CPA 117 2011 S2 Case 2 Pacific Brands 討論

SS987

CPA 117 2011 S2 Case 2 Pacific Brands 討論

cathytomorrow

考MODULE6 咯。Leadership.

kreuz777

借地问 在哪里有CASE 啊 是他寄过来还是ONLINE上 看不到啊 好急

sofiwy

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 ???

yonei999

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...

yonei999

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

schee

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

yonei999

good point, thanks mate.

Linda99

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

sofiwy

原帖由 yonei999 于 2011-10-11 20:19 发表
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 b ...

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 ?

sofiwy

原帖由 yonei999 于 2011-10-11 20:29 发表
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 ...

why is foucs ?thats for niche mkt

yonei999

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

yonei999

step 7 the appointment of GM, CFO etc.

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

sofiwy

原帖由 yonei999 于 2011-10-12 01:08 发表
in Q4 of 5Qs, only 3 generic strategies are covered. pls refer to txt book 3.18

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...(monkey04)

yonei999

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. :)

sofiwy

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 (monkey10) (monkey10)

anyone got clues on MicKinsey 7S ?? NFA in here ?(monkey08)

Chchou

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

Victorialiu1

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

mandymei

Do you agree it's consumer goods and textile industry

schee

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

yonei999

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 ]

yonei999

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?

sofiwy

原帖由 Chchou 于 2011-10-12 15:57 发表
Focus: sold-off to narrow down
Differentiation: stable/top brands

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 ?

sofiwy

原帖由 yonei999 于 2011-10-13 00:19 发表
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 su ...

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

Chchou

原帖由 sofiwy 于 2011-10-13 00:25 发表

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

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:)

Chchou

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。

siyuezhao

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

schee

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

siyuezhao

thanks a lot

yonei999

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.