Which of the following is not a customer-related Key performance measure? 1 New Customer 2 Customer volume 3 Customer satisfaction 4 Market Share 2. In which instance does Cultural change most likely to occur 1 the organisation is old. 2 the organisation is large. 3 there is a leadership change. 4 the culture is strong 3. Which of the following are external triggers of change? i. Changes in economic conditions such as a recession. ii. The arrival of a new CEO joining the company. iii. Changesincustomerstastesandexpectations. iv. Relocation of a business unit to new premises. 1 i only 2 i and ii only 3 i, iii and iv only 4 i, and iii only (1 Marks) (1 Marks) (2 Marks) 3 4. Which of the following is considered a performance ratio? 1 Cash ratio 2 Return on assets 3 Price earnings ratio 4 Debt to equity ratio (1 Marks) 5. Which category of benchmarking, involves multi-site comparison of processes and performance? 1 Internal 2 Functional 3 Competitive 4 Process (1 Marks) 6. If the board of directors wants to change the culture of an organisation, the least direct way of doing so would be to alter which of the following features? 1 Management style 2 Reward policies 3 The organisations product 4 Staff selection (1 Marks) 7. Which of the following are suitable measures of performance at a strategic level? i. Return on investment ii. Market share iii. Number of customer complaints 1 ii and iii 2 i and ii 3 i and iii 4 ii only (1 Marks) 8. Kanter identified seven power skills that change agents require to enable them to overcome resistance to change. Which of the three below are included in the power skills of change agents? i. A willingness to stake personal rewards on results ii. Bring a fresh perspective to the problem iii. Being respectful of the process of chance iv. Self-confidence, tempered with humility v. May have state-of-the-artknowledge of the required change 1 i, ii and iii 2 i, ii and iv 3 i, iii and iv 4 iii, iv and v (2 Marks) 9. Which of the following would be classified as measures of internal efficiency in the Performance Pyramid? Select all that apply i. Cycle time ii. Customer satisfaction iii. Delivery iv. Productivity v. Waste 4 1 All of the above 2 i, iv and v 3 iii, iv and v 4 i, iii, iv and v (1 Marks) 10. Which of the following are elements of Tom Peters concept of Thriving on Chaos? Select all that apply. i. Companies need the flexibility to be able to respond quickly to changes in the environment ii. Continuous change does not alter the underlying strategy of an organisation iii. Leaders need to have a clear vision of what they want to achieve iv. Successful companies encourage constant innovation 1 i and iv 2 i, ii and iii 3 ii, iii and iv 4 i, ii, iii and iv 11. Intangible benefits would include all of the following except increased... 1 employee loyalty. 2 product quality. 3 product safely. 4 salvage value. (2 Marks) (1 Marks) 12. Which of the following does not relate to the category of quantitative performance indicators? 1 Amount of 2 Level of 3 Number of 4 Proportion of (1 Marks) (Overall Total for Question = 15 marks) MAC4863/2021 5 QUESTION 2 (29 Marks) In a widely published model, Johnson, Scholes and Whittington characterise the strategic management process as consisting of three inter-related elements: strategic analysis strategic choice strategic implementation Required: (a) Explain the relevance (importance) of strategic implementation in the context of Johnson, Scholes and Whittington model. Note: Model is not required to be drawn DAMBUWO, an international hotel group with a very strong brand image has recently taken over BRUKEDO, an educational institution based in Central Africa. DAMBUWO has a very good reputation for improving the profitability of its business units and prides itself on its customer focus. The CEO of DAMBUWO was recently quoted as saying Our success is built on happy customers: we give them what they want. DAMBUWO continually conducts market and customer research and uses the results of these researches to inform both its operational and longer term strategies. BRUKEDO is well-established and has always traded profitably. It offers a variety of courses including degrees both at Bachelor and Masters levels and courses aimed at professional qualifications. BRUKEDO has always concentrated on the quality of its courses and learning materials. BRUKEDO has never seen the need for market and customer research as it has always achieved its sales targets. Its students consistently achieve passes on a par with the national average. BRUKEDO has always had the largest market share in its sector even though new entrants continually enter the market. BRUKEDO has a good reputation and has not felt the need to invest significantly in marketing activities. In recent years, BRUKEDO has experienced an increasing rate of employee turnover. DAMBUWO has developed a sophisticated set of Critical Success Factors which is integrated into its real-time information system. DAMBUWOs rationale for the take-over of BRUKEDO was the belief that it could export its customer focus and control system, based on Critical Success Factors, to BRUKEDO. DAMBUWO believed that this would transform BRUKEDOs performance and increase the wealth of DAMBUWOs shareholders. Required (b) 6 (i) Discuss four Critical Success Factors which can be used for BRUKEDO. (ii)To support the four critical success factors discussed above in (i), discuss which two Key Performance that you will use to support this and why you recommend them. (16 marks) (Overall Total for Question = 29 marks) (5 marks) (8 marks) QUESTION 3 (30 Marks) BWM, a publicly quoted company has expanded rapidly since its formation in 2005. Its rapid growth rate, based on a broad range of well-regarded products manufactured and sold exclusively within Asia, has led to high profits and an ever increasing share price. However, in the last year, BWM has found its growth rate difficult to sustain. BWMs core strategy has been described by its CEO as selling what we know to who we know. However, this view has been criticised by a number of financial analysts and journalists who have warned that if BWMs growth rate is not maintained its share price will fall and the value of the company will reduce. BWM has a functional organisational structure and currently employs around 800 employees. The number of employees has grown by 20% since 2008. Required: (a) Using Ansoffs product market scope matrix, discuss alternative strategies that can be followed by the company in keeping its increase in market share and profits (12 marks) The Human Resource Director of BWM has suggested that she carries out a review of BWM with the purpose of saving a significant amount of money by reorganising the company and reducing employee numbers. In this way, she considers she would be making a contribution towards maintaining BWMs profit growth rate. The CEO is interested in this idea but he is aware that changing organisational structure can be difficult. The CEO knows from his previous experience that such reorganisations do not always achieve their intended results. Required (b) Which difficulties might be encountered by the CEO in changing the organisational structure of BWM and reducing employee numbers? (c) Advise the CEO on how he could manage the process of changing the organisational structure. (8 marks) (10 marks) (Overall Total for Question = 30 marks)

Enterprise Strategy