YZ is a family-run business which manufactures and sells confectionery, employing almost 100 staff. It operates 10 shops in small towns in the north of country P. Sales of YZ's products have decreased over the last
4 years due to competition from large supermarkets, internet shopping and a general economic downturn, which has hit the north of country P especially hard.
YZ's managing director has recently retired and the board decided to fill the vacancy with an external appointment. The new managing director plans to invest in new manufacturing technology, which would cut staffing levels by 15% and reduce wastage, allowing YZ to lower its prices. YZ's staff are very unhappy about these proposals, feeling that they will destroy YZ's family tradition and reputation that has developed over many years.
Select the correct descriptor for each of the forces for change below:

JKL Plc manufactures and sells a range of consumer electronic products. it is organised into four strategic business units (SBU's), each responsible for a specific business segment.

Which business segment would benefit most from a Build strategy?

• A. Personal Music Player
• B. Personal Computer
• C. Tablet
• D. Smartphone

A large sporting event is due to take place in Country P next year and a project team has been set up to market the event. The project team recognises that a focus upon effective relationships with a range of key customer markets is critical to the success of the event. These key relationships need to be developed with the spectators, the broadcasting companies televising the event, the agents who are selling the tickets for the event and the key human resource providers such as the security companies involved in ensuring the overall security of the event.
Which of the following would be the correct classification of the broadcasting companies televising the sporting event, using Payne's 'six markets model' classifications?

• A. Referral market
• B. Customer market
• C. Recruitment market
• D. Influence market

Z is a medium-sized UK based accounting practice. Z operates a graduate training scheme. The trainees are given an induction and then placed on a three-year training programme designed to help develop professional skills and experience.
The training programme has been in existence for many years. However, there is no clear consensus amongst the partners of Z about what the trainees should be able to do on completion of the programme and therefore what the training programme should emphasize. This lack of clarity is affecting the morale and commitment of the trainees and significant numbers are failing the programme or leaving to join a rival firm.
Z's HR Department recognizes the need for committed and well motivated accountants to meet the increased expectations of clients and the competition from rival firms. The HR Department has identified changes to the training programme that can be implemented gradually through a series of initiatives.
Which TWO of the following statements regarding the change required in Z are correct? (Choose two.)

• A. The need to manage the competitive position is an example of an 'external direct trigger' for change.
• B. The plans to combat competition would be considered as a 'structure' factor according to the McKinsey
  7 S model.
• C. The change would be classified as a 'revolutionary change' according to Balogum and Hope Hailey.
• D. The skills, abilities and competences of the organization's employee's are a 'hard' factor according to the McKinsey 7 S model.
• E. Understanding which day-to-day behaviors to reinforce within the training programme, is about
  'routines and rituals' according to the Cultural Web.