Subject: STRATEGIC CASE STUDY

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SCS – Nov 2024 – L3 – Q5c – Board Independence and Accountability in Corporate Governance

Evaluation of how the governance structure at BOGML affects board independence and accountability.

Question

There are a number of concepts of good corporate governance that every entity, including BOGML, must strive to adhere to.

Required:
Provide an evaluation of how the existing corporate governance structure at BOGML may undermine or compromise the following key concepts of good corporate governance, with particular reference to the current composition and organisation of the board.

i) Independence
ii) Responsibility and accountability

Answer

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Tags: Accountability, Board Independence, Corporate Governance, Ethics, Governance Framework, Leadership, Responsibility
Level: Level 3

Topic: Corporate Governance
Series: Nov 2024

SCS – Nov 2024 – L3 – Q5b – Board Responsibilities in Corporate Governance

Evaluate the role of the board in corporate governance, focusing on responsibilities for strategy, oversight, and ethical leadership.

Question

The role of the board of directors is critical in corporate governance. The National Corporate Governance Code for Ghana (the National Code) issued in November 2022 outlines the board’s core responsibilities.

Required:

Advise the board of BOGML on the FIVE key responsibilities of the board of directors as outlined in the National Code.

Answer

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Tags: Board Responsibilities, Corporate Governance, Ethics, Internal Controls, Risk Management, Strategic leadership
Level: Level 3

Topic: Professional practice and codes of ethics
Series: Nov 2024

SCS – Nov 2024 – L3 – Q5b – Board Responsibilities in Corporate Governance

Identify and explain the five governance pillars in the National Corporate Governance Code for Ghana 2022.

Question

It is evident that all is not well with the current corporate governance at BOGML. However, for the company to achieve sustainable growth and remain competitive, it must adhere to sound corporate governance principles.

Required:

Using the FIVE governance pillars identified in the National Corporate Governance Code for Ghana 2022 (the National Code), issued in November 2022 by the Institute of Directors-Ghana, advise the company on how to improve upon its current governance structure.

Answer

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Tags: Corporate Governance, Ethics, Internal Controls, Leadership, Risk Management, Social responsibility, Stakeholders, Transparency
Level: Level 3

Topic: Ethics and social responsibility
Series: Nov 2024

SCS – Nov 2024 – L3 – Q4c – Forward Rate Agreement for Interest Rate Risk Management

Calculation of settlement amount for FRA under different Ghana Reference Rate (GRR) scenarios.

Question

The company has decided to use a Forward Rate Agreement (FRA) to manage its interest rate risk likely to arise from the short-term loan of GH¢15 million it intends to borrow in three months for a period of six months.

Required:

i) What is the purpose for a company to enter into an FRA arrangement? (2 marks)

ii) Calculate the amount of money that will be paid to settle the FRA at the beginning of the FRA period if, at the end of month 3, when the FRA becomes effective, the six-month Ghana Reference Rate (GRR) is as follows:

a) 37.50%
b) 28.50%

In each case, clearly state the party (i.e. FRA buyer or FRA seller) responsible for making the payment.

Answer

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Tags: Financial management, Forward Rate Agreement, Hedging, Interest Rate Risk, Risk Mitigation, Short-Term Borrowing
Level: Level 3

Topic: International financial management
Series: Nov 2024

SCS – Nov 2024 – L3 – Q4b – International Tax Considerations

Key tax issues for BOGML’s planned international expansion to minimize total group tax payable.

Question

The company is planning to expand its operations to Tanzania and South Africa in 2026. As a result, transactions between the head office in Ghana and the prospective foreign subsidiaries will likely take place, leading to potential international tax implications.

Required:

Briefly identify and explain TWO key issues to consider for the company to minimise total tax payable on the group profits.

Answer

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Tags: Foreign subsidiary, Global Expansion, International Taxation, Tax Planning, Tax Risk, Transfer Pricing
Level: Level 3

Topic: International financial management
Series: Nov 2024

SCS – Nov 2024 – L3 – Q4a – Capital Budgeting Framework

Explanation of the five key elements in the capital budgeting framework for investment appraisal.

Question

One of the Board members, Dr. Halimatu Sadia, has expressed concerns regarding Dr. Ayimadu Baffour’s consistent failure to conduct investment appraisals and capital budgeting when making long-term investment decisions.

Required:

Advise Dr. Ayimadu Baffour on the capital budgeting and strategic planning framework used for conducting investment appraisals by briefly outlining the FIVE key elements of the framework.

Answer

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Tags: Capital Budgeting, Decision Making, Financial management, Investment Appraisal, Strategic Planning
Level: Level 3

Topic: Investment Decisions
Series: Nov 2024

SCS – Nov 2024 – L3 – Q3a-b – SBUs and Growth Phases

Evaluate BOGML’s SBUs using Ashridge Matrix and analyse growth phases with Greiner’s Model.

Question

a) The company has presented information on the various products and services (i.e. the strategic business units (SBUs)) within the company’s portfolio.

Required:
Using Ashridge Portfolio Display Matrix and based on the performance of each SBU, clearly classify and explain the products and services under appropriate categories identified by the matrix. Support your answer with Ashridge Portfolio Display Matrix.

b) Since its inception, BOGML has grown organically and has gone through different stages of development in response to the challenges of growth and changes in both its internal and external environments. The company is currently under pressure to continue evolving.

Required:

i) Identify and describe the first two phases of growth applicable to BOGML based on Greiner’s Growth Model. In your explanation, include the type of crisis the company faced at each phase.

ii) The board has proposed appointing Regional Managers who will be responsible for the sales performance of the company’s filling and gas stations in their regions. If this proposal is implemented, it will move the company to the next phase in Greiner’s Growth Model. Identify and explain what this next phase is, and describe the potential crisis that may arise at this stage.

Answer

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Tags: Ashridge Portfolio, Business Portfolio, Delegation Phase, Greiner’s Growth Model, Growth Crisis, Leadership Crisis, Organizational Structure, Strategic Business Units
Level: Level 3

Topic: Methods of Development, Strategy implementation
Series: Nov 2024

SCS – Nov 2024 – L3 – Q2b – Integration/Responsiveness Matrix and Cost Reduction

Advising BOGML’s MD on the best international strategies under the IR Matrix to achieve cost reduction in expansion.

Question

The Board of BOGML has approved the Managing Director’s proposal to expand operations into Tanzania and South Africa by 2026. A key strategic focus of the company has been cost reduction, due to the narrow profit margins prevalent in the industry.

Required:
Using the Integration/Responsiveness (IR) Matrix, advise Dr. Ayimadu Baffour on the two most suitable international strategies/choices that have a low requirement for local responsiveness but can effectively support his cost reduction objectives. Clearly identify and explain the two strategies within the IR Matrix that prioritize cost reduction.

Answer

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Tags: Cost reduction, Global Strategy, Integration/Responsiveness Matrix, International Strategy, Multinational Strategy
Level: Level 3

Topic: International financial management, Strategy implementation
Series: Nov 2024

SCS – Nov 2024 – L3 – Q2a – Approaches to Risk Management

Discusses risk management approaches to address identified risks in BOGML.

Question

Approaches to risk management in BOGML – Advice to the board of directors

The following are the risk management approaches that the board of BOGML can adopt to manage the following risks identified in the company:

Risk A

Description: Low probability but high impact, e.g., pandemics, natural disasters.
Approach: Risk Transfer or Risk Sharing
Since this risk has a low likelihood of occurring but can result in severe financial losses, the company should consider transferring this risk or sharing risk. This can be done through the company taking full or partial (i.e. sharing of risk) insurance policies specifically designed for catastrophic events, such as business interruption insurance, pandemic insurance, or property insurance that covers natural disasters. Since the impact will be high when the risk occurs, the company can take insurance to pass on the high impact on the company to the insurance company which has to compensate BOGML in the event that the risk does occur.
The risk could also be shared through BOGML forming partnerships and collaborating with other OMCs to undertake investment in their oil stations.
The company should also develop a disaster recovery and business continuity plan to manage potential impacts effectively.

Risk B

Description: High likelihood but low financial impact, e.g., labor turnover and software downtime due to internet instability.

Answer

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Tags: Business Continuity, Business Planning, Disaster Recovery, Financial risk, Insurance, Risk Management, Strategic Risk
Level: Level 3

Topic: International financial management
Series: Nov 2024

SCS – Nov 2024 – L3 – Q1b – Digital Challenges in Accounting

Discuss the challenges of digital transformation in accounting, covering cybersecurity, compliance, and ethical concerns.

Question

In the contemporary business landscape, the integration of digital technologies presents multifaceted challenges for accounting professionals, particularly in the areas of digital transition, cybersecurity, regulatory compliance, and ethical decision-making. Explain each of these challenges.

Answer

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Tags: Cybersecurity, Digital Transition, Ethical Dilemmas, Financial Reporting, Regulatory Compliance
Level: Level 3

Topic: Cybersecurity, Ethics, Regulatory Compliance

SCS – May 2020 – L3 – Q4 – Financial Management

Evaluate the financial impact of the contract proposal from Look and Like Ltd for Customer Focused Ltd.

Question

Customer Focused Ltd has received a proposal from a potential supplier, Look and Like
Ltd, to provide fresh produce (Exhibit 2a) and is considering whether to accept. Kpakpo
Armah has written a note (Exhibit 2b) about Look and Like Ltd.
Required:
Using the information available, including information you feel relevant from your answer
to Section A:

Evaluate the proposal in terms of the potential impact on the financial performance for Customer Focused Ltd. You should prepare an estimate of the incremental financial outcome of accepting the contract for the minimum order level by calculating a profit or loss after tax for the period up to 31 December 2020. Calculate and comment on the impact of contract acceptance on sales, operating profit, and profit after tax for the forecast figures for 2020 for Customer Focused Ltd. Include any further observations that you feel are relevant.

Answer

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Tags: Contract Evaluation, Financial Performance, Profit margin, Sales Growth
Level: Level 3

Topic: Financial management
Series: MAY 2020

SCS – May 2021 – L3 – Q3b – Competitive forces

Draw and explain the Strategic Clock with five broad business strategies that can help SBL gain a competitive advantage.

Question

Draw a strategic clock and explain using the FIVE (5) broad groups of business strategy to help SBL gain a competitive advantage. (7 marks)

Answer

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Tags: Business Strategy, Competitive Advantage, Perceived Benefits, Pricing, Strategic Clock
Level: Level 3

Topic: Competitive forces
Series: MAY 2021

SCS – May 2020 – L3 – Q3 – Competitive Advantage

Identify three key factors that must be addressed for Customer Focused Ltd to remain sustainable in the short term.

Question

Customer Focused Ltd has updated its management accounts (Exhibit 1) to produce a
forecast for the year 2020 and these have indicated some significant problems. The business
owners are unsure what to do next.
Required:
You are acting as an advisor to the company and they ask you to:

Based on your work in Questions 1 and 2, identify and explain three key factors which must be addressed for Customer Focused Ltd to be sustainable over the short term.

Answer

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Tags: Business performance, Risk Factors, Strategic Analysis, Sustainability
Level: Level 3

Topic: Competitive Advantage
Series: MAY 2020

SCS – May 2021 – L3 – Q3a – Competitive forces

Explain the purpose of the Strategic Clock in assessing competitors’ business strategies to help SBL gain a competitive advantage.

Question

Bismark is proposing that he would be using the “Strategic Clock” to assess competitors’ business strategies.

Required:
Explain to the board of SBL the purpose of the ‘Strategic Clock’ as proposed by Bismark. (3 marks)

Answer

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Level: Level 3

Topic: Competitive forces
Series: MAY 2021

SCS – May 2020 – L3 – Q2 – Financial Management

Conduct a financial appraisal of Customer Focused Ltd, including key ratio calculations and commentary.

Question

Prepare a financial appraisal of Customer Focused Ltd to identify the problems faced by the company by calculating and commenting on key ratios that you consider important for the company. You should specifically include in your appraisal an analysis of sales growth, operating margins, working capital (in terms of inventory, receivables, and payable days), and changes in cash balances over the years that the company has been operating.

Answer

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Tags: Cash Balance, Financial Ratios, Operating Margins, Sales Growth, Working Capital
Level: Level 3

Topic: Financial management
Series: MAY 2020

SCS – May 2021 – L3 – Q2 – Strategy implementation

Explain the Gemini 4Rs model and how it relates to transformational change within SBL to improve performance.

Question

Edwin is keen that the change in SBL should be transformational. Explain to the board of SBL, using the Gemini 4Rs model, the elements of transformational change by relating it to the case.

(10 marks)

Answer

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Tags: Change Management, Gemini 4Rs Model, SBL Board, Transformational Change
Level: Level 3

Topic: Strategy implementation
Series: MAY 2021

SCS – May 2021 – L3 – Q1 – Strategy implementation

Explain the skills suggested by the Rosabeth Moss Kanter theory that managers should have to change-adept in order to help improve profitability.

Question

Edwin is concerned that the current skill sets of his directors are not sufficient to drive any change management in SBL. At a discussion during a board meeting, the directors vehemently disagreed.

Required:
Explain to SBL’s board, using the Rosabeth Moss Kanter theory, suggested skills that managers should have in order to change-adept to help improve profit. (10 marks)

Answer

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Tags: Change Management, Managerial Skills, Rosabeth Moss Kanter, SBL Board, Strategy
Level: Level 3

Topic: Strategy implementation
Series: MAY 2021

SCS – May 2020 – L3 – Q1 – Strategy, Stakeholders and Mission

Perform a SWOT analysis of Customer Focused Ltd, highlighting key strengths, weaknesses, opportunities, and threats.

Question

Customer Focused Ltd has updated its management accounts (Exhibit 1) to produce a
forecast for the year 2020 and these have indicated some significant problems. The business
owners are unsure what to do next.
Required:
You are acting as an advisor to the company and they ask you to:

Prepare a SWOT analysis of Customer Focused Ltd. You should list the strengths, weaknesses, opportunities, and threats in the SWOT analysis of Customer Focused Ltd. You should then select from your list the key strengths, weaknesses, opportunities, and threats and explain why they are important.

Answer

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Tags: Business Assessment, Competitive analysis, Opportunities, Strategic Management, Strengths, SWOT Analysis, Threats, Weaknesses
Level: Level 3

Topic: Strategy, stakeholders, and mission
Series: MAY 2020

SCS – Nov 2021 – L3 – Q8 – Professional practice and codes of ethics

Discuss the merits and demerits of the rules-based approach versus the principles-based approach to setting ethical standards.

Question

COM has not had any serious corporate governance issues that have raised concerns as to potential ethical conflicts. However, the Board of Directors has raised concerns about the fact that the Finance department does not have a separate code of conduct in view of the risks associated with their work. Some are proposing a rules-based approach instead of a principles-based approach.

Required:
The CEO has approached you as a Finance professional and a friend to assist him in guiding the Board since the issue was not discussed exhaustively and there is the likelihood that the matter would be part of the next Board meeting. Write a report discussing the merits and demerits of both rules-based approach and a principles-based approach to setting ethical standards.

Answer

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Tags: Corporate Governance, Ethical Standards, Ethics, Finance Department, Principles-Based Approach, Rules-Based Approach
Level: Level 3

Topic: Professional practice and codes of ethics
Series: NOV 2021

SCS – Nov 2021 – L3 – Q7b – Sources of Finance

Analyze the net benefit of the proposed factoring arrangement for COM.

Question

The management of COM is seeking advice from the finance team on whether or not to accept the proposed trade receivable factoring arrangement. The management is interested in knowing whether the factoring arrangement will benefit the company in totality.

Required:
You are the Financial Controller, and the CFO has assigned you the responsibility to determine the net benefit of the factoring financing arrangement. Prepare a brief presentation on the net benefit of the proposed factoring arrangement to be submitted to the CFO.

Answer

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Tags: Factoring, Finance Costs, Financing Options, Liquidity, Trade receivables
Level: Level 3

Topic: Sources of Finance

Subject: STRATEGIC CASE STUDY

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SCS – Nov 2024 – L3 – Q5c – Board Independence and Accountability in Corporate Governance

Evaluation of how the governance structure at BOGML affects board independence and accountability.

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SCS – Nov 2024 – L3 – Q5b – Board Responsibilities in Corporate Governance

Evaluate the role of the board in corporate governance, focusing on responsibilities for strategy, oversight, and ethical leadership.

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SCS – Nov 2024 – L3 – Q5b – Board Responsibilities in Corporate Governance

Identify and explain the five governance pillars in the National Corporate Governance Code for Ghana 2022.

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SCS – Nov 2024 – L3 – Q4c – Forward Rate Agreement for Interest Rate Risk Management

Calculation of settlement amount for FRA under different Ghana Reference Rate (GRR) scenarios.

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SCS – Nov 2024 – L3 – Q4b – International Tax Considerations

Key tax issues for BOGML’s planned international expansion to minimize total group tax payable.

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SCS – Nov 2024 – L3 – Q4a – Capital Budgeting Framework

Explanation of the five key elements in the capital budgeting framework for investment appraisal.

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SCS – Nov 2024 – L3 – Q3a-b – SBUs and Growth Phases

Evaluate BOGML’s SBUs using Ashridge Matrix and analyse growth phases with Greiner’s Model.

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SCS – Nov 2024 – L3 – Q2b – Integration/Responsiveness Matrix and Cost Reduction

Advising BOGML’s MD on the best international strategies under the IR Matrix to achieve cost reduction in expansion.

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SCS – Nov 2024 – L3 – Q2a – Approaches to Risk Management

Discusses risk management approaches to address identified risks in BOGML.

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SCS – Nov 2024 – L3 – Q1b – Digital Challenges in Accounting

Discuss the challenges of digital transformation in accounting, covering cybersecurity, compliance, and ethical concerns.

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SCS – May 2020 – L3 – Q4 – Financial Management

Evaluate the financial impact of the contract proposal from Look and Like Ltd for Customer Focused Ltd.

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SCS – May 2021 – L3 – Q3b – Competitive forces

Draw and explain the Strategic Clock with five broad business strategies that can help SBL gain a competitive advantage.

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SCS – May 2020 – L3 – Q3 – Competitive Advantage

Identify three key factors that must be addressed for Customer Focused Ltd to remain sustainable in the short term.

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SCS – May 2021 – L3 – Q3a – Competitive forces

Explain the purpose of the Strategic Clock in assessing competitors’ business strategies to help SBL gain a competitive advantage.

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SCS – May 2020 – L3 – Q2 – Financial Management

Conduct a financial appraisal of Customer Focused Ltd, including key ratio calculations and commentary.

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SCS – May 2021 – L3 – Q2 – Strategy implementation

Explain the Gemini 4Rs model and how it relates to transformational change within SBL to improve performance.

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SCS – May 2021 – L3 – Q1 – Strategy implementation

Explain the skills suggested by the Rosabeth Moss Kanter theory that managers should have to change-adept in order to help improve profitability.

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SCS – May 2020 – L3 – Q1 – Strategy, Stakeholders and Mission

Perform a SWOT analysis of Customer Focused Ltd, highlighting key strengths, weaknesses, opportunities, and threats.

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SCS – Nov 2021 – L3 – Q8 – Professional practice and codes of ethics

Discuss the merits and demerits of the rules-based approach versus the principles-based approach to setting ethical standards.

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SCS – Nov 2021 – L3 – Q7b – Sources of Finance

Analyze the net benefit of the proposed factoring arrangement for COM.

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