⋆
⋆
MNG3701: Strategic Planning IIIA
OCT/NOV Examination 2026 Preparation Guide
Covering Past Papers: Oct/Nov 2023, Oct/Nov 2024 & Oct/Nov 2025
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
[ Strategic Management & Planning [
_ Exam Revision Guide
MNG3701
Module Code:
Strategic Planning IIIA
Module Name:
OCT/NOV 2026 (Covers 2023–2025)
Exam Prep:
70 Marks per Paper
Total Marks:
4 Hours (Open Book)
Duration:
Part A (short questions) + Part B (essay)
Structure:
Understand the theory, apply it to the case study, and use your own words.
Exam Revision Notes | MNG3701 | 2023–2025
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
PART I: OCT/NOV 2025 EXAMINATION
MNG3701 Strategic Planning IIIA — 70 Marks — 4 Hours — Open Book
Examiners: Ms Malente Modungwa (First), Dr Sizile Makola (Second), Ms S Hughes (External)
2025 – PART A, Question 1: Management Levels and Strategic Planning [20
marks]
(1.1) [6 marks]
Question: With reference to the case study, identify and explain the THREE manage-
ment levels in the organisation. For each level, provide ONE example of a manager from
the case study and explain their typical responsibilities.
Answer:
The three management levels each carry distinct responsibilities and planning horizons:
• Top/Senior Management: This level includes the CEO, Board of Directors, and execu-
tive directors. They are responsible for strategic planning – setting long-term direction,
crafting the overall organisational strategy, and making decisions about mergers, acqui-
sitions, and major capital allocation. From the case study, this would be the CEO or
Managing Director. Example: the CEO approves the five-year growth strategy.
• Middle Management: Includes divisional managers, regional managers, and department
heads. They translate strategic plans into tactical plans, coordinate resources across
departments, and ensure business units are aligned with the corporate strategy. Example:
a regional operations manager who sets quarterly operational targets.
• Low/First-line Management (Operational): Includes supervisors, store managers,
and team leaders. They implement day-to-day operational plans, manage frontline staff,
and ensure efficiency at the ground level. Example: a store manager who ensures daily
sales targets are met and staff schedules are in place.
Exam Tip
Always link each management level to its planning type: Top = strategic, Middle =
tactical, Low = operational. If the question gives a table structure, follow it exactly.
Page 2 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
(1.2) [4 marks]
Question: Explain the activities that would take place during the strategic planning phase
at the organisation in the case study.
Answer:
Strategic planning is the process through which an organisation defines its direction and allo-
cates resources to pursue that direction. The key activities during the strategic planning phase
include:
• Environmental scanning: Analysing the internal environment (strengths and weak-
nesses using tools like SWOT or RBV) and the external environment (opportunities and
threats using PESTLE or Porter’s Five Forces).
• Mission and vision formulation/review: Confirming or revising the organisation’s
mission statement (what the business does) and vision statement (what the business aims
to become).
• Setting strategic objectives: Defining long-term, measurable goals aligned with the
vision.
• Strategy formulation: Choosing the appropriate strategy (e.g. growth, diversification,
cost leadership, differentiation) based on environmental analysis.
• Resource allocation: Assigning financial, human, and material resources to strategic
initiatives.
(1.3) [10 marks]
Question: Distinguish between a vision statement and a mission statement. Using the
case study, evaluate the organisation’s mission statement by determining whether it meets
the requirements of a well-formulated mission statement. Use a table in your response.
Answer:
Vision vs Mission Distinction:
A vision statement describes the organisation’s long-term aspirational future state – what it
wants to become. It is inspirational, future-oriented, and motivational. A mission statement
describes the organisation’s current purpose – what it does, for whom, and how. It is grounded
in the present and provides strategic direction for day-to-day decisions.
Components of a well-formulated mission statement:
Page 3 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
Component Present? Justification / Excerpt
Products/Services Yes/No States what the organisation provides to
offered customers
Customer/Market Yes/No Identifies the primary customers served
focus
Geographic scope Yes/No Specifies the areas of operation
Technology orienta- Yes/No References technology use or innovation
tion
Survival/Growth Yes/No Mentions financial sustainability
emphasis
Philosophy/Values Yes/No Reflects ethical commitments
Public image concern Yes/No Shows concern for reputation/CSR
Employee orientation Yes/No References employee well-being
Exam Tip
Always use this eight-component table when evaluating a mission statement. Note
which components are present or absent, and include a direct excerpt from the case
study to support each row. Conclude with a recommendation about what should be
added to strengthen the mission statement.
Page 4 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
2025 – PART A, Question 2: Environmental Analysis [20 marks]
(2.1) Tangible and Intangible Resources [6 marks]
Question: Resources are productive assets owned by an organisation. They can be ei-
ther tangible or intangible. (a) Using examples from the case study, differentiate between
tangible and intangible resources. (b) Indicate whether the examples you provided are a
strength or a weakness and give reasons for your answer.
Answer:
(a) Tangible vs Intangible Resources:
Tangible resources are physical and financial assets that can be seen, touched, and quanti-
fied. Examples from a typical case study:
• Physical assets such as store premises, warehouses, machinery, and IT infrastructure
• Financial resources such as cash reserves, credit facilities, and revenue streams
• Human resources in terms of the number of employees
Intangible resources cannot be physically touched or easily quantified. They reside in
knowledge, systems, and reputation. Examples:
• Brand reputation and brand equity
• Intellectual property (patents, trademarks)
• Organisational culture and employee know-how
• Customer loyalty and relationship capital
(b) Strength or Weakness: A resource is a strength if it provides a competitive advantage
over rivals. A resource is a weakness if its absence or inadequacy leaves the organisation at
a competitive disadvantage. Apply the VRIN test: a resource is strategically valuable if it is
Valuable, Rare, Inimitable, and Non-substitutable.
(2.2) PESTLE Analysis [10 marks]
Question: With reference to the case study, identify TWO threats from the re-
mote/macro environment. For each threat: (a) name and describe the environment
in which the issue is found, (b) identify the model used to analyse this environment, and
(c) recommend a strategic action the organisation’s management should take to counter
the threat.
Page 5 of 36
, MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
Answer:
The remote/macro environment encompasses external forces over which the organisa-
tion has no direct control but which significantly influence strategic decisions. The analytical
model used to scan the macro-environment is the PESTLE analysis, which examines Politi-
cal, Economic, Social, Technological, Legal, and Environmental factors.
Threat 1 — Economic Environment:
• Environment: The economic environment includes factors such as inflation, interest
rates, exchange rates, unemployment, and GDP growth.
• Model: PESTLE analysis (E = Economic dimension).
• Threat: High inflation and rising interest rates reduce consumer purchasing power, sup-
pressing demand for the organisation’s products/services.
• Recommendation: The organisation should introduce a cost leadership strategy – reduc-
ing operational costs to offer lower prices, expand value product ranges, and implement
customer loyalty programmes to retain price-sensitive consumers.
Threat 2 — Technological Environment:
• Environment: The technological environment covers digital disruption, automation,
e-commerce platforms, and cybersecurity risks.
• Model: PESTLE analysis (T = Technological dimension).
• Threat: Rapid digitalisation by competitors and the rise of e-commerce platforms may
erode the organisation’s market share if it fails to keep pace.
• Recommendation: Invest in a robust digital strategy – including an e-commerce plat-
form, mobile applications, data analytics, and digital marketing – to maintain competitive-
ness and reach a wider customer base.
Gov policy,
trade, taxes
Political
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PESTLE
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Technological
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Figure 1: PESTLE Analysis Framework — used to scan the macro/remote environment
Page 6 of 36
⋆
MNG3701: Strategic Planning IIIA
OCT/NOV Examination 2026 Preparation Guide
Covering Past Papers: Oct/Nov 2023, Oct/Nov 2024 & Oct/Nov 2025
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
[ Strategic Management & Planning [
_ Exam Revision Guide
MNG3701
Module Code:
Strategic Planning IIIA
Module Name:
OCT/NOV 2026 (Covers 2023–2025)
Exam Prep:
70 Marks per Paper
Total Marks:
4 Hours (Open Book)
Duration:
Part A (short questions) + Part B (essay)
Structure:
Understand the theory, apply it to the case study, and use your own words.
Exam Revision Notes | MNG3701 | 2023–2025
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
PART I: OCT/NOV 2025 EXAMINATION
MNG3701 Strategic Planning IIIA — 70 Marks — 4 Hours — Open Book
Examiners: Ms Malente Modungwa (First), Dr Sizile Makola (Second), Ms S Hughes (External)
2025 – PART A, Question 1: Management Levels and Strategic Planning [20
marks]
(1.1) [6 marks]
Question: With reference to the case study, identify and explain the THREE manage-
ment levels in the organisation. For each level, provide ONE example of a manager from
the case study and explain their typical responsibilities.
Answer:
The three management levels each carry distinct responsibilities and planning horizons:
• Top/Senior Management: This level includes the CEO, Board of Directors, and execu-
tive directors. They are responsible for strategic planning – setting long-term direction,
crafting the overall organisational strategy, and making decisions about mergers, acqui-
sitions, and major capital allocation. From the case study, this would be the CEO or
Managing Director. Example: the CEO approves the five-year growth strategy.
• Middle Management: Includes divisional managers, regional managers, and department
heads. They translate strategic plans into tactical plans, coordinate resources across
departments, and ensure business units are aligned with the corporate strategy. Example:
a regional operations manager who sets quarterly operational targets.
• Low/First-line Management (Operational): Includes supervisors, store managers,
and team leaders. They implement day-to-day operational plans, manage frontline staff,
and ensure efficiency at the ground level. Example: a store manager who ensures daily
sales targets are met and staff schedules are in place.
Exam Tip
Always link each management level to its planning type: Top = strategic, Middle =
tactical, Low = operational. If the question gives a table structure, follow it exactly.
Page 2 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
(1.2) [4 marks]
Question: Explain the activities that would take place during the strategic planning phase
at the organisation in the case study.
Answer:
Strategic planning is the process through which an organisation defines its direction and allo-
cates resources to pursue that direction. The key activities during the strategic planning phase
include:
• Environmental scanning: Analysing the internal environment (strengths and weak-
nesses using tools like SWOT or RBV) and the external environment (opportunities and
threats using PESTLE or Porter’s Five Forces).
• Mission and vision formulation/review: Confirming or revising the organisation’s
mission statement (what the business does) and vision statement (what the business aims
to become).
• Setting strategic objectives: Defining long-term, measurable goals aligned with the
vision.
• Strategy formulation: Choosing the appropriate strategy (e.g. growth, diversification,
cost leadership, differentiation) based on environmental analysis.
• Resource allocation: Assigning financial, human, and material resources to strategic
initiatives.
(1.3) [10 marks]
Question: Distinguish between a vision statement and a mission statement. Using the
case study, evaluate the organisation’s mission statement by determining whether it meets
the requirements of a well-formulated mission statement. Use a table in your response.
Answer:
Vision vs Mission Distinction:
A vision statement describes the organisation’s long-term aspirational future state – what it
wants to become. It is inspirational, future-oriented, and motivational. A mission statement
describes the organisation’s current purpose – what it does, for whom, and how. It is grounded
in the present and provides strategic direction for day-to-day decisions.
Components of a well-formulated mission statement:
Page 3 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
Component Present? Justification / Excerpt
Products/Services Yes/No States what the organisation provides to
offered customers
Customer/Market Yes/No Identifies the primary customers served
focus
Geographic scope Yes/No Specifies the areas of operation
Technology orienta- Yes/No References technology use or innovation
tion
Survival/Growth Yes/No Mentions financial sustainability
emphasis
Philosophy/Values Yes/No Reflects ethical commitments
Public image concern Yes/No Shows concern for reputation/CSR
Employee orientation Yes/No References employee well-being
Exam Tip
Always use this eight-component table when evaluating a mission statement. Note
which components are present or absent, and include a direct excerpt from the case
study to support each row. Conclude with a recommendation about what should be
added to strengthen the mission statement.
Page 4 of 36
,MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
2025 – PART A, Question 2: Environmental Analysis [20 marks]
(2.1) Tangible and Intangible Resources [6 marks]
Question: Resources are productive assets owned by an organisation. They can be ei-
ther tangible or intangible. (a) Using examples from the case study, differentiate between
tangible and intangible resources. (b) Indicate whether the examples you provided are a
strength or a weakness and give reasons for your answer.
Answer:
(a) Tangible vs Intangible Resources:
Tangible resources are physical and financial assets that can be seen, touched, and quanti-
fied. Examples from a typical case study:
• Physical assets such as store premises, warehouses, machinery, and IT infrastructure
• Financial resources such as cash reserves, credit facilities, and revenue streams
• Human resources in terms of the number of employees
Intangible resources cannot be physically touched or easily quantified. They reside in
knowledge, systems, and reputation. Examples:
• Brand reputation and brand equity
• Intellectual property (patents, trademarks)
• Organisational culture and employee know-how
• Customer loyalty and relationship capital
(b) Strength or Weakness: A resource is a strength if it provides a competitive advantage
over rivals. A resource is a weakness if its absence or inadequacy leaves the organisation at
a competitive disadvantage. Apply the VRIN test: a resource is strategically valuable if it is
Valuable, Rare, Inimitable, and Non-substitutable.
(2.2) PESTLE Analysis [10 marks]
Question: With reference to the case study, identify TWO threats from the re-
mote/macro environment. For each threat: (a) name and describe the environment
in which the issue is found, (b) identify the model used to analyse this environment, and
(c) recommend a strategic action the organisation’s management should take to counter
the threat.
Page 5 of 36
, MNG3701 | Exam Revision 2023–2025 Strategic Planning IIIA
Answer:
The remote/macro environment encompasses external forces over which the organisa-
tion has no direct control but which significantly influence strategic decisions. The analytical
model used to scan the macro-environment is the PESTLE analysis, which examines Politi-
cal, Economic, Social, Technological, Legal, and Environmental factors.
Threat 1 — Economic Environment:
• Environment: The economic environment includes factors such as inflation, interest
rates, exchange rates, unemployment, and GDP growth.
• Model: PESTLE analysis (E = Economic dimension).
• Threat: High inflation and rising interest rates reduce consumer purchasing power, sup-
pressing demand for the organisation’s products/services.
• Recommendation: The organisation should introduce a cost leadership strategy – reduc-
ing operational costs to offer lower prices, expand value product ranges, and implement
customer loyalty programmes to retain price-sensitive consumers.
Threat 2 — Technological Environment:
• Environment: The technological environment covers digital disruption, automation,
e-commerce platforms, and cybersecurity risks.
• Model: PESTLE analysis (T = Technological dimension).
• Threat: Rapid digitalisation by competitors and the rise of e-commerce platforms may
erode the organisation’s market share if it fails to keep pace.
• Recommendation: Invest in a robust digital strategy – including an e-commerce plat-
form, mobile applications, data analytics, and digital marketing – to maintain competitive-
ness and reach a wider customer base.
Gov policy,
trade, taxes
Political
G
l
a
ES
In s, G
ra
nt
Ec
te
fla
e,
me
tio DP
at
on
im
n,
on
o
Cl
mi
vir
c
En
PESTLE
So
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,
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isl atio
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Le
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Technological
Digitalisation, AI
Figure 1: PESTLE Analysis Framework — used to scan the macro/remote environment
Page 6 of 36
