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Value chains, value networks and supply chain management
Sections A4, E2 and E3 of the Paper P3 Syllabus and Study Guiderelate to value chains, value networks and supply chain management. This article considers writer Michael Porter’s value chain framework, which has been described as a powerful analysis tool for companies in strategic planning to create value. It also highlights the various definitions of supply chain management put forward by different writers.
The strategic planning process - parts 1 and 2
These articles focus on applying your knowledge of management and strategy to a scenario situation. Part 1 considers the complexities of strategic planning and how they can be broken down into three main areas. Part 2 adopts a similar simplification approach to the issues of strategic choice and strategic implementation.
Culture and configuration
This article focuses on two areas of Paper P3's syllabus on preparing and evaluating a cultural web of an organisation, and the importance of organisational structure and configuration.
Benchmarking can be thought of as a scientific way of setting objectives that will act as targets before and during the operating period, and comparators during and after the period.
Strategic planning in an age of turbulence
This article considers the inevitability of turbulence, which should have major implications on how organisations can plan for their long-term survival.
Communicating core values and mission
This article focuses on the syllabus area relating to an organisation’s core values and mission to the public, shareholders and employees. This is an objective which can easily get overlooked in the rush to master environmental analyses, strategic choice and outsourcing decisions.
This article considers some of the factors behind outsourcing decisions, the advantages and disadvantages of outsourcing and some common outsourcing applications.
Conflict management and the accountant as project manager
This article looks at project management, an important issue relevant to Paper P3. It considers the skills required by accountants in the role of project manager to ensure projects are delivered on time and managing potential areas of conflict.
Project management: business cases and gateways
Looking at the need to carefully evaluate a project's benefits and disbenefits from the outset, and the importance of regularly monitoring and re-evaluating its progress.
Strategy and people
When devising a strategic plan it is important to consider the organisation's resources, including employees.
Business strategy and pricing
This article looks first at the influences on prices and then at specific approaches.
Business forecasting and strategy
This article outlines key forecasting techniques for students to use when preparing for the Paper P3 exam.
The strategic use of IT
Looking at how organisations use IT in supply chain activities and customer relationship management is important for Paper P3 candidates.
Position-based and resource-based strategies
Outlining the position-based and resource-based strategies that are essential for Paper P3 candidates.
Takeovers, mergers and managing business units
Takeovers and mergers are often promoted as methods of increasing shareholder wealth, but in what circumstances is that likely to occur?
Enhancing and supporting the concept of knowledge management as a strategic contributor to an organisation.
Performance appraisal requires good interpretation and a good understanding of what the information means in the context of the question.
If you are aware that danger accompanies an undertaking, then it makes sense to understand the nature of the undertaking and how the danger can be managed.
Not-for-profit organisations - part 2
The second part of this article takes a specific and deeper look at charities, which are one of the more important types of not-for-profit organisations.
Not-for-profit organisations - part 1
Although many of the principles of management and organisation apply to most business models, not-for-profit organisations have numerous features that distinguish them from the profit maximising organisations often assumed in conventional economic theory. This article explains some of these features.
This article explains the purpose of competency frameworks for professionals at work and the benefits of these for trainees, qualifying bodies, tuition providers and ultimately to business organisations.
Business process change
The effective and efficient business processes required by organisations to effectively implement business strategies.
Illustrating the major components of the strategic planning process.
The seven deadly sins of strategy implementation
The main pitfalls of successful strategy implementation.
The adaptability of strategic models
A discussion on how models such as PEST and Value Chain can be used to reflect the evolving business environment and the range of business strategies currently used.
Strategic planning models
The strategic importance of IT.
Defining managers' information requirements
How critical success factors are used in business strategy and performance models.
Performance measures to support competitive advantage
The success of airlines such as EasyJet and Ryanair and examines how the balanced scorecard might be utilised to maintain the low-cost carriers' competitive edge.
A look at business-to-business and business-to-consumer e-commerce and benefits for business, as well as the social and employment costs involved.
ACCA embeds integrated reporting
Gareth Owen, ACCA qualifications development manager, outlines how the ACCA Qualification embraces the underlying principles of integrated reporting (IR). IR is a different way of presenting information about the business to its stakeholders and, as such, is a new and exciting development in financial reporting.
Updates to the ACCA Qualification in 2013
Gareth Owen, ACCA qualifications manager, explains the planned updates to the ACCA Qualification syllabuses taking place in 2013 as part of the process of continuous syllabus maintenance and improvement. The article highlights the latest syllabus changes, including any minor structural changes to exams.
Impact of changes to the Paper P3 and Paper P5 syllabuses from June 2011
Gareth Owen, ACCA qualifications development manager, outlines the reasons behind the changes to Papers P3 and P5.
Business analysis - changes to the syllabus from June 2011
The changes to the syllabus from June 2011 onwards.
Passing the Professional level papers
This article outlines what candidates can do to ensure they are well prepared for Professional level exams.
How to tackle exams - a marker's perspective
A lack of knowledge is not the only thing that can lead to exam failure - poor technique could also let you down. A member of the Paper P3 examining team highlights some common errors all ACCA students need to avoid.
Passing the Professional level papers
As well as identifying the key skills required to pass Paper P3, this article also outlines what candidates can do to ensure they are well prepared for Professional level exams.
Business analysis case study approach
Guidance on how to approach a case study question by looking at a past exam paper.
Last updated: 3 Oct 2013