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CMA JUNE-2019 EXAMINATION MANAGEMENT LEVEL
SUBJECT: E2. ENTERPRISE MANAGEMENT
Time Allocated: Three hours Total Marks: 100
Instructions to Candidates
There are 3 Sections (A, B & C) in this paper. You are required to answer ALL questions.
Answers should be properly structured, relevant and computations need to be shown.
You are strongly advised to carefully read ALL the question requirements before attempting the question concerned (that is all parts and/or sub-questions).
ALL answers must be written in the answer book. Answers written on the question paper will not be submitted for marking.
Start answering each question from a fresh sheet. Your answers should be clearly numbered with the sub-question number then ruled off, so that the markers know which sub-question you are answering.
Section No of questions in the Section
No of sub-questions in the Section
Marks allocation
A 01 08 20%
B 01 05 30%
C 02 50%
TURN OVER
Page 2 of 5 SECTION A – 20 MARKS
This section consists of 1 question and 8 sub-questions.
You are advised to spend no longer than 36 minutes on this section. Section will carry 20 marks and one sub-question will carry 2.5 marks each.
QUESTION No. 1
(a) Distinguish between “a closed loop system” and “an open loop system” in control.
(2½ Marks)
(b) Describe transaction cost and name two types of transaction cost.
(2½ Marks) (c) Describe what is involved in benchmarking.
(2½ Marks) (d) Name the FOUR approaches to Corporate Planning.
(2½ Marks) (e) Outline Mintzberg’s five Ps of strategy.
(2½ Marks) (f) Write down different types of power with example.
(2½ Marks) (g) How conflict creates? What is Horizontal conflict and vertical conflict?
(2½ Marks) (i) Describe Business Process Outsourcing (BPO).
(2½ Marks)
END OF SECTION A
SECTION B Starts on page 3
Page 3 of 5 SECTION B – 30 MARKS
This section consists of 1 question and 5 sub-questions.
You are advised to spend no longer than 9 minutes on each sub-question in this section.
Section will carry 30 marks and one sub-question will carry 6 marks each.
QUESTION 2
(a) Describe the benefits to a company from having a robust health and safety procedure.
(6 Marks) (b) Described Boston consulting group (BCG) model with example of four different
Bangladeshi Company in four quadrants.
(6 Marks) (c) List down the differences between Resource-based view versus positioning view.
(6 Marks) (d) Write down different cultural types with examples given by Handy.
(6 Marks) (e) Explain four different methods whereby a firm can reduce the threat of new entrants to
an industry.
(6 Marks)
END OF SECTION B
SECTION C Starts on page 4
Page 4 of 5 SECTION C – 50 MARKS
This section consists of 2 questions.
You are advised to spend no longer than 45 minutes on each question in this section.
Section will carry 25 marks and allocation of marks for each sub-question is indicated next to the sub-question.
QUESTION No. 3
COL is a private college offering online tuition and qualifications to candidates all over the world. The Board of Directors of COL has decided to upgrade its computer system in order to enable COL to offer faster, more flexible delivery of courses and exa mination materials. It feels that this is necessary due to increasing competition in the delivery of online tuition and qualifications from both private and public colleges throughout the world. The Board of Directors and senior managers of COL have spent several months identifying the objectives for the proposed new system and identifying and discussing a range of project proposals.
They have identified a clear requirement for the new online system but recognize that they do not possess the internal expertise they need to undertake such a project.
COL has contracted a local systems development company, SYS, to carry out the project. A project manager, D, has been assigned from SYS to lead the COL project. He will be responsible for all of the key stages of the project management process, beginning with the project plan. He will also be responsible for leading the project team, which will be made up of mainly SYS designers and also a number of IT staff and users from COL. He is also responsible for communication of the project’s progress and events to Mrs Y, the senior IT manager at COL.
COL has made it clear that no extra money will be available than that presented in the original budget of $3 million and that any cost overruns will be borne by the contracting company. It has also set a deadline for final delivery of the system of 12 months. Again, there is no flexibility on this deadline.
One of the main enhancements to the updated system required by COL is the security of candidates’ details. Unauthorized access to these details or candidates’ results is the greatest outcome risk to the new system.
Mrs Y has insisted that staff from COL should play an active role in the systems development project and that communications between COL and SYS should be a key feature of the project management process.
Required:
(a) Construct an outline project plan for the upgrade of COL’s online system to be presented by D, the project manager, to the key stakeholders of the project.
(8 marks) (b) Outline different tools & techniques COL may use to carry out the project.
(10 marks)
(c) Describe the main skills required of the project manager, D, to lead the project team and create customer confidence.
(7 marks)
SECTION C Continues on page 5
Page 5 of 5 QUESTION 4
Aeroma Ltd. offers high quality perfumes, skin care products and home scents, including candles. Although the company opened its flagship store more than 10 years ago, it was the launch of its internet business shortly afterwards that has contributed to its current status as one of the leading brands in its industry. Indeed, as a result of its online sales success, the company has subsequently opened retail outlets in major cities and airports worldwide.
Much of the success of Aeroma Ltd. can be attributed to its abilities in combining different fragrances in order to create unique scents which are unlike anything produced by major competitors. The use of simple but elegant packaging perfectly complements the tasteful and subtle scents in the product line, as well as reinforcing the company's brand identity.
The company's marketing capability and use of IT in developing its website has enabled it to track and quickly spot any changes to consumer buying patterns. It is clear from the company's research information that to prosper in this industry constant product innovation is critical. A flexible technology based approach to new product development adopted by Aeroma Ltd. enables its skilled team of fragrance designers to come up with ne w scents that can be used alone or in combination with others in the collection. The company also has good relationships with its various suppliers, on whom it relies to provide the high quality materials needed to create FF's products.
Although Aeroma Ltd. has continued to be the market leader and innovator in the last two years, new competitors have entered the market attempting to imitate the company, but offering cheaper products. In response, the Marketing Department at Aeroma Ltd. is setting up a market analysis team. Its remit will be to undertake competitor analysis to enable the company to keep in touch with the developments of its competitors. This will involve the regular collection of competitor intelligence using qualitative and quantitative res earch techniques.
Required:
(a) Explain the different approaches to strategic planning and consider which might be most appropriate to Aeroma Ltd.
(8 marks) (b) Explain how Aeroma Ltd. could use the Porter's value chain framework to help it
understand its internal capability.
(10 marks) (c) Discuss the techniques of undertaking qualitative and quantitative research and the
types of data Aeroma Ltd. could collect to inform its competitor analysis.
(7 marks)
* End of Question Paper *
