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Unformatted text preview: were greatly influenced by the
Centre’s preparation of candidates on the Critical Path Analysis technique. All candidates from
some Centres were able to make a very good – often completely correct – attempt at the network
diagram and the calculation of the earliest and latest start times. Candidates from other Centres
either left this question out or produced diagrams which demonstrated little genuine understanding
of this topic. The most common problems were not starting the whole project from one node, not
taking activity C through to the end of the project and misunderstanding of the ways to calculate
LFTs. (b) Clearly, knowledge of CPA was necessary to answer this question effectively and merely
suggesting that activity B should be speeded up did not gain any marks. The best answers
recognised that, although B was not initially a critical activity it would become one after this delay.
To reduce the length of the time of the critical path would require one subsequent critical activity to
be reduced by 1 week – but that this would require a transfer of resources from non-critical
activities which might not be fully flexible. Question 4
This question led to some very good explanations of the marketing mix and many points were well applied to
the case – especially Tanroh’s decision between niche and mass marketing. Less effective was the
treatment of marketing strategy – which should involve more that just explaining the 4 Ps. A good starting
point would have been an accurate definition of a marketing strategy which focused on objectives, mix and
marketing budget. This would have focused the rest of the answer on the need for the mix and the budget to
be integrated towards meeting these marketing objectives. There were some exceptional answers which did
just this. They evaluated the different marketing options carefully and in context and concluded with a
recommendation of the key features of a marketing strategy which the candidate considered would be most
effective in this case.
(a) It was pleasing to mark so many correct responses to both parts of this question. In addition, it was
noted that many candidates made very good efforts to lay out their working in a clear and logical
manner – and this, no doubt, contributed to the chances of successfully completing the
calculations. Apart from those candidates who did not have any relevant knowledge to tackle these
questions, the major problems were: (i) failure to subtract the capital cost when calculating annual
profit for the ARR calculation – and (ii) similarly, not subtracting the capital cost to arrive at the net
present value after the cash flows had been discounted. (b) The own figure rule applied to this question as candidates were quite able to make some
reasonable observations about their results to (a) even if these were not correct results. There
were some detailed and well analysed answers to this question. The best answers weighed up the
case for both options in turn and recognised that they both had strengths and weaknesses.
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This document was uploaded on 11/18/2013.
- Fall '13