⋆ ˆ ⋆
MNG3702: Strategy Imple-
mentation and Control IIIB
May/June Examination 2026 — Revision Guide
Based on May/June 2025 & May 2024 Past Papers
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
STRATEGIC MANAGEMENT – Business Management
Exam Revision Guide
MNG3702
Module Code:
Strategy Implementation and Control IIIB
Module Name:
May/June 2023 - May/June 2025
Papers Covered:
2026
Revision Year:
70 marks per paper
Total Marks:
Study the concepts, apply them to case studies, and write in full sentences. No
bullet-point telegraphic answers in the exam.
Exam Revision Notes | MNG3702 | 2026
,MNG3702 | Exam Revision May/June 2025 & 2024 Past Papers
PART 1: MAY/JUNE 2025 EXAMINATION
Case Study: Sappi Limited — Strategy Implementation and Control
70 Marks | 3 Hours | Examiners: Dr AN Moloto & Mr R Tharaga
Key Concept
About Sappi Limited: Sappi is a South African-founded global diversified woodfi-
bre company (est. 1936). It produces dissolving wood pulp, specialty and packaging
papers, and graphic papers. Sappi has repositioned itself toward renewable and sus-
tainable products in response to declining traditional paper markets. Its vision centres
on “intentional evolution” – deliberately transforming its portfolio over time using
innovation, sustainability, and strategic investment.
Page 2 of 29
, MNG3702 | Exam Revision May/June 2025 & 2024 Past Papers
Question 1 [26 marks]
(1.1) [12 marks]
Question: Based on the Sappi case study provided, develop ONE strategic objective for
each element of the Balanced Scorecard (BSC) in the context of Sappi. Each objective
must be supported by at least TWO well-explained justifications. Ensure that there is a
clear alignment between each objective and its corresponding justifications. (12 marks)
Answer: The Balanced Scorecard (BSC) is a strategic performance management
framework developed by Kaplan and Norton. It translates organisational vision into
measurable objectives across four interconnected perspectives: Financial, Customer,
Internal Business Processes, and Learning and Growth.
Financial
Perspective
Customer Vision & Internal Business
Perspective Strategy Process Perspective
Learning & Growth
Perspective
Page 3 of 29
MNG3702: Strategy Imple-
mentation and Control IIIB
May/June Examination 2026 — Revision Guide
Based on May/June 2025 & May 2024 Past Papers
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
STRATEGIC MANAGEMENT – Business Management
Exam Revision Guide
MNG3702
Module Code:
Strategy Implementation and Control IIIB
Module Name:
May/June 2023 - May/June 2025
Papers Covered:
2026
Revision Year:
70 marks per paper
Total Marks:
Study the concepts, apply them to case studies, and write in full sentences. No
bullet-point telegraphic answers in the exam.
Exam Revision Notes | MNG3702 | 2026
,MNG3702 | Exam Revision May/June 2025 & 2024 Past Papers
PART 1: MAY/JUNE 2025 EXAMINATION
Case Study: Sappi Limited — Strategy Implementation and Control
70 Marks | 3 Hours | Examiners: Dr AN Moloto & Mr R Tharaga
Key Concept
About Sappi Limited: Sappi is a South African-founded global diversified woodfi-
bre company (est. 1936). It produces dissolving wood pulp, specialty and packaging
papers, and graphic papers. Sappi has repositioned itself toward renewable and sus-
tainable products in response to declining traditional paper markets. Its vision centres
on “intentional evolution” – deliberately transforming its portfolio over time using
innovation, sustainability, and strategic investment.
Page 2 of 29
, MNG3702 | Exam Revision May/June 2025 & 2024 Past Papers
Question 1 [26 marks]
(1.1) [12 marks]
Question: Based on the Sappi case study provided, develop ONE strategic objective for
each element of the Balanced Scorecard (BSC) in the context of Sappi. Each objective
must be supported by at least TWO well-explained justifications. Ensure that there is a
clear alignment between each objective and its corresponding justifications. (12 marks)
Answer: The Balanced Scorecard (BSC) is a strategic performance management
framework developed by Kaplan and Norton. It translates organisational vision into
measurable objectives across four interconnected perspectives: Financial, Customer,
Internal Business Processes, and Learning and Growth.
Financial
Perspective
Customer Vision & Internal Business
Perspective Strategy Process Perspective
Learning & Growth
Perspective
Page 3 of 29
