Strategy Analysis — CBAP Level (15%)
Strategy Analysis chiếm 15% trong CBAP (tăng từ 12% trong CCBA), phản ánh kỳ vọng CBAP holders phải có strategic thinking mạnh. Đây là KA thể hiện rõ nhất sự khác biệt giữa "senior BA" (CCBA) và "strategic BA" (CBAP).
4 Tasks trong Strategy Analysis
Task 1: Analyze Current State
Framework phân tích Current State
SWOT Analysis — Enterprise Level
SWOT Strategies
| Strategy | Combination | CBAP Action |
|---|---|---|
| SO (Maximize-Maximize) | Strengths + Opportunities | Leverage BA team → expand to SEA market |
| WO (Minimize-Maximize) | Weaknesses + Opportunities | Address legacy → enable digital transformation |
| ST (Maximize-Minimize) | Strengths + Threats | Use market position → defend against competitors |
| WT (Minimize-Minimize) | Weaknesses + Threats | Fix skill gaps → prepare for regulation changes |
PESTLE Analysis
| Factor | Description | CBAP Example |
|---|---|---|
| Political | Government policies, stability | Healthcare: Policy changes affect compliance |
| Economic | Growth, inflation, exchange rates | Banking: Interest rate changes affect loan products |
| Social | Demographics, culture, trends | Retail: Gen Z shopping behavior shifts |
| Technological | Innovation, automation, disruption | Insurance: AI/ML for claims processing |
| Legal | Legislation, compliance, standards | Finance: GDPR, SOX compliance requirements |
| Environmental | Sustainability, climate, resources | Manufacturing: Carbon reporting requirements |
Porter's Five Forces
Root Cause Analysis — CBAP Level
CBAP test khả năng phân biệt root cause vs symptoms. "Customer churn tăng" là symptom. "Lack of technology modernization" là root cause. Đáp án đúng luôn address root cause, không phải symptoms.
Task 2: Define Future State
Future State Components
SMART Objectives
| Element | Bad Example | SMART Example |
|---|---|---|
| Specific | "Cải thiện service" | "Giảm thời gian xử lý đơn hàng" |
| Measurable | "Tốt hơn" | "Từ 48h xuống 12h" |
| Achievable | "Hoàn toàn tự động" | "Tự động 80% đơn hàng tiêu chuẩn" |
| Relevant | "Mọi quy trình" | "Quy trình đơn hàng online" |
| Time-bound | "Sớm nhất có thể" | "Hoàn thành trong Q4 2026" |
Business Model Canvas — CBAP Tool
| Block | Current State | Future State |
|---|---|---|
| Customer Segments | B2B large enterprise | B2B + B2C SMB expansion |
| Value Proposition | On-premise ERP | Cloud-based SaaS ERP |
| Channels | Direct sales | Direct + Partner + Online |
| Revenue Streams | License + maintenance | Subscription (MRR) |
| Key Resources | On-prem infrastructure | Cloud infrastructure + DevOps |
| Key Activities | Customization projects | Product development + support |
| Key Partnerships | Few resellers | Cloud providers + ecosystem |
| Cost Structure | High CAPEX | Lower OPEX, scalable |
Gap Analysis — Enterprise Level
Gap Analysis Framework
Gap Analysis Matrix
| Area | Current State | Future State | Gap | Priority |
|---|---|---|---|---|
| Order Processing | Manual, 48h | Automated, 12h | Process automation | 🔴 High |
| Customer Portal | None | Self-service portal | New capability | 🔴 High |
| Reporting | Excel-based | Real-time dashboard | BI platform | 🟡 Medium |
| Mobile Access | None | Mobile app | New channel | 🟡 Medium |
| Data Integration | File-based ETL | Real-time API | Integration platform | 🟢 Low |
Business Case Development
Financial Analysis Methods
| Method | Formula | Use Case |
|---|---|---|
| ROI | (Benefits - Costs) / Costs × 100% | Quick comparison between options |
| NPV | Σ [Cash Flow / (1+r)^t] | Long-term investment comparison |
| Payback Period | Initial Investment / Annual Cash Flow | Time to recover investment |
| IRR | Rate where NPV = 0 | Compare with hurdle rate |
Ví dụ tính ROI:
| Item | Option A (Build) | Option B (Buy) |
|---|---|---|
| Initial Cost | -$500,000 | -$300,000 |
| Annual Benefit | $200,000 | $150,000 |
| Annual Maintenance | -$50,000 | -$80,000 |
| Net Annual Benefit | $150,000 | $70,000 |
| 3-Year ROI | ($450K-$500K)/$500K = -10% | ($210K-$300K)/$300K = -30% |
| 5-Year ROI | ($750K-$500K)/$500K = 50% ✅ | ($350K-$300K)/$300K = 17% |
Luôn include "Do Nothing" (status quo) trong options analysis. Đây là baseline để so sánh. Nếu "Do Nothing" cost < thay đổi → có thể hợp lý! CBAP test khả năng objective evaluation, kể cả khi stakeholder muốn thay đổi.
Câu hỏi CBAP thường gặp về SA (Part 1)
Scenario 1
Công ty phân tích current state cho thấy 3 root causes. Executive muốn address cả 3 cùng lúc nhưng budget hạn chế. BA nên:
A. Address root cause lớn nhất
B. Analyze cost-benefit cho từng root cause, recommend phased approach ✅
C. Yêu cầu thêm budget
D. Address tất cả với reduced scope
Scenario 2
BA đang define future state objectives. Stakeholder nói "muốn hệ thống nhanh hơn". BA nên:
A. Document "improve system speed"
B. Probe for specifics: "Nhanh hơn nghĩa là gì? Từ bao lâu xuống bao lâu?" ✅
C. Dùng industry benchmark
D. Để technical team define
Scenario 3
SWOT analysis reveal strength lớn nhất là "experienced team" và opportunity lớn nhất là "market expansion". BA nên recommend:
A. WT strategy
B. WO strategy
C. SO strategy — leverage experienced team for market expansion ✅
D. ST strategy
Strategy Analysis Part 1 = Understand where we are (Current State) + Define where we want to be (Future State) + Quantify the gap (Gap Analysis) + Build the case (Business Case). Mọi recommendation phải dựa trên data và analysis, không phải intuition.
📝 Tóm tắt kiến thức nổi bật
- SA ở CBAP chiếm 15% (vs 12% CCBA) — yêu cầu enterprise-level strategic thinking
- SWOT + PESTLE + Porter's Five Forces: Ba frameworks chiến lược kết hợp cho Current State Analysis toàn diện
- Root Cause Analysis: Fishbone (Ishikawa) + 5 Whys — dig deep, don't treat symptoms
- Future State: SMART Objectives + Business Model Canvas → clear, measurable destination
- Gap Analysis: Current → Future → identify gaps → define actions to bridge
- Business Case: Problem → Options → Financial Analysis (ROI, NPV, Payback) → Recommendation → Risk Assessment
- Mọi recommendation phải dựa trên data và analysis, không phải intuition
📋 Bài kiểm tra trắc nghiệm — Bài 6
Làm 10 câu bên dưới trong 17 phút. Đáp án ở cuối bài.
Câu 1. PESTLE Analysis examines which external factors?
- A. Product, Engineering, Sales, Testing, Legal, Ethics
- B. Political, Economic, Social, Technological, Legal, Environmental
- C. People, Evaluation, Strategy, Timing, Leadership, Execution
- D. Project, Estimation, Scope, Timeline, Limitations, Effort
Câu 2. Porter's Five Forces reveals "New entrants have low barriers." This means:
- A. Good for the company — easy to expand
- B. Threat — new competitors can enter easily, increasing competition
- C. No impact
- D. Opportunity for partnerships
Câu 3. Business objective: "Reduce operational costs by 25% within 18 months through process automation." Is this SMART?
- A. Yes — it has S (reduce costs), M (25%), A (feasible), R (business-relevant), T (18 months)
- B. No — missing Specific
- C. No — missing Measurable
- D. No — missing Time-bound
Câu 4. NPV = $500,000 for Option A, NPV = -$100,000 for Option B. BA should:
- A. Choose cheaper option
- B. Recommend Option A — positive NPV means returns exceed investment
- C. Choose Option B — negative NPV means less risk
- D. Need more information
Câu 5. Business Case should include all EXCEPT:
- A. Problem statement
- B. Financial analysis (ROI, NPV)
- C. Risk assessment
- D. Detailed technical implementation design
Câu 6. Root Cause Analysis: Customer complaints about late deliveries. 5 Whys reveals it's because warehouse staff don't know which orders are urgent. Root cause is:
- A. Slow delivery trucks
- B. Lack of order priority visibility in the warehouse system
- C. Too many orders
- D. Understaffed warehouse
Câu 7. Gap Analysis identifies 3 critical gaps. BA should:
- A. Address all gaps simultaneously
- B. Prioritize gaps by business impact and define phased action plan
- C. Report gaps and wait for management
- D. Only address the easiest gap
Câu 8. SWOT: Company has weak digital capabilities (W) but customers want digital-first experience (O). Strategy should be:
- A. SO — leverage strengths
- B. WO — invest to overcome weakness and exploit opportunity
- C. ST — use strength against threats
- D. WT — defensive
Câu 9. ROI formula is:
- A. (Cost - Gain) / Cost × 100
- B. (Gain - Cost) / Cost × 100%
- C. Gain / Cost
- D. Cost / Gain × 100%
Câu 10. Business Model Canvas includes which value-focused component?
- A. Gantt Chart
- B. Value Propositions — what unique value the business delivers to customers
- C. RACI Matrix
- D. ERD
🔑 Đáp án & Giải thích
| Câu | Đáp án | Giải thích |
|---|---|---|
| 1 | B | PESTLE = Political, Economic, Social, Technological, Legal, Environmental. |
| 2 | B | Low barriers to entry = threat of new entrants high → more competition. |
| 3 | A | Has all SMART components: S (operational costs), M (25%), A (process automation is feasible), R (business-relevant), T (18 months). |
| 4 | B | Positive NPV = value creation. Negative NPV = value destruction. Choose positive NPV. |
| 5 | D | Business Case = strategic level. Detailed technical design belongs in solution design phase, not business case. |
| 6 | B | 5 Whys reached: warehouse staff can't see priority → need priority visibility in system. |
| 7 | B | Prioritize by business impact, create phased plan. Don't try everything at once. |
| 8 | B | Weakness + Opportunity = WO strategy — invest to overcome weakness and capture opportunity. |
| 9 | B | ROI = (Gain - Cost) / Cost × 100%. Gain $150K, Cost $100K → ROI = 50%. |
| 10 | B | Business Model Canvas has "Value Propositions" — the core of what business offers. |
📊 Thang đánh giá
| Số câu đúng | Đánh giá | Hành động |
|---|---|---|
| 9-10 | ⭐ Xuất sắc | SA Part 1 nắm vững! |
| 7-8 | ✅ Tốt | Ôn lại PESTLE và Financial Analysis formulas |
| 5-6 | ⚠️ Trung bình | Focus Business Case structure và SWOT strategies |
| < 5 | ❌ Cần ôn lại | SA 15% — strategic thinking là key differentiator ở CBAP |
Tiếp theo: Strategy Analysis nâng cao — Phần 2: Risk & Change Strategy 👉
