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E3 – Enterprise Strategy Thursday 2 September 2010 Instructions to candidates You are allowed three hours to answer this question paper. You are allowed 20 minutes reading time before the examination begins during which you should read the question paper and, if you wish, highlight and/or make notes on the question paper. However, you will not be allowed, under any circumstances, to begin using your computer to produce your answer or use your calculator during the reading time. You are strongly advised to carefully read ALL the question requirements before attempting the question concerned (that is all parts and/or subquestions). ALL answers must be submitted electronically, using the single Word and Excel files provided. Answers written on the question paper and note paper will not be submitted for marking. You should show all workings as marks are available for the method you use. The pre-seen case study material is included in this question paper on pages 2 to 6. The unseen case study material, specific to this examination, is provided on pages 8 and 9. Answer the compulsory question in Section A on page 11. This page is detachable for ease of reference. Answer TWO of the three questions in Section B on pages 13 to 17. Maths Tables and formulae are provided on pages 19 and 20. The list of verbs as published in the syllabus is given for reference on page 23. Your computer will contain two blank files - a Word and an Excel file. Please ensure that you check that the file names for these two documents correspond with your candidate number.

E3 – Enterprise Strategy

Enterprise Pillar

TURN OVER  The Chartered Institute of Management Accountants 2010


Aybe Pre-seen Case Study Background Aybe, located in Country C, was formed by the merger of two companies in 2001. It is a listed company which manufactures, markets and distributes a large range of components throughout Europe and the United States of America. Aybe employs approximately 700 people at its three factories in Eastern Europe and supplies products to over 0·5 million customers in 20 countries. Aybe holds stocks of about 100,000 different electronic components. Aybe is regarded within its industry as being a well-established business. Company Ay had operated successfully for nearly 17 years before its merger with Company Be. Company Ay can therefore trace its history back for 25 years which is a long time in the fast moving electronic component business. The company is organised into three divisions, the Domestic Electronic Components division (DEC), the Industrial Electronic Components division (IEC) and the Specialist Components division (SC). The Domestic and Industrial Electronic Components divisions supply standard electronic components for domestic and industrial use whereas the Specialist Components division supplies components which are often unique and made to specific customer requirements. Each of the three divisions has its own factory in Country C. Composition of the Board of Directors The Board of Directors has three executive directors, the Company Secretary and five nonexecutive directors. The Chairman is one of the five independent non-executive directors. The executive directors are the Chief Executive, Finance Director and Director of Operations. There is also an Audit Committee, a Remuneration Committee and a Nominations Committee. All three committees are made up entirely of the non-executive directors. Organisational structure Aybe is organised along traditional functional/unitary lines. The Board considers continuity to be a very important value. The present structure was established by Company Ay in 1990 and continued after the merger with Company Be. Many of Aybe’s competitors have carried out structural reorganisations since then. In 2008, Aybe commissioned a review of its organisational structure from a human resource consultancy. The consultants suggested alternative structures which they thought Aybe could employ to its advantage. However, Aybe’s Board felt that continuity was more important and no change to the organisational structure took place. Product and service delivery Customers are increasingly seeking assistance from their component suppliers with the design of their products and the associated manufacturing and assembly processes. Aybe’s Board views this as a growth area. The Board has recognised that Aybe needs to develop web-based services and tools which can be accessed by customers. The traditional method of listing the company’s range of components in a catalogue is becoming less effective because customers are increasingly seeking specially designed custom made components as the electronics industry becomes more sophisticated.

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Financial data Aybe’s historical financial record, denominated in C’s currency of C$, over the last five years is shown below.

Year ended 31 December: 2009 2008 2007 C$m C$m C$m 620 600 475 41 39 35 23 21 16

Revenue Operating profit Profit for the year

Earnings per share (C$) Dividend per share (C$)

0·128 0·064

0·117 0·058

0·089 0

2006 C$m 433 20 9

2005 C$m 360 13 5

0·050 0

0·028 0

Extracts from the 2009 financial statements are given at Appendix A. There are currently 180 million ordinary shares in issue with a nominal value of C$0·10 each. The share price at 31 December 2009 was C$0·64. No dividend was paid in the three years 2005 to 2007 due to losses sustained in the first few years after the merger in 2001. Aybe’s bank has imposed an overdraft limit of C$10 million and two covenants: (i) that its interest cover must not fall below 5 and (ii) its ratio of non-current liabilities to equity must not increase beyond 0·75:1. Aybe’s Finance Director is comfortable with this overdraft limit and the two covenants. The ordinary shareholding of Aybe is broken down as follows:

Institutional investors Executive Directors and Company Secretary Employees Individual investors

Percentage of ordinary shares held at 31 December 2009 55 10 5 30

The Executive Directors, Company Secretary and other senior managers are entitled to take part in an Executive Share Option Scheme offered by Aybe. Performance Review Aybe’s three divisions have been profitable throughout the last five years. The revenue and operating profit of the three divisions of Aybe for 2009 were as follows:

Revenue Operating profit

DEC Division C$m 212 14

IEC Division C$m 284 16

SC Division C$m 124 11

Financial objectives of Aybe The Board has generally taken a cautious approach to providing strategic direction for the company. Most board members feel that this has been appropriate because the company was unprofitable for the three year period after the merger and needed to be turned around. Also, most board members think a cautious approach has been justified given the constrained economic circumstances which have affected Aybe’s markets since 2008. While shareholders have been disappointed with Aybe’s performance over the last five years, they have remained loyal and supported the Board in its attempts to move the company into profit. The institutional shareholders however are now looking for increased growth and profitability. TURN OVER Enterprise Strategy

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The Board has set the following financial objectives which it considers reflect the caution for which Aybe is well known: (i) (ii)

Dividend payout to remain at 50% of profit for the year; No further equity shares to be issued over the next five years in order to avoid diluting earnings per share.

Capital budget overspends Aybe has an internal audit department. The Chief Internal Auditor, who leads this department, reports directly to the Finance Director. Investigation by the Internal Audit department has revealed that managers with responsibility for capital expenditure have often paid little attention to expenditure authorisation levels approved by the Board. They have justified overspending on the grounds that the original budgets were inadequate and in order not to jeopardise the capital projects, the overspends were necessary. An example of this was the building of an extension to the main factory at the DEC division that was completed in 2009 at a final cost of nearly C$3 million which was almost 50% over budget. The capital budget for the extension was set at the outset and the capital investment appraisal showed a positive net present value. It subsequently became apparent that the site clearance costs and on-going construction expenditure were under-estimated. These estimates were provided by a qualified quantity surveyor who was a contractor to Aybe. The estimates supplied by the quantity surveyor were accurately included in Aybe’s capital investment appraisal system which was performed on a spreadsheet. However, no regular checks were carried out to compare the phased budgeted expenditure with actual costs incurred. It came as a surprise to the Board when the Finance Director finally produced the capital expenditure project report which showed the cost of the extension was nearly 50% overspent. Strategic development Aybe applies a traditional rational model in carrying out its strategic planning process. This encompasses an annual exercise to review the previous plan, creation of a revenue and capital budget for the next five years and instruction to managers within Aybe to maintain their expenditure within the budget limits approved by the Board. Debates have taken place within the Board regarding the strategic direction in which Aybe should move. Most board members are generally satisfied that Aybe has been turned around over the last five years and were pleased that the company increased its profit in 2009 even though the global economy slowed down. Aybe benefited from a number of long-term contractual arrangements with customers throughout 2009 which were agreed in previous years. However, many of these are not being renewed due to the current economic climate. The Board stated in its annual report, published in March 2010, that the overall strategic aim of the company is to: “Achieve growth and increase shareholder returns by continuing to produce and distribute high quality electronic components and develop our international presence through expansion into new overseas markets.” Aybe’s Chief Executive said in the annual report that the strategic aim is clear and straightforward. He said “Aybe will strive to maintain its share of the electronic development, operational, maintenance and repair markets in which it is engaged. This is despite the global economic difficulties which Aybe, along with its competitors, has faced since 2008. Aybe will continue to apply the highest ethical standards in its business activities.”

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In order to facilitate the achievement of the strategic aim, Aybe’s Board has established the following strategic goals: 1. 2. 3. 4.

Enhance the provision of products and services which are demanded by customers; Invest in engineering and web-based support for customers; Maintain the search for environmentally friendly products; Pursue options for expansion into new overseas markets.

The Board has also stated that Aybe is a responsible corporate organisation and recognises the social and environmental effects of its operational activities. Concern over the rate of growth Aybe’s recently appointed Director of Operations and one of its Non-Executive Directors have privately expressed their concern to the Chief Executive at what they perceive to be the very slow growth of the company. While they accept that shareholder expectations should not be raised too high, they feel that the Board is not providing sufficient impetus to move the company forward. They fear that the results for 2010 will be worse than for 2009. They think that Aybe should be much more ambitious and fear that the institutional shareholders in particular, will not remain patient if Aybe does not create stronger earnings growth than has previously been achieved. Development approaches The Board has discussed different ways of expanding overseas in order to meet the overall strategic aim. It has, in the past, been reluctant to move from the current approach of exporting components. However the Director of Operations has now begun preparing a plan for the IEC division to open up a trading company in Asia. The DEC division is also establishing a subsidiary in Africa.

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APPENDIX A Extracts of Aybe’s Income Statement and Statement of Financial Position Income statement for the year ended 31 December 2009 2009 C$ million 620 (579) ( 4) 37 ( 14) 23

Revenue Operating costs Finance costs Profit before tax Income tax expense PROFIT FOR THE YEAR Statement of financial position as at 31 December 2009

2009 C $million ASSETS Non-current assets

111

Current assets Inventories Trade and other receivables Cash and cash equivalents Total current assets Total assets

40 81 3 124 235

EQUITY AND LIABILITIES Equity Share capital Share premium Other reserves Retained earnings Total equity

18 9 8 75 110

Non-current liabilities Bank loan (8% interest, repayable 2015)

40

Current liabilities Trade and other payables Current tax payable Bank overdraft Total current liabilities Total liabilities Total equity and liabilities

73 8 4 85 125 235

End of Pre-seen Material The unseen material begins on page 8

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SECTION A – 50 MARKS [the indicative time for answering this section is 90 minutes] ANSWER THIS QUESTION Question One Unseen material for Case Study Aybe’s expansion into Asia Prior to 2010, the IEC division of Aybe had carried out a limited amount of business in Asia. Following Aybe’s decision to pursue business opportunities in Asia, it moved very quickly in 2010 and established a separate trading company with a local partner in Asia to sell the products of the IEC division. The ownership of the company is shared; 50% by Aybe and 50% with a local entrepreneur. Aybe has chosen this structure because of legal requirements. A further legal requirement is that in the case of the company failing, dissolving or ceasing to trade, Aybe will be required to reimburse the local entrepreneur the amount of his original investment. Currently, this liability is estimated to be C$ 500,000. Initially, this expansion was very successful with good levels of demand being experienced for IEC’s products. Recently, however, a number of environmental factors have rapidly changed. These include a forecast of declining demand for IEC’s products in Asia due to adverse world economic factors and a move towards protectionism in some Asian countries. IEC has also been unfortunate in that its direct labour costs in Asia have increased by more than the planned level. Economic intelligence suggests that this inflation will continue increasing year on year until the end of 2015. Options for change Aybe has always applied a rational planning model in carrying out its strategic planning process. However, Aybe has decided to comprehensively review its overall strategic aim to ‘Achieve growth and increase shareholder returns by continuing to produce and distribute high quality electronic components and develop our international presence, through expansion into new overseas markets’. The Director of Operations has been the champion of IEC’s expansion into Asia and has been asked by the Board of Directors of Aybe to advise whether Aybe should continue to develop IEC’s business in Asia or whether it should close its separate trading company business and concentrate on its domestic market. Director of Operations The status of the Director of Operations and his career within Aybe are linked to the expansion of the company’s business into Asia. One of the reasons for his appointment to Aybe is his Asian experience. He would like to become the Chief Executive of Aybe. At the time of the decision to expand into Asia the Director of Operations was involved in a professional dispute with Aybe’s Management Accountant who shortly afterwards left the company. After a short period when Aybe had no Management Accountant it was realised that this was a serious weakness and a replacement appointment was made. The Director of Operations' advice The Director of Operations has provided the table below relating to IEC’s three product groups which constitute 95% of its Asian business. The remaining 5% of IEC’s Asian business operates at break-even. IEC division: forecast Asian business 2011 Product group Average selling price per unit Average variable cost per unit Sales volume in units per year

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A C$ 350 200 2,800

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B C$ 6,200 2,500 100

C C$ 85 60 58,000

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The Director of Operations is under a lot of pressure not to disappoint the Board of Aybe and has made a quick estimate of the profit which he considers will be about C$2 million in 2011. The Director of Operations invited the Management Accountant to a meeting to discuss the Board’s request for advice regarding future business prospects in Asia. He suggested that to save time the Management Accountant should present the Director of Operations' estimate to the Board meeting which was shortly to discuss whether or not to continue with IEC's Asian operation. The Director of Operations explained that the business environment in Asia is very dynamic which makes it difficult to predict too far ahead. In his previous company, the Director of Operations had used scenario planning when faced with similar uncertain environments. The Director of Operations acknowledged that there had been a number of changes in the business environment affecting IEC. He had made some forward projections based on his experience of Asia and his knowledge of Asian markets. He stated that although the Asian expansion had not worked out exactly as planned, it still held very good potential for IEC, and he was very committed to it. He also said that he realised that the Management Accountant was new to the company. However, the Board was pressing for early advice from the Director of Operations. The Director of Operations referred to his table, (given above) and stated that it supported his estimate that IEC’s Asian business would be able to achieve, at a minimum, C$2,000,000 profit per year. On this basis IEC’s Asian business would make a worthwhile contribution to Aybe’s performance and should definitely be supported and continued. The Management Accountant replied that he had consulted widely within Aybe about the prospects for IEC’s business in Asia and the consensus was that the prospects were not good. It was expected that revenue would decline after 2010 and operating costs would increase. The Management Accountant has also established that there are specific fixed costs of C$1 million per year associated with IEC’s Asian business. The Management Accountant stated that before presenting anything to the Board he wanted to independently calculate profitability based on the Director of Operations’ table and any other relevant information. The Director of Operations said that this was unnecessary and would only waste time. He also said that accuracy should be balanced against speed in order to allow Aybe to take advantage of business opportunities in Asia. The Management Accountant replied that he had to be given time to do his job and it was his duty to form an independent opinion and to present it to the Board. The Director of Operations said that the duty of a Management Accountant was to help management not obstruct it. The Director of Operations said he knew far better than the Management Accountant and the rest of Aybe about business in Asia and that the Management Accountant should do as he is told when instructed by a Director of the Board. The Director of Operations also added that if the Management Accountant wanted to keep working in Aybe he should give the Director of Operations his support and not argue about technicalities. He added ‘The last time I had a fall-out with a Management Accountant she was asked to leave Aybe: I hope you won’t fall into the same trap’.

The requirement for Question One is on page 11 which is detachable for ease of reference

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Required (a) (i)

Discuss, in the context of its Asian business, whether it is appropriate for Aybe to continue to use the traditional rational model for its strategic planning. (6 marks)

(ii) Recommend, with reasons, two alternative approaches to strategy that To an acceptable level. could be appropriate for Aybe to use. (6 marks) (iii)

(b)

(c)

Advise Aybe of the factors it should consider before withdrawing from the trading company which it has established with its partner in Asia. (6 marks) Advise the Board of Aybe:

(i)

How strategic management accounting could contribute to the success of its current and future strategies. (6 marks)

(ii)

How scenario planning could be used to help make the decision about whether or not to withdraw from the trading company in Asia. (6 marks)

Evaluate the Director of Operations’ claim that IEC’s Asian business will achieve, at a minimum, C$2,000,000 profit in 2011. (10 marks) Note: There are 6 marks for calculation in requirement (c)

Situations such as the one encountered by Aybe’s Management Accountant are described by CIMA’s Code of Ethics as Threats (CIMA Code of Ethics 100.10). The Code suggests a range of Safeguards that may eliminate or reduce Threats to an acceptable level.

(d)

Explain the nature of the Threat faced by the Management Accountant. Recommend, with reasons, two internal and two external Safeguards which could eliminate or reduce the Threat. (10 marks) (Total marks for Question One = 50 marks)

(Total for Section A = 50 marks)

End of Section A Section B starts on page 13 TURN OVER Enterprise Strategy

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SECTION B – 50 MARKS [the indicative time for answering this section is 90 minutes] ANSWER TWO OF THE THREE QUESTIONS – 25 MARKS EACH Question Two MNI is a university in a European country. It employs 350 academic staff and 420 other staff. It has 8,000 full-time students. Following a visit from government appointed auditors it was criticised for the following reasons: •

The university operated at a deficit; its expenditure exceeded its income.

Student drop-out and failure rates were greatly in excess of the national average.

It could not accurately produce a head-count of the number of students enrolled.

Internal control of cash receipts was defective and in several areas there were discrepancies.

The level of student complaints was very high and increasing.

It had a large number of debtors, mainly ex-students, and was not doing anything to collect outstanding amounts.

It had an abnormally high level of staff turnover.

The quality of education provided by MNI had been given the lowest possible rating ‘Poor’.

Following this visit, MNI replaced its Vice-Chancellor*. The majority of MNI’s funding comes from central government which has instructed the new Vice-Chancellor to prepare a new Strategic Plan for the period 2011-2016. The new Strategic Plan will be required to address the criticisms identified in the audits. *The Vice-Chancellor is the University's Chief Executive Officer

Required

(a)

Categorise, under the headings, Operational, Management and Strategic, the recent criticisms made about MNI. Advise the Vice-Chancellor how control measures could assist in the successful implementation of the new strategic plan. (7 marks)

(b)

Recommend, with reasons, what controls the university could use to assist in the improvement of any three of the areas criticised in the recent audit. (9 marks)

(c) Advise the Vice-Chancellor how information systems could support the successful implementation of the new strategic plan. (9 marks) (Total for Question Two = 25 marks)

Section B continues on the next page TURN OVER Enterprise Strategy

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Question Three WRL is a multi-national gold mining company. Its mission statement explains that ‘WRL exists to make the maximum possible profit for its shareholders whilst causing the least damage to the environment. WRL will, at all times, be a good corporate citizen’. In 2007 WRL was granted a licence to mine for gold by the national government of Stravia, a small country whose economy is mainly based on agriculture. The national government of Stravia was very keen to develop its economy and saw gold mining as an important aspect of this. The area where WRL was granted the licence is very remote and has no towns or cities nearby. There are small villages near the site of the gold mine. One of the conditions of the licence is that WRL would employ local people wherever possible, which it has done. WRL is entitled under the terms of the licence to dispose of the waste from the gold mining wherever is convenient for it. The terms of the licence granted a payment by WRL to the national government of Stravia, payable in US dollars, which in 2009 totalled $50 million. This is a significant amount of foreign exchange for Stravia’s economy. Similar levels of payment by WRL to the national government are likely to continue annually for the foreseeable future. The mine has operated profitably since it began. WRL’s mine is in an area controlled by the Eastern state government. The Eastern state government was not involved in the negotiations to bring WRL to Stravia and is not entitled to any payment from WRL. However, Stravia’s national government granted the Eastern state government $1 million in 2009 from the payments which it received from WRL. The Eastern state government discovered that WRL’s proposed mining techniques use a great deal of water which becomes polluted. The cheapest way for WRL to dispose of this polluted water is to dispose of it in a lake near the mine and it intends to do this. The Eastern state government feared that if the polluted water was disposed of in the lake this would kill all the aquatic life in the lake and have a long-lasting adverse effect on the lake and the surrounding area. Therefore, the Eastern state government took legal action against WRL in the Eastern state courts to prevent the disposal of the polluted water in the lake. During the court action, WRL argued that if it was not allowed to dispose of the polluted water in the lake its mining operations in Stravia would become uneconomic and the mine would have to close. A small number of WRL’s shareholders argued that it was better to close the mine than to pollute the lake. The state courts granted the Eastern state government’s request to prevent WRL disposing of the polluted water in the lake. However, upon appeal to the National Supreme Court, WRL has been granted permission to pump the polluted water into the lake as its licence imposes no restrictions.

The requirement for Question Three is on the opposite page

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Required

(a) (i)

Categorise, according to Mendelow’s matrix, any three of the stakeholder groups of WRL with respect to the decision about the disposal of the polluted water. You should explain what the power and interests of the three stakeholder groups you have categorised are likely to be. Note: You are not required to draw the Mendelow matrix (9 marks)

(ii)

(b)

Advise the Board of WRL of the actions it should take to resolve the problem of its stakeholders’ competing objectives. (7 marks)

Discuss the extent to which WRL’s mission statement is consistent with its plan to put the polluted water in the lake. (9 marks) (Total for Question Three = 25 marks)

Section B continues on the next page

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Question Four JALL is an independent retailer of office products selling 2,000 different items such as paper, stationery, printer cartridges, diaries and planners. JALL has been established for over 50 years and has successfully served the needs of its customers in the small town where it operates its three shops. The nearest competitor for JALL is ten miles away. JALL employs 50 staff and had revenue of €7,000,000 in the last financial year. JALL has been owned by the same family since it began and many of its staff have worked in the shops all their lives. Staff turnover has always been very low and staff morale very good. JALL’s managers know all their staff and major customers personally. JALL’s managers are prepared to listen to suggestions and complaints and they like to ‘keep a finger on the pulse’ of the business. Staff appraisals are conducted informally once a year when the profit-sharing bonus is announced. JALL has paid its staff a bonus every year since it was established. JALL’s customers benefit from competitive prices and a very high standard of service. JALL’s suppliers are very pleased to work with JALL because its procurement procedures are very efficient and it always pays its accounts within the credit period. Recently there have been a number of changes at JALL. Customers have noticed signs in the shop window stating ‘Clearance sale: all items must go!’ Suppliers have noticed that they are not always being paid on time. Within the shops, a manager is not always present and the staff have been told that JALL is to be sold to LNR, a large national chain of stationery retailers. When the staff enquired about the safety of their jobs they were told by their manager that there will be a meeting, at a future date, when they would be told whether or not they would be made redundant. However, the existing managers will keep their present jobs under the new ownership. The effects of these changes are: •

Staff are very worried about their future with JALL and morale is at an all time low.

Suppliers are thinking about changing their credit terms with JALL and are concerned about their future trading relationship.

Customers are unsure about the future of JALL and some have switched their business to other retailers.

JALL’s revenue has fallen considerably and there is little inventory on display within the shops.

The requirement for Question Four is on the opposite page

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Required

(a)

Advise the management of JALL: (i)

Why it might encounter resistance to the change in ownership.

(ii)

How it could overcome this resistance to change.

(6 marks) (7 marks)

(b)

Advise the management of LNR: (i)

How it could use the Balanced Scorecard to manage its strategic performance. (6 marks)

(ii)

How it could construct targets for JALL's staff within an incentive scheme and use these targets to support the Balanced Scorecard. (6 marks) (Total for Question Four = 25 marks)

End of Question Paper Maths Tables and Formulae are on Pages 19 and 20

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MATHS TABLES AND FORMULAE Present value table

Present value of $1, that is (1 + r)-n where r = interest rate; n = number of periods until payment or receipt. Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

1% 0.990 0.980 0.971 0.961 0.951 0.942 0.933 0.923 0.914 0.905 0.896 0.887 0.879 0.870 0.861 0.853 0.844 0.836 0.828 0.820

2% 0.980 0.961 0.942 0.924 0.906 0.888 0.871 0.853 0.837 0.820 0.804 0.788 0.773 0.758 0.743 0.728 0.714 0.700 0.686 0.673

3% 0.971 0.943 0.915 0.888 0.863 0.837 0.813 0.789 0.766 0.744 0.722 0.701 0.681 0.661 0.642 0.623 0.605 0.587 0.570 0.554

Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

11% 0.901 0.812 0.731 0.659 0.593 0.535 0.482 0.434 0.391 0.352 0.317 0.286 0.258 0.232 0.209 0.188 0.170 0.153 0.138 0.124

12% 0.893 0.797 0.712 0.636 0.567 0.507 0.452 0.404 0.361 0.322 0.287 0.257 0.229 0.205 0.183 0.163 0.146 0.130 0.116 0.104

13% 0.885 0.783 0.693 0.613 0.543 0.480 0.425 0.376 0.333 0.295 0.261 0.231 0.204 0.181 0.160 0.141 0.125 0.111 0.098 0.087

Enterprise Strategy

Interest rates (r) 4% 5% 0.962 0.952 0.925 0.907 0.889 0.864 0.855 0.823 0.822 0.784 0.790 0.746 0.760 0.711 0.731 0.677 0.703 0.645 0.676 0.614 0.650 0.585 0.625 0.557 0.601 0.530 0.577 0.505 0.555 0.481 0.534 0.458 0.513 0.436 0.494 0.416 0.475 0.396 0.456 0.377

6% 0.943 0.890 0.840 0.792 0.747 0.705 0.665 0.627 0.592 0.558 0.527 0.497 0.469 0.442 0.417 0.394 0.371 0.350 0.331 0.312

7% 0.935 0.873 0.816 0.763 0.713 0.666 0.623 0.582 0.544 0.508 0.475 0.444 0.415 0.388 0.362 0.339 0.317 0.296 0.277 0.258

8% 0.926 0.857 0.794 0.735 0.681 0.630 0.583 0.540 0.500 0.463 0.429 0.397 0.368 0.340 0.315 0.292 0.270 0.250 0.232 0.215

9% 0.917 0.842 0.772 0.708 0.650 0.596 0.547 0.502 0.460 0.422 0.388 0.356 0.326 0.299 0.275 0.252 0.231 0.212 0.194 0.178

10% 0.909 0.826 0.751 0.683 0.621 0.564 0.513 0.467 0.424 0.386 0.350 0.319 0.290 0.263 0.239 0.218 0.198 0.180 0.164 0.149

Interest rates (r) 14% 15% 16% 0.877 0.870 0.862 0.769 0.756 0.743 0.675 0.658 0.641 0.592 0.572 0.552 0.519 0.497 0.476 0.456 0.432 0.410 0.400 0.376 0.354 0.351 0.327 0.305 0.308 0.284 0.263 0.270 0.247 0.227 0.237 0.215 0.195 0.208 0.187 0.168 0.182 0.163 0.145 0.160 0.141 0.125 0.140 0.123 0.108 0.123 0.107 0.093 0.108 0.093 0.080 0.095 0.081 0.069 0.083 0.070 0.060 0.073 0.061 0.051

17% 0.855 0.731 0.624 0.534 0.456 0.390 0.333 0.285 0.243 0.208 0.178 0.152 0.130 0.111 0.095 0.081 0.069 0.059 0.051 0.043

18% 0.847 0.718 0.609 0.516 0.437 0.370 0.314 0.266 0.225 0.191 0.162 0.137 0.116 0.099 0.084 0.071 0.060 0.051 0.043 0.037

19% 0.840 0.706 0.593 0.499 0.419 0.352 0.296 0.249 0.209 0.176 0.148 0.124 0.104 0.088 0.079 0.062 0.052 0.044 0.037 0.031

20% 0.833 0.694 0.579 0.482 0.402 0.335 0.279 0.233 0.194 0.162 0.135 0.112 0.093 0.078 0.065 0.054 0.045 0.038 0.031 0.026

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Cumulative present value of $1 per annum, Receivable or Payable at the end of each year for n years 1− (1+ r ) − n r

Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

1% 0.990 1.970 2.941 3.902 4.853 5.795 6.728 7.652 8.566 9.471 10.368 11.255 12.134 13.004 13.865 14.718 15.562 16.398 17.226 18.046

2% 0.980 1.942 2.884 3.808 4.713 5.601 6.472 7.325 8.162 8.983 9.787 10.575 11.348 12.106 12.849 13.578 14.292 14.992 15.679 16.351

3% 0.971 1.913 2.829 3.717 4.580 5.417 6.230 7.020 7.786 8.530 9.253 9.954 10.635 11.296 11.938 12.561 13.166 13.754 14.324 14.878

Interest rates (r) 4% 5% 6% 0.962 0.952 0.943 1.886 1.859 1.833 2.775 2.723 2.673 3.630 3.546 3.465 4.452 4.329 4.212 5.242 5.076 4.917 6.002 5.786 5.582 6.733 6.463 6.210 7.435 7.108 6.802 8.111 7.722 7.360 8.760 8.306 7.887 9.385 8.863 8.384 9.986 9.394 8.853 10.563 9.899 9.295 11.118 10.380 9.712 11.652 10.838 10.106 12.166 11.274 10.477 12.659 11.690 10.828 13.134 12.085 11.158 13.590 12.462 11.470

7% 0.935 1.808 2.624 3.387 4.100 4.767 5.389 5.971 6.515 7.024 7.499 7.943 8.358 8.745 9.108 9.447 9.763 10.059 10.336 10.594

8% 0.926 1.783 2.577 3.312 3.993 4.623 5.206 5.747 6.247 6.710 7.139 7.536 7.904 8.244 8.559 8.851 9.122 9.372 9.604 9.818

9% 0.917 1.759 2.531 3.240 3.890 4.486 5.033 5.535 5.995 6.418 6.805 7.161 7.487 7.786 8.061 8.313 8.544 8.756 8.950 9.129

10% 0.909 1.736 2.487 3.170 3.791 4.355 4.868 5.335 5.759 6.145 6.495 6.814 7.103 7.367 7.606 7.824 8.022 8.201 8.365 8.514

Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

11% 0.901 1.713 2.444 3.102 3.696 4.231 4.712 5.146 5.537 5.889 6.207 6.492 6.750 6.982 7.191 7.379 7.549 7.702 7.839 7.963

12% 0.893 1.690 2.402 3.037 3.605 4.111 4.564 4.968 5.328 5.650 5.938 6.194 6.424 6.628 6.811 6.974 7.120 7.250 7.366 7.469

13% 0.885 1.668 2.361 2.974 3.517 3.998 4.423 4.799 5.132 5.426 5.687 5.918 6.122 6.302 6.462 6.604 6.729 6.840 6.938 7.025

Interest rates (r) 14% 15% 16% 0.877 0.870 0.862 1.647 1.626 1.605 2.322 2.283 2.246 2.914 2.855 2.798 3.433 3.352 3.274 3.889 3.784 3.685 4.288 4.160 4.039 4.639 4.487 4.344 4.946 4.772 4.607 5.216 5.019 4.833 5.453 5.234 5.029 5.660 5.421 5.197 5.842 5.583 5.342 6.002 5.724 5.468 6.142 5.847 5.575 6.265 5.954 5.668 6.373 6.047 5.749 6.467 6.128 5.818 6.550 6.198 5.877 6.623 6.259 5.929

17% 0.855 1.585 2.210 2.743 3.199 3.589 3.922 4.207 4.451 4.659 4.836 4.988 5.118 5.229 5.324 5.405 5.475 5.534 5.584 5.628

18% 0.847 1.566 2.174 2.690 3.127 3.498 3.812 4.078 4.303 4.494 4.656 7.793 4.910 5.008 5.092 5.162 5.222 5.273 5.316 5.353

19% 0.840 1.547 2.140 2.639 3.058 3.410 3.706 3.954 4.163 4.339 4.486 4.611 4.715 4.802 4.876 4.938 4.990 5.033 5.070 5.101

20% 0.833 1.528 2.106 2.589 2.991 3.326 3.605 3.837 4.031 4.192 4.327 4.439 4.533 4.611 4.675 4.730 4.775 4.812 4.843 4.870

FORMULAE Annuity Present value of an annuity of $1 per annum, receivable or payable for n years, commencing in one year, discounted at r% per annum: 1 1 1 − n r  [1 + r ]

PV =

  

Perpetuity Present value of $1 per annum, payable or receivable in perpetuity, commencing in one year, discounted at r% per annum:

PV =

1 r

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LIST OF VERBS USED IN THE QUESTION REQUIREMENTS A list of the learning objectives and verbs that appear in the syllabus and in the question requirements for each question in this paper. It is important that you answer the question according to the definition of the verb. LEARNING OBJECTIVE Level 1 - KNOWLEDGE What you are expected to know.

Level 2 - COMPREHENSION What you are expected to understand.

VERBS USED

DEFINITION

List State Define

Make a list of Express, fully or clearly, the details/facts of Give the exact meaning of

Describe Distinguish Explain

Communicate the key features Highlight the differences between Make clear or intelligible/State the meaning or purpose of Recognise, establish or select after consideration Use an example to describe or explain something

Identify Illustrate Level 3 - APPLICATION How you are expected to apply your knowledge.

Apply Calculate Demonstrate Prepare Reconcile Solve Tabulate

Level 4 - ANALYSIS How are you expected to analyse the detail of what you have learned.

Level 5 - EVALUATION How are you expected to use your learning to evaluate, make decisions or recommendations.

Enterprise Strategy

Analyse Categorise Compare and contrast

Put to practical use Ascertain or reckon mathematically Prove with certainty or to exhibit by practical means Make or get ready for use Make or prove consistent/compatible Find an answer to Arrange in a table

Construct Discuss Interpret Prioritise Produce

Examine in detail the structure of Place into a defined class or division Show the similarities and/or differences between Build up or compile Examine in detail by argument Translate into intelligible or familiar terms Place in order of priority or sequence for action Create or bring into existence

Advise Evaluate Recommend

Counsel, inform or notify Appraise or assess the value of Advise on a course of action

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Enterprise Pillar

Strategic Level Paper

E3 – Enterprise Strategy

September 2010

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Enterprise Strategy


E3 – enterprise strategy - September 2010  

E3 – enterprise strategy - September 2010

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