3.3.1 - Business objectives and strategy

Explain development of corporate objectives from mission statements and corporate aims.

Use a - corporate objectives to connect the rule to the data and decision in the question.

This matters because a - corporate objectives determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - corporate objectives to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Corporate objectives is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Critically appraise mission statements.

Use b - mission statement appraisal to connect the rule to the data and decision in the question.

This matters because b - mission statement appraisal determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - mission statement appraisal to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Mission statement appraisal is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Use Ansoff Matrix and Porter Strategic Matrix in corporate strategy.

Use a - corporate strategy models to connect the rule to the data and decision in the question.

This matters because a - corporate strategy models determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - corporate strategy models to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - Corporate strategy models is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Explain the aim of portfolio analysis.

Use b - portfolio analysis to connect the rule to the data and decision in the question.

This matters because b - portfolio analysis determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - portfolio analysis to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Portfolio analysis is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse effects of strategic and tactical decisions on human, physical and financial resources.

Use c - strategic and tactical resource effects to connect the rule to the data and decision in the question.

This matters because c - strategic and tactical resource effects determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - strategic and tactical resource effects to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Strategic and tactical resource effects is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Use SWOT analysis with internal strengths and weaknesses and external opportunities and threats.

Use a - swot analysis to connect the rule to the data and decision in the question.

This matters because a - swot analysis determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - swot analysis to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - SWOT analysis is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Apply PESTLE analysis to external influences.

Use a - pestle to connect the rule to the data and decision in the question.

This matters because a - pestle determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply a - pestle to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: a - PESTLE is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Analyse the changing competitive environment.

Use b - changing competitive environment to connect the rule to the data and decision in the question.

This matters because b - changing competitive environment determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply b - changing competitive environment to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: b - Changing competitive environment is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.

Apply Porter five forces.

Use c - porter five forces to connect the rule to the data and decision in the question.

This matters because c - porter five forces determines what can be inferred or chosen; begin with the stated conditions and keep the conclusion tied to the evidence.

Example: apply c - porter five forces to one small, clearly defined case, show the key step or comparison, and explain the result in words.

Boundary: c - Porter five forces is not a universal recommendation. Check the syllabus scope, assumptions, units and the limits of the evidence before generalising.