle analysis, BCD matrix,
• benchmarking,
• missions and objectives,
• stakeholder analysis using Mendelow's Power-Interest matrix, and
• culture and ethics.

• how to generate stategic choices,
• Porter's generic strategies of cost leadership, differentiation, and focus,
• choices of doing nothing, withdrawal, and expansion using Ansoff's Matrix, vertifical, horizontal, and conglomerate diversification,
• Porter's tests for assessing acquisitions,
• synergy,
• organic growth versus acquisition, and
• ways to expand internationally.

• the suitability, acceptability, and feasibility test for the strategic selection process,
• rational, emergent, and incremental strategies, and
• the CRC comprehensive case.

• feedback on the 3E exercise submitted this week,
• feedback on the Disney HK / Disney Shanghai / Ocean Park practice question submitted this week,
• joint venture technical article,
• balanced scorecard technical article,
• balanced scorecard and small business technical article,
• stakeholder analysis technical articles,
• another 3E question using HK Forestry service,
• session 6 notes, and
• CRC and sample case from examiner.

• ACCA technical articles on use of strategic models in planning, strategic implementation, and change management,
• ACCA technical articles on corporate decline and corporate recovery,
• ACCA technical articles on business process change,
• session 8 notes on business process change,
• CMMI model,
• Harmon's process-strategy matrix,
• outsourcing, and
• software solutions including selection and evaluation of solutions.

• IT and Porter's 5 forces and Porter's generic strategy,
• e-business and stages of e-business,
• use of IT in other business developments,
• supply chain management,
• upstream supply chain management and e-procurement,
• downstream supply chain management and e-marketing,
• 7Ps and 6Is,
• e-branding,
• Rinsfield Theatre II question,
• technical article on bespoke or off-the-shelf software selection, and
• technical article on IT and outsourcing.

•  CRM system,
• customer lifecycle,
• quality, quality control, quality assurance,
• quality management,
• TQM and six sigma,
• DMAIC,
• the v model for software testing,
• the CMMI assessment framework,
• project management constraints - time, cost, scope,
• project risk management,
• project initiation document,
• project plan,
• managing and leading projects,
• technical articles on the v model and project quality plan, and
• the UPC and Asia Invest case questions.

• Session 12 on people management,
• Airtite question and compare the differences in result between the Airtite case and Oceania case,
• the February 2009 format change article case on the engineer society, and
• the Clothing Company case on project management.

• the syllabus under P3,
• order of things to do in the actual P3 exam,
• the review of the list of topics within each syllabus,
• the general description and requirement of action words in questions,
• the analysis of the Oceania case by going through the questions and reading part of the case to pick up the "marks," and
• the requirement of using YES magazine as our case study.

• external analysis of YES magazine using PESTEL and 5 Forces,
• an overview of how to perform an internal analysis of YES magazine using various models,
• review of questions on AEC,
• evaluate component by component the question requirements of AEC, and
• an attempted answer of extension questions to AEC on benefits of e-marketing and organic growth vs acquistion.

• discussion of the characteristics of the market and nature of the product for White Flower Oil,
• external analysis of White Flower Oil,
• strategic alternatives determination using Ansoff matrix, various types of integration, international expansion, and various forms of cooperation for expansion,
• the alternative of non-action or kill product (BCG’s cash cow and dog position),
• worked through the case of 3C Pharmaceuticals,
• worked through the case of PSI, and
• worked through the environmental analysis (part a) of the Airtite case.

• use of buzz words to simplify writing,
• Airtite case external analysis,
• Airtite case the benefits from the process of developing scenarios,
• Good Sport case full analysis,
• quality with the Pipe Dream case,
• Greenfield Nurseries case full analysis,
• Salt and Soap case full analysis,
• started Clyde William case which we will finish next time.

• Clyde William case from external analysis to strategic choice and selection,
• Sun and Sand Travel case for performance indicators and CSFs,
• Woodsy case on value chain analysis, and
• started on the AutoFone case.

• walked through five technical articles from the Student Accountant magazine,
• worked through the Elegant Hotel case which focuses on issues that arise out of performance measurement and reward determination,
• finished the discussion on how to answer the AutoFone case,
• worked through the CCC Car Manufacturing case,
• discussed the RitePay software case, and
• discussed the 3C case.

• some writing tips,
• look at some of the less commonly used but frequently testable models and frameworks within the P3 syllabus,
• went through the various project management tools like CPA, PERT, Gantt charts, and swim lane,
• looked at the IISA prepared by the P3 Examiner in March 2009,
• worked on the ASW case,
• worked on the Equiguard case,
• discussed the DRB case,
• worked on Benefit of Appraisal, and
• Equiguard case.

• the Playwell case,
• the greenTech case from June 2009 P3,
• National Museum case from December 2009 P3, and
• the MMI case.