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BCS BA Practice > BCS - Module 2: Understanding the Strategic Context: Written Questions > Flashcards

BCS - Module 2: Understanding the Strategic Context: Written Questions Flashcards

1
Q

A resource audit aids with the identification of…

A

strengths and weaknesses

Each resource can be considered to be a source of strength or weakness for the organisation

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2
Q

What are the 5 resource audit types?

A 
Physical 
Financial
Human
Know-how
Reputation
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3
Q

What resource audit type do the following fall into?

Buildings
Land
Machinery
Physical Computer Equipment
Vehicles
A

Physical

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4
Q

What resource audit type do the following fall into?

Leadership and Management
Full and Part Time Employees
Temporary workers

A

Human

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5
Q

What resource audit type do the following fall into?

Patents
Copyright
Processes

A

Know-how

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6
Q

What resource audit type do the following fall into?

Cash flow
Profitability
Credit rating

A

Financial

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7
Q

What resource audit type do the following fall into?

Benchmark information
Accreditations
Awards

A

Reputation

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8
Q

What PESTLE factor is this?

Levels of employment

A

Economic

This impacts the availability of labour for an organisation

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9
Q

What PESTLE factor is this?

The trend towards using smart devices (smart watches, smart home devices etc)

A

Socio-cultural

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10
Q

What PESTLE factor is this?

Taxation rules and regulations

A

Legal

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11
Q

What PESTLE factor is this?

Increase in the price of energy

A

Economic

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12
Q

What PESTLE factor is this?

Animal welfare

A

Environmental

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13
Q

What PESTLE factor is this?

Waste disposal and recycling

A

Environmental

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14
Q

Porters Five Forces analysis shows…

A

the relative positioning and power of the organisations that participate in a particular industry

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15
Q

What are Porters Five Forces?

A
  1. Industry competitors and rivals
  2. Bargaining power of suppliers
  3. Threat of new entrants
  4. Bargaining power of buyers
  5. Threat of substitute products or services
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16
Q

In the POPIT model which aspect does this fall under?

Understanding of the business objectives

A

People

17
Q

In the POPIT model which aspect does this fall under?

Defined roles and responsibilities

A

Organisation

18
Q

In the POPIT model which aspect does this fall under?

Supportive management style

A

Organisation

19
Q

What are SMART objectives?

A 
Specific
Measurable
Agreed
Realistic
Time-based
20
Q

What are Critical Success Factors?

A

The areas of the organisation that must succeed in order to achieve positive performance and meet
objectives.

They are generally identified at a high-level and mapped into the organisation’s mission and objectives.

21
Q

What are Key Performance Indicators?

A

The mechanisms that assess the performance of the organisation and assess how well the organisation is achieving its CSFs.

22
Q

What are Performance Targets?

A

The internal mechanisms that will enable the KPIs and therefore the CSFs to be achieved.

23
Q

In the example of a Car Dealership:

Mission = “To be the number one dealership in the UK” and the

Objective = “To increase new vehicle sales by 25% over 5 years”

Strategy = “Boost sales leading up to new registration dates”

Tactic = “8 weeks before the new registration dates, write to all customers whose vehicles are coming up to 3 years old”

What are the CSFs, KPIs and Performance Targets?

A

CSFs
• High customer retention rate
•Excellent service provision

KPIs
•Percentage of previous customers who buy again
• Customer feedback on service provision

PERFORMANCE TARGETS
• 50% of sales to previous customers
• 98% rate service ‘good’ or better (on a rating scale of excellent, good, fair, bad)

24
Q

What is the purpose of the Balanced Business Scorecard?

A

To clarify the Strategy

To drive implementation of strategy using the four perspectives:

FLIC:
Financial
Learning and Growth
Internal Business Process
Customer

To enable discussion within a management team about what objectives to choose, and subsequently to support discussion of the actual performance achieved.

To identify additional KPIs and CSFs

25
Q

Which of the four perspective in the Balanced Business Scorecard do the following fall into:

number of employee suggestions or total hours spent on staff training.

A

Learning and Growth

26
Q

Which of the four perspective in the Balanced Business Scorecard do the following fall into:

time taken to process a phone call; time to deliver the products; results of customer surveys;
number of complaints or competitive rankings.

A

Customer

27
Q

Which of the four perspective in the Balanced Business Scorecard do the following fall into:

number of debtors; cash flow or return on investment.

A

Financial

28
Q

Which of the four perspective in the Balanced Business Scorecard do the following fall into:

The time spent prospecting; number of units that required rework or process cost.

A

Internal Business Process

BCS BA Practice (9 decks)

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