TOPCIMA - electrify your answer for November 2008

Understanding the revised matrix and helping you get better marks in November. By Chris Cain, Director of Innovative Training at training college FBT Global.

If you are taking your TOPCIMA exam in November, this article will introduce you to the revised matrix, help you improve your marks and show you how to choose the best report structure.

The revised TOPCIMA matrix summarises the strategic management process into three sections ' 'Analysis of issues', 'Strategic choices' and 'Recommendations'.

TOPCIMA students will now be marked against this matrix.

Analysis of issues (25 marks)

Before you analyse the issues, read the requirement. It is not necessarily the same for every diet.

To maximise your marks from this part of the matrix, you must present an effective 'position analysis' of the issues. This will involve the application of a SWOT (strengths, weaknesses, opportunities, threats) analysis (technical and application marks) and other relevant techniques appropriate for analysing the unseen material, such as a PEST (Political, Economic, Social, and Technological) and Porter's Five Forces Analysis.

Mendalow's Stakeholder analysis will also provide you with a useful approach for analysing the current position of EGC (Electricity Generating Corporation, the name of the firm in the pre-seen material) in relation to any stakeholder issues.

You must also undertake some calculations to support your analysis of the issues and your choices of actions (technical, application and judgement marks).

You can collect diversity marks by integrating some real world examples throughout the report. But to avoid sounding like you're simply name dropping, make the relevance of the example clear in your report.

Strategic choices (40 marks)

In essence, this involves the identification and prioritisation of the key issues facing the organisation (focus and prioritisation) based upon the strategic analysis of the unseen material.

For each issue identified, you should consider the impact or effect, rather than just the urgency, of the issue on the organisation (prioritisation).

Then you should consider and evaluate alternative solutions to resolving the issues, possibly on a benefits and drawbacks basis (judgement).

Try to reach the judgement section in your report with 90 minutes still remaining.

This section will also require the identification and evaluation of strategic options - probably from proposals suggested by the directors - which allows for the application of Porter's generic strategies, Ansoff's Matrix and the Johnson and Scholes 'Success Criteria' (suitability, acceptability and feasibility).

It is imperative that you include relevant supporting financial analysis and score highly on judgement. That's because 20% of the total marks are available for judgement, so it is difficult to reach a pass mark if this section scores a fail.

The ethics marks in this section of the matrix are simple. You will be required to clearly identify a couple of ethical issues and state the reason(s) why each is an ethical issue. It is possible to score maximum marks on two ethical issues.

Recommendations (35 marks)

In 'Strategic implementation', you will be asked for recommendations to address the business and ethical issues.

Your recommendations regarding the business issues must be justified and the reasons for the recommended courses of action clearly stated. You should offer real solutions advising who is responsible and when the action should be implemented, for example.

Reports that sit on the fence by, for instance, simply recommending further discussion at board level, will not earn any marks. As recommendations carry 20% of the marks, make sure that you allow adequate time for this session. (Logic marks).

Your recommendations regarding the 'ethical' issues should be reasoned and well justified and you should ensure that your reasoning for the recommended courses of action is clearly stated. The recommendations should follow on logically from the arguments you make in your report. (Ethics marks).

You are NOT required to give alternative recommendations on each ethical issue. It is possible to score maximum marks for giving one recommendation on two ethical issues in this section.

Seven integration marks are available for the overall quality and functionality of your report. Three integration marks are available for a well structured report in an appropriate format and linguistic style.

Choosing an appropriate report structure to maximise marks

The following report structure is recommended.

1.0 Introduction (keep it brief)

2.0 Terms of reference (keep it brief)

3.0 Review and prioritisation of issues

4.0 Analysis of the prioritised issues

5.0 Recommendations to address the prioritised issues

6.0 Ethical considerations and recommendations relating to ethical considerations

7.0 Conclusion

Related links

CIMA Mastercourses offer a range of Applied Exam Techniques seminars

Managerial level
Strategic level
TOPCIMA plus TOPCIMA industry briefing
TOPCIMA article from Study Notes section of June Financial Management