By CA. Deepak S Mulchandani How to Prepare For CA-IPCC Paper 7B Strategic Management
Jan 20, 2015
By CA. Deepak S Mulchandani
How to Prepare For CA-IPCC Paper 7B Strategic Management
1 • About SM & Why SM in CA
2 • Subject Overview & Institute Expectations
3 • Myth V/s Realities
4 • Chapter wise Overviews
5 • Exam pattern Analysis
6 • Strategies to crack the SM paper
Agenda
Page 3
About Strategic Management
Why Strategic management in CA
Financial Technical
Commercial & operational Legal
CA
the advise from the CA becomes more practical rather than theoretical and bookish
Subject Overview & Institute Expectations
50 Marks
7 chapters
Theoretical Questions
Reasoning questions
Situational knowledge Application
Strategic Management
Origin Of SM
Indian Origin Western Origin Chanakya
Peter F Drucker
MYTH V/S REALITY Sach ka Saaamna
Sach ka Saamna -1
Myth It is very
similar to management studied in XII class
Reality It’s a step further from
XII class management Most students keep
each other happy repeating the 12th class stuff
Sach ka Saamna -2
Myth There are too
many books to study in market for a subject of 50 marks
Reality The Study material of
ICAI is having the best compilation of all topics in a crisp way
Books available in market are for MBA students and they do not comprehensively cover the syllabus of CA
Sach ka Saamna -3
Myth 15-20
Marks Case studies are a big gamble
Reality Case studies are no
more a part of exams now
As it limits the no. of topics to be asked in balance 35 marks
So q’s of past examination of case studies are no good now
Sach ka Saamna -4
Myth This subject
has no relevance in future
Reality It has maximum
relevance in future because it connects all the subjects
Taxation policy Government decisions can only understood by strategic implications on business
Chapter wise Overview
Ch-5
Ch-1
Ch-2
Ch-3
Ch-6
Ch-4
Ch-7
Ch-1 Business Environment
Ch-2 Business Policy & SM
Ch-2 Contd….. Pawns represent
functional level workers
Elephant, camel & horse represent business level managers
King and Wazir represent CEO and Top level people
Arrangement of chapters
Ch-2 & 4
Ch-3
Ch-5
Ch-6
Ch-3 Strategic Analysis How to deal with
specific business situations
Various tools to analyse business from different levels
Organization level analysis then business level
Ch-4 Strategic Planning Strategic
planning process elaboratively explained
Deals with top level talks
Deals with directional decisions of business
Formation of functional strategies
Chapter divided into 4 parts Marketing Production Finance Human
Resource
Ch-6 Strategic Implementation
Ch-6 Contd.…. Concept of formulation v/s
implementation Organisation structures Value chain Analysis Developing core competencies Culture V/s Strategy conflict
Ch-7 Reaching Strategic Edge Talking about TQM Six Sigma BPR Benchmarking SM in NGO’s ,
Government Agencies , etc
Exam Pattern Analysis– Nov07 to Nov-12
0
20
40
60
80
100
120
140
160
180
Ch-1 Ch-2 Ch-3 Ch-4 Ch-5 Ch-6 Ch-7
Strategies to crack the paper 1. Approach chapters with a
prepared mindset i.e. what this chapter will teach me
2. If multiple topics are there in a single chapter then prepare notes in a tabular form to avoid confusion
3. Prepare mnemonics of well known concepts and main definitions
Strategies to crack the paper 4. Should have a solid command
over definitions of Components of business environment (ch-1) Strategy and its levels (ch-2) Strategic management (ch-2) SWOT , Situational Analysis etc (ch-3) SM process and every component of it (ch-4) Functional level definitions of all levels ( ch-5 ) Concepts of formulation, implementation (ch-6) Basics about concepts i.e. what it is and how it
works ( ch-7)
Strategies to crack the paper 5. Definitions of various authors
given in the chapter should be understood rather than just reading it
6. Use practice manual and past Revisionary test papers to improve your writing skills avaialble at BOS Knowledge portal
Strategies to crack the paper 5. Stop Stop Stop doing a trend
analysis of past examination questions because
“ THERE IS ONLY ONE TREND THAT THERE IS NO TREND “
CA. Deepak S Mulchandani