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BSL712S - SME STRATEGY AND LEADERSHIP - 2ND OPP - NOV 2024 |
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nAmlBIA UnlVERSITY
OF SCIEnCEAnDTECHnDLDGY
FacultyofCommercHeu, man
SciencesandEducation
Schoolof Commerceand
ManagemenSt ciences
Departmentof Governance
and ManagemenSt ciences
13JacksonKaujeuaStreet
Private Bagmaa
Windhoek
NAMIBIA
T: •26461207239B
F: •264612079398
E: dgms@nust.na
W:www.nust.na
QUALIFICATION: Bachelor of Business Management
QUALIFICATION CODE: 07BBMN
LEVEL: 7
COURSE: Small and Medium Enterprise Strategy
and Leadership
DATE: January 2025
COURSE CODE: BSL712S
SESSION: PAPER 1
DURATION: 3 Hours
MARKS: 100
SECOND OPPORTUNITY EXAMINATION PAPER
EXAMINERS: Ms Esther Olivier
MODERATOR: Dr Chris van Zyl
INSTRUCTIONS TO CANDIDATES
1. Answer ALL the questions.
2. Write clearly and neatly.
3. Number the answers clearly
PERMISSIBLEMATERIALS
1. Business calculator
THIS QUESTION PAPER CONSISTS OF 6 PAGES(Including this front page)
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SECTION A
[20 marks]
Question 1
Choose the correct option and indicate your choice (A-D) next to the appropriate number in the
examination book provided. For example 1. B.
1. Wealth maximisation incorporates all spheres of the organisation and emphasi_ses... and ... in the
long term.
A. profitability
B. sustainability
C. survival
D. band c
E. a and b
2. In the context of responsible leadership, the organisation must focus on social and ... benefits as
well.
A. political
B. financial
C. environmental
D. tangible
E. intangible
3. In the context of Porter's competitive forces, which of the following conditions will influence the
intensity of rivalry between competitors?
i. Slow industry growth
ii. Suppliers' bargaining power
iii. Low switching costs
iv. High exit barriers
v. Numerous competitors
A. i, ii, iii & iv
B. i, iii, iv&v
C. ii, iii, iv& V
D. i, ii, iv& V
E. i, ii, iii &v
4. Which of the following are aspects that need to be evaluated as part of the organisation's
economic environment?
i. Unemployment rate
ii. Disposable income
iii. Gross domestic product (GDP)
iv. Deregulation
v. Process of the African Renaissance
A. i,ii&iii
B. i&iii
C. iii, iv& V
D. ii, ii&iv
E. iv & V
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5. In the context of SWOT,which of the following are not examples of potential weaknesses?
A. Limited financial resources
B. Poor marketing skills
C. Quality product or service
D. Negative organisational culture
E. Closing down of a major competitor
6. Which of the following are some of the cost drivers that need to be managed as part of a cost
leadership strategy?
i. Economies of scale
ii. Experience and learning-curve effects
iii. Technological advances
iv. Product differentiation
v. Increased market share
A. ii, iii & iv
B. iii, iv&v
C. i,ii&iii
D. i, ii& iv
E. i, iv&v
7. Which of the following strategies involve taking ownership of distributors or retailers?
A. Conglomerate integration
B. Forward vertical integration
C. Concentric integration
D. Vertical integration
E. Backward vertical integration
8. Which of the following grand strategies involve selling a division or part of the organisation in order
to raise capital for further acquisitions?
A. Liquidation
B. Vertical integration
C. Turnaround
D. Divestiture
E. Consortia
9. In the context of the SPACEmatrix, the quadrants of aggressive and conservative represent which
of the following internal dimensions?
A. Financial strength and competitive advantage
B. Environmental stability and industry strength
C. Financial strength and environmental stability
D. Competitive advantage and industry strength
E. Financial strength and industry strength
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10. Managerial barriers to strategy implementation typically include ...
i. absence of alignment between structure and strategy
ii. alignment between structure and strategy
iii. goals not sufficiently defined or understood by employees
iv. changes in responsibilities of employees clearly defined
v. effective coordination of implementation efforts
A. i&iii
B. ii & V
C. iii & iv
D. All of the above
E. Noneoftheabove
10 X 2 = 20 Marks
SECTION B
[80 Marks]
Question 2
[25 Marks]
Consider the macro environment facing Ohorongo Cement. Give at least three examples of important
trends or events from each of the five segments of the organisation's macro environment (economic,
technological, demographic, social, political, and legal), and explain whether each represents a threat
or an opportunity for the firm.
(25)
Question 3
[25 Marks]
3.1. Indicate the strategic position of Ster-Kinekor/NuMetro by drawing and plotting the relevant
quadrant in the Grand Strategy Matrix from the information provided in the table below. {20)
Axis x
INTERNAL STRATEGIC POSITION
Competitive (CA)
(-6 worst, -1 best}
-2 Product quality
-3 Market share
-3 Customer loyalty
-2 Product life cycle
Total Axis X score:
Axis y
Financial (FS)
(+1worst, +6 best)
+3 Return on investment
+4 Liquidity
+3 Cash flow
+2 Risk involved in business
Total Axis Y score:
EXTERNAL STRATEGIC POSITION
Industry (IS)
(+lworst, +6 best)
+6 Growth potential
+3 Profit potential
+6 Technological know how
+4 Resource utilisation
Environmental (ES)
(-6 worst, -1 best)
-5 Technological change
-3 Demand variability
-4 Competitive pressure
-3 Price range of competing products
3.2. Once you have drawn and plotted the position. Indicate which position it is and highlight the best
strategies for them to pursue.
(5)
Question 4
4.1. Explain the different types of strategic change and the issues involved.
4.2. Explain the attributes of emotionally intelligent leaders.
END OF PAPER
[30 Marks]
(20)
(10)
100 MARKS
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