your knowledge of relevant topics

MPM703 T1 2022
Final Exam Preparations
Weeks 10 and 11
Some example questions to inspire you as you prepare for the final
exam
1
The final exam has a total of 100
marks
Hence, if your total mark is 75/100 =
37.5% out of 50% (weight of final
exam to your final grade)
2
Please refer to the Pre-Exam
information doc posted on Cloud
Deakin
The exam has 3 comprehensive essay
type questions.

3
Question 1. (50 Marks)
You should write no more than 1000 words to complete this question.
You will earn marks based on the quality, rather than length, of your answers.
Drawing on your experience in the Rex Airlines case study and on your knowledge of relevant topics in MPM703, answer the
following questions concisely but comprehensively.
Drawing on your knowledge of the strategy tripod and your understanding of Rex Airlines, present your managerial insights
concisely but comprehensively on the following questions related to the strategic goal of Rex Airlines to develop its
competitive advantage in the Asian Airlines industry.
a. describe the strategic ambidexterity of Rex Airlines and explain the importance of this strategic capability in enabling the
firm to enhance a specific segment in its value chain that is key to the its competitive position in the Asian Airline
industry;
b. describe three of the key forces in the Airline industry in an Asian country and following the industrial organisation (I/O)
paradigm (give one specific and relevant example under each of the key forces)
c. describe the LLL entrepreneurial strategies AND explain how these strategies will enable Rex Airlines to address the
cultural and administrative distance (i.e. the C&A in the CAGE Distance Framework) in an Asian country; and
d. Drawing on the SAFe criteria, do you think a greenfield investment is an ACCEPTABLE strategy for Rex Airlines in an Asian
country. Explain your answer by using the “A” criterion in the SAFe criteria.

Suggested Approach in
Presenting your Answers to the
Qs
Q1. (a)
Intro: importance of strategic ambidexterity in enabling firms
to be competitive
Describe the concept – strategic ambidexterity
Dimensions
One example relevant to Rex Airlines
Describe the concept – value chain
Describe one segment – Rex Airlines
Explain the importance of this segment
Explain link between strategic ambidexterity and that segment
of value chain
Your argument – how specific forms of SA enable the execution,
enhancement, and strengthening of the segment of value chain
Summary: SA – capabilities that can enhance a firm’s value
chain
4
Question 1. (50 Marks)
You should write no more than 1000 words to complete this question.
You will earn marks based on the quality, rather than length, of your answers.
Drawing on your experience in the Rex Airlines case study and on your knowledge of
relevant topics in MPM703, answer the following questions concisely but
comprehensively.
Drawing on your knowledge of the strategy tripod and your understanding of Rex
Airlines, present your managerial insights concisely but comprehensively on the
following questions related to the strategic goal of Rex Airlines to develop its competitive
advantage in the Asian Airlines industry.
a. describe the strategic ambidexterity of Rex Airlines and explain the importance of
this strategic capability in enabling the firm to enhance a specific segment in its value
chain that is key to the its competitive position in the Asian Airline industry;
b. describe three of the key forces in the Airline industry in an Asian country and
following the industrial organisation (I/O) paradigm (give one specific and relevant
example under each of the key forces)
c. describe the LLL entrepreneurial strategies AND explain how these strategies will
enable Rex Airlines to address the cultural and administrative distance (i.e. the C&A
in the CAGE Distance Framework) in an Asian country; and
d. Drawing on the SAFe criteria, do you think a greenfield investment is an ACCEPTABLE
strategy for Rex Airlines in an Asian country. Explain your answer by using the “A”
criterion in the SAFe criteria.

Suggested Approach in
Presenting your Answers to the
Qs
Q1. (b)
Intro: Firm’s strategies – industry forces
Describe the I/O paradigm
Describe 3 key forces out of the five forces that are relevant to Rex Airlines
Describe each of the 3 key forces
Give one example for each of the 3 key force
Briefly explain why these 3 forces are important or relevant to Rex Airlines
Summary: Industry forces shape competition to which firms must respond –
strategies
Q1. (c)
Firms – business beyond borders – CAGE distance – respond
Describe each of the 3L
Describe the CAGE Distance Framework
Then focus on C and A – give examples relevant to Rex Airlines
Explain/Discuss how each of the 3L ‘narrow’ or address/minimise the impacts
of the C&A Distance in the context of Rex Airlines in Thailand
Summary: LLL entrep strategies – effective – CAGE Distance
5
Question 1. (50 Marks)
You should write no more than 1000 words to complete this question.
You will earn marks based on the quality, rather than length, of your answers.
Drawing on your experience in the Rex Airlines case study and on your knowledge of
relevant topics in MPM703, answer the following questions concisely but
comprehensively.
Drawing on your knowledge of the strategy tripod and your understanding of Rex
Airlines, present your managerial insights concisely but comprehensively on the
following questions related to the strategic goal of Rex Airlines to develop its competitive
advantage in the Asian Airlines industry.
a. describe the strategic ambidexterity of Rex Airlines and explain the importance of
this strategic capability in enabling the firm to enhance a specific segment in its value
chain that is key to the its competitive position in the Asian Airline industry;
b. describe three of the key forces in the Airline industry in an Asian country and
following the industrial organisation (I/O) paradigm (give one specific and relevant
example under each of the key forces)
c. describe the LLL entrepreneurial strategies AND explain how these strategies will
enable Rex Airlines to address the cultural and administrative distance (i.e. the C&A
in the CAGE Distance Framework) in an Asian country; and
d. Drawing on the SAFe criteria, do you think a greenfield investment is an ACCEPTABLE
strategy for Rex Airlines in an Asian country. Explain your answer by using the “A”
criterion in the SAFe criteria.
)

Suggested Approach in
Presenting your Answers to the
Qs
Q1. (b)
Intro: Firm’s strategies – industry forces
Describe the I/O paradigm
Describe 3 key forces out of the five forces that are relevant to Rex Airlines
Describe each of the 3 key forces
Give one example for each of the 3 key force
Briefly explain why these 3 forces are important or relevant to Rex Airlines
Summary: Industry forces shape competition to which firms must respond –
strategies
Q1. (c)
Firms – business beyond borders – CAGE distance – respond
Describe each of the 3L
Describe the CAGE Distance Framework
Then focus on C and A – give examples relevant to Rex Airlines
Explain/Discuss how each of the 3L ‘narrow’ or address/minimise the impacts
of the C&A Distance in the context of Rex Airlines in Thailand
Summary: LLL entrep strategies – effective – CAGE Distance
6
Question 1. (50 Marks)
You should write no more than 1000 words to complete this question.
You will earn marks based on the quality, rather than length, of your answers.
Drawing on your experience in the Rex Airlines case study and on your knowledge of
relevant topics in MPM703, answer the following questions concisely but
comprehensively.
Drawing on your knowledge of the strategy tripod and your understanding of Rex
Airlines, present your managerial insights concisely but comprehensively on the
following questions related to the strategic goal of Rex Airlines to develop its competitive
advantage in the Thai Airline industry.
a. describe the strategic ambidexterity of Rex Airlines and explain the importance of
this strategic capability in enabling the firm to enhance a specific segment in its value
chain that is key to the its competitive position in the Asian Airline industry;
b. describe three of the key forces in the Airline industry in an Asian country and
following the industrial organisation (I/O) paradigm (give one specific and relevant
example under each of the key forces)
c. describe the LLL entrepreneurial strategies AND explain how these strategies will
enable Rex Airlines to address the cultural and administrative distance (i.e. the C&A
in the CAGE Distance Framework) in an Asian country; and
d. Drawing on the SAFe criteria, do you think a greenfield investment is an ACCEPTABLE
strategy for Rex Airlines in an Asian country. Explain your answer by using the “A”
criterion in the SAFe criteria.

Suggested Approach in
Presenting your Answers to the
Qs
Q1. (d)
Firms – strategies – must be SAFe
Describe greenfield investment (GI)as a strategy to
enter foreign markets in Asia, such as Thailand
Give example using Rex Airlines on how to engage in
greenfield investment in Thailand
Describe SAFe Criteria
What is this SAFe criteria all about/for?
Using the Acceptability criterion of the SAFe
Identify the four key questions under Acceptability
Explain briefly whether greenfield investment is acceptable
by addressing the four key questions
Summary: GI is an acceptable strategy to reap
benefits of the Airline market in an Asian country
like Thailand.
7
Question 1. (50 Marks)
You should write no more than 1000 words to complete this question.
You will earn marks based on the quality, rather than length, of your answers.
Drawing on your experience in the Rex Airlines case study and on your knowledge of
relevant topics in MPM703, answer the following questions concisely but
comprehensively.
Drawing on your knowledge of the strategy tripod and your understanding of Rex
Airlines, present your managerial insights concisely but comprehensively on the
following questions related to the strategic goal of Rex Airlines to develop its competitive
advantage in the Thai Airline industry.
a. describe the strategic ambidexterity of Rex Airlines and explain the importance of
this strategic capability in enabling the firm to enhance a specific segment in its value
chain that is key to the its competitive position in the Thai airline industry;
b. describe three of the key forces in the Airline industry in an Asian Country l;ike
Thailand following the industrial organisation (I/O) paradigm (give one specific and
relevant example under each of the key forces)
c. describe the LLL entrepreneurial strategies AND explain how these strategies will
enable Rex Airlines to address the cultural and administrative distance (i.e. the C&A
in the CAGE Distance Framework) in Thailand; and
d. Drawing on the SAFe criteria, do you think a greenfield investment is an ACCEPTABLE
strategy for Rex Airlines in Thailand. Explain your answer by using the “A” criterion in
the SAFe criteria.

8
Question 2. (25 marks)
As an Master of Commerce participant to the graduate apprenticeship
program of ANZ Bank, part of your training is to assist SHINE Australia, a
medium-sized manufacturing enterprise that is seeking advice from the bank
on how to improve its overall performance. Drawing on your knowledge of
Ansoff’s Product-Market Expansion Grid, the resource-based view of strategy
and the SAFe Criteria of Performance Evaluation, you have set up a meeting
with the management team of SHINE Australia to carry-out the following tasks:
a. describe any two of the four basic strategies indicated in Ansoff’s productmarket expansion grid and provide relevant examples
b. explain to the management team what VRIO resources are and the roles
they play in supporting or enabling the implementation of the two
strategies you have identified above
c. using the SAFE criteria framework, what factors should the management
team of SHINE Australia consider when assessing the Feasibility of the two
strategies you have identified above.

Suggested Approach in
Presenting your Answers to the
Qs
Q2.
Intro: Firms pursue strategies – supported by resources or capabilities in order to meet
the SAFe elements of sound business performance
—introduce RBV, Ansoff’s strategies and SAFe criteria – briefly
(a)
Pick two of the four Ansoff’s strategies
Describe these two chosen strategies
Give/describe one example for each strategy
(b)
Explain the VRIO Framework
What does VRIO stand for?
Explain the use of the VRIO framework
Explain the importance of having VRIO resources or capabilities (i.e.
competitive advantage)
Discuss how each of the two strategies in section (a) will enable a firm like SHINE
Australia to use its existing, gain access to some VRIO resources (you may cite
examples)
(c)
Describe the SAFe Criteria Framework
Describe the Feasibility Criterion
Describe the four questions that should be asked in assessing the feasibility of the
two strategies identified in section (a) above
Summary: Strategies are best supported by VRIO capabilities – Safe criteria
9
Question 2. (25 marks) Write no more than 500 words
As an Master of Commerce participant to the graduate apprenticeship
program of ANZ Bank, part of your training is to assist SHINE Australia, a
medium-sized manufacturing enterprise that is seeking advice from the bank
on how to improve its overall performance. Drawing on your knowledge of
Ansoff’s Product-Market Expansion Grid, the resource-based view of strategy
and the SAFe Criteria of Performance Evaluation, you have set up a meeting
with the management team of SHINE Australia to carry-out the following tasks:
a. describe any two of the four basic strategies indicated in Ansoff’s productmarket expansion grid and provide relevant examples
b. explain to the management team what VRIO resources are and the roles
they play in supporting or enabling the implementation of the two
strategies you have identified above
c. using the SAFE criteria framework, what factors should the management
team of SHINE Australia consider when assessing the Feasibility of the two
strategies you have identified above.

Suggested Approach in Presenting your
Answers to the Qs
Q3. Intro: IC = strategic assets of firms = competitive advantage
(a)
Identify the different dimensions of IC
Describe each of the dimensions (cite an example for each)
Explain why these dimensions of IC are important (e.g. VRIO capabilities
that lead to competitive advantage?
(b)
Describe the value chain (What is it?)
Draw the generic value chain – showing the primary and secondary
activities
Explain briefly the difference between primary and secondary activities
(c)
Describe 2 main uses of a value chain
(d)
Describe the CPM (what is it?)
Identify and describe 2 uses/purposes of a CPM
Summary: Firms should invest on IC development to support their value
chain and respond well to competition
Question 3. (25 marks)
You have been hired by Cotton Australia, the peak body of cotton growers in the country as a
trade and investment consultant. One of the important projects of Cotton Australia of which you
are a member of the project team, is to assist the Victorian cotton industry in exploiting the
business opportunities in Indonesia for cotton products. In one of your meetings with a leading
producer and manufacturer of cotton, you would like to EXPLAIN to the management team the
following:
a. the different dimensions of intellectual capital and their importance to the firm’s
competitive advantage (
10 marks);
b. the different elements or segments (including primary and secondary) of a generic value
chain (5
marks);
c. two main uses of a value chain analysis (5 marks); and
your managerial insights on the purposes of developing and using a competitive profile matrix (
5
marks
)
10
Suggested Approach in Presenting
your Answers to the Qs
Q4.
Intro: Firms are embedded in an institutional environment –
presents risks
(a)
Describe briefly the three risks
Explain briefly the negative effects of each risk to a business
(SME)
One negative effect per risk
(b)
List and describe ONE formal or informal institution that
contributes to each of the 3 risks above
(c)
Explain briefly the sentence – (hint: this is institutional
theory?)
Summary: Institutions give rise to various types of risks that
firms must be aware of – shaping their strategic choices
Question 4. (25 marks)
As a training consultant for a government department, you
are developing a training program for some owners and/or
managers of small and medium enterprises (SMEs) in
Geelong. Part of that training program is increasing the
awareness of SMEs about business risks. Drawing on the
institutional perspective of strategy:
a. describe and discuss the impacts of political risks,
commercial and cybersecurity risks to a typical SME ;
b. identify and describe the institutional factors (formal or
informal) that drive or contribute to the emergence of the
risks identified in item (a) ; and
c. present your managerial insights (that SME managers
can understand) on the statement that: “Institutions are
humanly devised constraints that shape the conduct and
behaviour of firms and their managers”.
11
Basic Guide:
Know the key terms
Understand and do what is being asked: explain, discuss, compare,
evaluate, apply, etc.
Present your ideas/explanations systematically – develop a structure
Link your discussion to the context (e.g. the firm or industry that
is/are cited in the question)
More importantly present your original arguments (do not copy
paste from our materials – because this style will NOT work)
When asked to explain/discuss – provide a summary to conclude your
explain/discussion
12
13
When
things
get a little
bit tough
and
rough…
14