Exam code: 9609
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PC has the objective of increasing long term profits. Evaluate the strategic factors that the directors should consider when making the choice between option A and option B.
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Several strategic changes are likely to occur within PC. Evaluate how senior managers could implement these changes most effectively.
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Advise Sue on which approaches she should use to develop a new business strategy for RF2.
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Evaluate the usefulness of SWOT analysis as part of the strategic analysis required before HD’s directors make the choice between option 1 and option 2.
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Evaluate the role of corporate planning in the successful implementation of either option 1 or option 2.
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Evaluate the usefulness to WTZ of external environment analysis (PEST) as a framework to develop business strategy.
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Evaluate the strategic choice techniques that could help WTZ choose between option 1 and option 2.
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Evaluate the usefulness to TK’s directors of the strategic choice data in Appendix 1 as they make the decision between option 1 and option 2.
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Evaluate the importance to TK of contingency planning when implementing strategies to diversify the activities of the business.
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Evaluate the usefulness to UBH of Porter’s Five Forces analysis as a framework for developing its business strategy.
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Evaluate the strategic choice techniques that would be most useful to UBH when deciding between strategic option 1 and strategic option 2.
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Evaluate the strategic choice techniques FF’s directors could use when making the decision whether to enter the Asia Pacific retail glasses market.
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Evaluate the importance of change management techniques to the successful introduction of team working at FF.
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Evaluate whether the use of the techniques in Appendix 2 will eliminate risk for AC when choosing a growth strategy.
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Evaluate the importance of developing a change culture to the successful implementation of option 2.
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Evaluate whether the information in Appendix 1 is sufficient for the directors of WSC to make the strategic choice between Option A and Option B.
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Evaluate the importance to WSC of effective corporate planning if Option A is chosen.
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Evaluate whether the decision tree calculation in Table 3 is sufficient for JGS to make a strategic choice between Option 1 and Option 2.
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Evaluate the significance of contingency planning for JGS as it prepares to implement its future strategies.
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Evaluate whether the decision tree calculation in Table 3 is sufficient for JGS to make a strategic choice between Option 1 and Option 2.
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Evaluate the significance of contingency planning for JGS as it prepares to implement its future strategies.
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Evaluate the usefulness of the information in Appendix 4 for the directors of PAC as they make the strategic choice between Option 1 and Option 2.
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Evaluate the importance to PAC of contingency planning as part of strategic implementation if Option 2 is chosen.
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Evaluate the importance of core competencies as a framework for business strategy when NH carries out strategic analysis.
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Evaluate the effectiveness of using SWOT analysis to ensure that GR’s growth strategies are appropriate.
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Assume Leff chooses strategy 2. Evaluate how to implement this strategy effectively.
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Evaluate whether the data in Table 3 is sufficient for the managers of C4T as they make the strategic choice between option 1 and option 2.
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Assume option 2 is chosen. Evaluate the importance of a strategic business plan to the successful implementation of this option.
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