澳洲CPA 117 2011 S2 Case 2 Pacific Brands 討論

在澳大利亚CA/CPA学习和考试



CPA 117 2011 S2 Case 2 Pacific Brands 討論

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考MODULE6 咯。Leadership.

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借地问 在哪里有CASE 啊 是他寄过来还是ONLINE上 看不到啊 好急

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re 8steps, how do you guys cut through questions & why

1) how the integration should have been implemented for strategic success & successful change ?

or

2) assessing the integration plan ?   - how addressed - comments ,

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re 7s, issues here are  to be  considered as pre09 or post 09 ??  suggested resolutions seem re wot ???

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Okay, moving onto case 2 now. had a rough scan last Friday on the scenario. had a hunch that Kotter's 8 steps might be the testing points there. Establish a sense of urgency (stiff notification from banks etc); forming a powerful guiding coalition (receiving credit from high profile figures James MacKenzie and Paul Fiani); creating the vision (design to provide flexibility to deal with changing markets); planning for and creating short-term wins (investors got div reinstated). Just to name a few...

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key  stakeholders identification
5Qs (Focus strategy etc by downsizing and cutting nonperforming brands/subsidery)
strategic leadership style clarification

could be the few points the exam may cover. but don't quote me. lol

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Yes I agree with you yonei999!
I have analysed the case based on above also.

I think also need to look at Dunphy & Stace model for Transformation change

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good point, thanks mate.

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i thinl also need to look at the Rothschild organization life cycle and strategic leadership model

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ditto,
So far tried to apply Kotter but not enough information to complete last 2 steps, wat you reckon ?

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wat about 7S ?? any clue ?

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why is foucs ?thats for niche mkt

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in Q4 of 5Qs, only 3 generic strategies are covered. pls refer to txt book 3.18

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step 7 the appointment of GM, CFO etc.

[ 本帖最后由 yonei999 于 2011-10-12 01:16 编辑 ]

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i que why you concl ""Focus strategy etc by downsizing and cutting nonperforming brands/subsidery "" , FS is for niche mkt , irrelevant in here . diff strategy methinks

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ur 7step = my 2nd step,  gosh @ wat about last , no clue yet

so based on above, seems we gonna assessing the integration plan by  using how addressed - comments , instead of addressing how it should have been processed ? ? ur turn...

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refer to 3.22 of the txt book about Generic Strategy: focus. Not sure where the niche mkt is from. any quote from the txt book

step 7, refer to reading 6.2 page 3. Under No. 7, "hiring , promoting and developing employees..."

am scratching my head about step 8, too.

Time to hit the sack. And tomorrow will be another day. :)

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pg3.18
focus strategy incl focus diff and focus low cost on the narrow target mkt (nicke mkt ),  NFA on PBs...

ditto, 7th...gosh .. x . thx heaps

anyone got clues on MicKinsey 7S ?? NFA in here ?

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Focus: sold-off to narrow down
Differentiation: stable/top brands

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agree, Shake- out, and Surgeons style. heaps case facts could be discussed.

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Do you agree it's consumer goods and textile industry

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to Mandymei, yes agree the industry is consumer good and textile manufacturing

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for anyone that's unable to copy and paste directly from the preseen exam material. try Advanced PDF Password Recovery to unlock the file. sorry I was unable to upload the file cuz of the cap of 80k...

[ 本帖最后由 yonei999 于 2011-10-12 23:53 编辑 ]

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food for thought: pg 8 of preseen material

Merrill Lynch analyst David Errington is agruing PB's transformation plan as strategic error and value destroy. Clarify what value he is referring to and support it with evidence?

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kinda agree more here, focus-diff strategy


re 7s, has org considered any misalignments per cs2 ?

re 8steps, how do you guys comment on each step, seems text based ?

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i think it be referred to misalignments through transformation
correct me if wrong ~~~

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Value destroy: sell- off brands and write-down assets

For 7s, I can't find fact to do the analysis, apart from for culture(part of shared value): selecting people for key position.

If anyone thinks 7s is applicable for case 2, please advise:)

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楼主辛苦一点把大家认为的考点真理在一楼，大家认为怎么样啊。

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it mentioned "the company was listed by a private equity investor" for several times.

i am not clearly understand what would be the consequence if a company is listed by an private investor.


thanks guys

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probably just trying to say that the company was in the edge of collapsing and have started to used up all the investors' funds.

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thanks a lot

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private equity seeks short term return and in reality cares little about how the corporate operates. as such it may cause clashes with the management in organization who possesses long term view or strategy thereof.
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