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Paper P5 Risk & Uncertainty part 2 Mark Fielding-Pritchard mefielding.com1
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Conflict Resolution Amongst Stakeholders PrioritisationNegotiation and ‘satisficing’Sequential attentionSide paymentsExercise of power mefielding.com2
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Role of Government Legal Consumer rights Environmental protection Restrictive practices Fiscal Taxation Economic Public expenditure Exchange rates Interest rates Political Incentive schemes mefielding.com3
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Porter Impact of Government Capacity ExpansionDemandDivestment & ExitEmerging IndustriesEntry BarriersCompetition PolicyNew Product Adoption mefielding.com4
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Dealing With Uncertainty Scenario PlanningComputer SimulationSensitivity AnalysisExpected Values Maximax, maximin, minimax regret mefielding.com5
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X Group Structure structure structure Part A Make a plan- list the external forces Choose a structure- answer uses Porter but PEST, SWOT are just as good mefielding.com6
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Part A Porter Barriers to entry Substitutes Suppliers Buyers Rivalry mefielding.com7
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Part B Part B Choose 5/6/7 ratios then calculate 1 mark (maybe) for calculation 1 for comment 1 for remedial action mefielding.com8
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Part B SWOT Strengths Growth in profits Growth in turnover Weaknesses Decline in train passengers Decrease in staff to passenger ratios mefielding.com9
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Part B SWOT Opportunities Holiday industry Freight services Threats Oil prices Customer dissatisfaction spreads mefielding.com10
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X Group Part C Identify key factors and list as a plan-stay on track!! But the question gives you 4 so these are your main drivers!! mefielding.com11
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Part C No model- make a plan!! Brand, reputation, stretching Value Consumers champion Talented staff Chairman Communication mefielding.com12
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Environmental Accounting http://www.accaglobal.com/an/en /student/exam-support- resources/professional-exams- study-resources/p5/technical- articles/environmenta- management.html mefielding.com13
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Environmental Management Accounting Environmental management accounting (EMA) is an essential business tool for creating internal demand in businesses for cleaner and less wasteful production processes. EMA changes the reasons why companies engage in pollution prevention activities from one of environmental concern or market access to one of engaging in pollution prevention activities purely because it makes good business sense and delivers immediate financial benefits mefielding.com14
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Environmental Management Accounting Environmental prevention costs: the costs of activities undertaken to prevent the production of waste. Environmental detection costs: costs incurred to ensure that the organisation complies with regulations and voluntary standards. Environmental internal failure costs: costs incurred from performing activities that have produced contaminants and waste that have not been discharged into the environment. Environmental external failure costs: costs incurred on activities performed after discharging waste into the environment. mefielding.com15
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Environmental Management Accounting Costs are applied Conventional costs Contingent costs Relationship costs Reputational costs mefielding.com16
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Environmental Management Accounting Techniques ABC Input/output analysis Flow cost accounting Lifecycle accounting mefielding.com17
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Part D 1) Important for cost minimisation Conventional costs Contingent costs Relationship costs Reputational costs mefielding.com18
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Part D Could be written into procedures manuals for Cost calculation Financial reporting Project appraisal Staff appraisals/ recruitment Procurement Advertising Promotion /sponsorships mefielding.com19
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