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Learning Centre
PAGE 16
News Update
Spring 2010
Strategic Choice –
Johnson and Scholes
Suitability, Feasibility, and Acceptability Model
(relevant to paper P3)
Learning Centre
PAGE 17
Introduction
As the environment changes, companies need to change their strategies to adapt to the environment to prosper or just to survive.
Within the P3 framework, candidates are required to perform external environmental analysis and internal capability evaluation to determine the companies’ strategic positions. Based on the strategic position analysis, possible strategic choices are determined. Each strategic choice is evaluated and an optimal one is selected
(Figure 1). This article will focus on how to use the Johnson and Scholes framework of
Suitability, Feasibility, and Acceptability as selection criteria to determine the optimal strategic choice.
Strategic choice evaluation and selection is very frequently asked in Part A of P3.
For example, this model was used in the
ONA case in the December 2007 paper, the greenTech case in the June 2009 paper, and again in the ABCL case in the December
2009 paper.
In these questions, candidates were given several strategic choices to choose from. Candidates were asked to evaluate each strategic choice and provide a recommendation together with support on their decisions. Two points to remember for this type of question. First, candidates will have a lot of information to absorb and it is vital for candidates to be able to recognise and discuss the relevant points. Second, candidates should realise that each strategic choice will have its own advantages and disadvantages. There will be multiple sets of correct answers dependent on how the information is interpreted. More importantly, the number of marks earned will hinge on how clearly the candidates articulate the reasons and rationale for their selections.
When encountered with strategic choice evaluation and selection
PAGE 16
News Update
Spring 2010
Strategic Choice –
Johnson and Scholes
Suitability, Feasibility, and Acceptability Model
(relevant to paper P3)
Learning Centre
PAGE 17
Introduction
As the environment changes, companies need to change their strategies to adapt to the environment to prosper or just to survive.
Within the P3 framework, candidates are required to perform external environmental analysis and internal capability evaluation to determine the companies’ strategic positions. Based on the strategic position analysis, possible strategic choices are determined. Each strategic choice is evaluated and an optimal one is selected
(Figure 1). This article will focus on how to use the Johnson and Scholes framework of
Suitability, Feasibility, and Acceptability as selection criteria to determine the optimal strategic choice.
Strategic choice evaluation and selection is very frequently asked in Part A of P3.
For example, this model was used in the
ONA case in the December 2007 paper, the greenTech case in the June 2009 paper, and again in the ABCL case in the December
2009 paper.
In these questions, candidates were given several strategic choices to choose from. Candidates were asked to evaluate each strategic choice and provide a recommendation together with support on their decisions. Two points to remember for this type of question. First, candidates will have a lot of information to absorb and it is vital for candidates to be able to recognise and discuss the relevant points. Second, candidates should realise that each strategic choice will have its own advantages and disadvantages. There will be multiple sets of correct answers dependent on how the information is interpreted. More importantly, the number of marks earned will hinge on how clearly the candidates articulate the reasons and rationale for their selections.
When encountered with strategic choice evaluation and selection