ACCA2011年6月份考試大綱(P3)(7)

　　隨著ACCA2010年12月份考試的結束，考生正式進入ACCA2011年6月份的考試備考當中，為幫助廣大考生迅速掌握考試要點，定位好備考重點，正保會計網(wǎng)校本著服務廣大考生、努力讓廣大考生的復習、備考事半功倍的宗旨，將陸續(xù)公布2011年6月份ACCA考試大綱和學習指南，以饗考生！該大綱和學習指南旨在幫助考生規(guī)劃學習，并為每一部分的考點提供詳細的信息。

　　Study Guide

　　A STRATEGIC POSITION

　　1.The need for,and purpose of,strategic and business analysis

　　a)Recognise the fundamental nature and vocabulary of strategy and strategic decisions.^[2]

　　b)Discuss how strategy may be formulated at different levels(corporate,business level,operational)of an organisation.^[2]

　　c)Explore the Johnson,Scholes and Whittington model for defining elements of strategic management-the strategic position,strategic choices and strategy into action.^[3]

　　d)Analyse how strategic management is affected by different organisational contexts.^[3]

　　e)Compare three different strategy lenses(Johnson,Scholes and Whittington)for viewing and understanding strategy and strategic management.^[3]

　　f)Explore the scope of business analysis and its relationship to strategy and strategic management in the context of the relational diagram of this syllabus.^[3]

　　2.Environmental issues affecting the strategic position of an organisation

　　a)Assess the macro-environment of an organisation using PESTEL.^[3]

　　b)Highlight the key drivers of change likely to affect the structure of a sector or market.^[3]

　　c)Explore,using Porter's Diamond,the influence of national competitiveness on the strategic position of an organisation.^[2]

　　d)Prepare scenarios reflecting different assumptions about the future environment of an organisation.^[3]

　　e)Evaluate methods of business forecasting used when quantitatively assessing the likely outcome of different business strategies.^[3]

　　3.Competitive forces affecting an organisation

　　a)Discuss the significance of industry,sector and convergence.^[3]

　　b)Evaluate the sources of competition in an industry or sector using Porter's five forces framework.^[3]

　　c)Assess the contribution of the lifecycle model,the cycle of competition and associated costing implications to understanding competitive behaviour.^[3]

　　d)Analyse the influence of strategic groups and market segmentation.^[3]

　　e)Determine the opportunities and threats posed by the environment of an organisation.^[2]