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SBL - Notes by Mr. Ehsan

SBL - Strategic Business Leadership

These notes are created by concentrating as much as possible on the SBL Strategic Business Leadership study guide found on the ACCA website, following the requirements of the study guide and covering almost everything that you need to know to pass this exam.

The notes only addressed key areas to ensure that you are completely prepared to practice past year's questions. It is good if you can better understand your knowledge from previous studies

These notes talk about
  • The Skills Needed to Pass SBL
  • How to Gain Professional Marks
  • Give you Case Study‐ Tips & Techniques
  • Ethics and Professional Skills Module
  • And Also, Recommend study approach using these notes.

What is been discussed in the Chapters of the SBL Notes?

These SBL Strategic Business Leadership Notes covered almost each and every important topic in simple and understandable language. It is quite easy to read and grab the knowledge of the topic.

Leadership

  • At Very first it talks about the leadership. What Leadership is actually.
  • It then talks about Trait theories, Behavioral/ style theories.

Agency Relationships

  • What is Agency Relationship?
  • Agency Problems
  • Agency cost
  • Reducing agency costs
  • Monitoring costs
  • Types of Organisations
  • Strategic Objective

The Board of Directors

  • Role of The Board of Directors
  • Non‐Executive Directors (NED)

The International Corporate Governance Network (ICGN)

  • Corporate objective
  • Corporate board
  • COSTS OF DIVERSIFYING THE BOARD
  • Role of Committees
  • NOMINATION COMMITTEE‐ROLES
  • REMUNERATION COMMITTEE‐ROLES
  • RISK COMMITTEE‐ROLES
  • AUDIT COMMITTEE‐ROLES
  • Continuing professional development (CPD)
  • Corporate Culture
  • Risk management
  • Audit
  • Disclosure and transparency
  • Shareholder rights
  • Shareholder responsibilities

The Concepts Underpinning Governance

  • Fairness
  • Transparency
  • Independence
  • Honesty
  • Probity
  • Responsibility
  • Accountability
  • Reputation
  • Judgment
  • Integrity
  • Innovation
  • Skepticism

Reporting to Stakeholders

  • Annual Report
  • Mandatory and voluntary disclosures
  • Integrated Reporting (IR)
  • The Global reporting Initiative (GRI)

Two-Tier Boards

  • Approaches to Corporate Governance/ Regulating Corporate Governance
  • Sarbanes Oxley Act (SOX)
  • Insider vs Outsider Systems

Stakeholders

  • Managing Stakeholder Relations
  • MENDELOW Theory

Corporate Social Responsibility (CSR)

  • Archie Carroll’s model of social responsibility
  • Corporate Citizenship

Environmental Footprint

  • Need of internal control re. environment
  • Environmental Management System (EMS)
  • Operations management
  • Environmental reporting
  • Environmental audit
  • ISO 14000/14001
  • Eco Management Audit Scheme (EMAS)
  • Internal controls and environmental footprint

Social Footprint

  • Social audit

Sustainability

  • Environmental sustainability
  • Economic sustainability
  • Environmental Audits
  • Environmental Reporting

Code of Ethics

  • Corporate code of ethics
    • Fundamental principles
      • Integrity
      • Objectivity
      • Professional competence & due care
      • Confidentiality
      • Professional behavior
    • Threats/Conflict of interest
      1. Self‐interest
      2. Self‐review
      3. Advocacy
      4. Familiaruty
      5. Intimidation
    • Safeguards

Bribery and Corruption

  • Tucker’s 5‐question model
  • PUBLIC INTEREST

Introduction to Strategy

  • Levels of strategies

The Strategic Planning Process

  • The strategic position
  • The environment
  • Strategic capability
  • Expectations and influence of stakeholders
  • Business level strategy
  • Corporate level strategy
  • Innovation and entrepreneurship
  • Strategy methods
  • Strategy evaluation
  • Organizing for success
  • anaging strategic change
  • Best talent management strategy
  • Performance excellence

Strategic Analysis

  • Macro Environment
  • Micro environment

Macro Environment: PESTEL Analysis

  • Political environment
  • Economic environment
  • Social environment
  • Environmental/Ecological
  • Legal environment
  • Building Scenarios

Micro/Industry/Sector analysis

  • Competitive forces – the Five Forces Framework
  • Threat of new entrants
  • Power of suppliers
  • Power of buyers
  • Threat of substitutes
  • Competition and rivalry

Industry Life Cycle

  • Market Segments
  • Critical Success Factors
  • National Environment
  • Scenario Planning
  • Strategic Capability
  • Knowledge as a Resource and a Competence

Understanding and Diagnosing Strategic Capability

  • The Value Chain and Value System
  • Primary activities
  • Support activities
  • Value network

SWOT Analysis

  • VRIO framework
  • PESTEL
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats

Strategic Choice

  • Business strategy
  • Generic Competitive Strategies
  • Differentiation
  • Sustaining Competitive Advantage through the Marketing Mix
  • Protecting/Sustaining Competitive Advantage
  • Strategy Directions
  • The BCG Matrix
  • The Public Sector Portfolio Matrix
  • International Strategy
  • How to Grow: Methods of Growth/Development
  • Criteria Used by Management to Select Strategies

Sources of Finance

  • Evaluating financial performance
  • Evaluating the current financial position
  • Recommendation of a suitable financing method
  • Security and covenants
  • Availability
  • Maturity
  • Costs and ease of issue
  • The yield curve
  • Suitable financing sources
  • Formation and initial growth
  • Bank loans and overdrafts
  • Invoice discounting and factoring
  • Mature companies
  • What are ICOs?
  • HOW DOES IT WORK (ICOs)?

Risk Management

  • IMPORTANCE OF RISK MANAGEMENT
  • RISK STRATEGY
  • RISK APPETITE
  • RISK ATTITUDE
  • EMBEDDING RISK
  • How to identify risk?
  • Operational Risk
  • Business risks
  • Financial risks
  • Credit Risk
  • Market Risk
  • Financial Market Risk
  • Liquidity Risk
  • Exchange rate risk
  • Interest Rate Risk
  • Derivative Risk
  • Legal and Compliance Risk
  • Political Risk
  • Technology Risk
  • Health and Safety Risk
  • Environmental Risk
  • Fraud Risk
  • Intellectual Property Risk
  • Reputation Risk
  • Business Probity Risk
  • Entrepreneurial risk
  • Trading risk
  • Tools and techniques for analyzing risks
  • Risk perceptions: objective and subjective risk perceptions
  • Why should risk assessment be on‐going?
  • TRANSFERRING RISK
  • AVOIDING RISK
  • REDUCING RISK
  • ACCEPTING RISK
  • Risk diversification
  • Methods of diversifying risks
  • Related and correlated risk factors
  • Reporting of risks
  • RISK AUDITING

Internal Control and Review

  • COSO: Contents of a sound system of internal control
  • Objectives of internal control
  • Control environment
  • Risk assessment

Internal Audit

  • Functions of Internal Audit Department
  • Factors to consider when determining the need of internal audit
  • Independence of Internal Audit
  • REPORTING STRUCTURE
  • Audit committee overseeing internal audit
  • Reporting on Internal Controls to Shareholders
  • Contents of the Report to Shareholders on Internal Controls
  • Reporting under SOX
  • Characteristics of Effective, Useful Information
  • Management information systems

Strategy in Action

  • Enabling Success: Organizing
  • Enabling Success: Performance Management
  • Empowering Organizations
  • Talent Management
  • Talent Management Model

Strategic Change

  • The Four‐view POPIT Model‐closely linked to process redesign and project management
  • Implementing Change
  • Lewin’s Three‐Stage Model
  • Process Redesign
  • Harmon Process‐Strategy Matrix
  • Process Redesign Options
  • Project Management

Financial Analysis

  • Tools of financial analysis that can be used to evaluate opportunities and determine whether they are financially beneficial or not
  • Investment appraisal
  • NPV (Net Present Value)
  • Pay Back Period
  • Discounted Pay Back Period
  • Internal Rate of return
  • Risk and uncertainty
  • Sensitivity analysis
  • Expected Value
  • Decision Tree
  • Ratio analysis
    1. Current ratio
    2. Quick/ Liquid Ratio
    3. Debt equity ratio
    4. Debt to capital ratio
    5. Interest Coverage
    6. Gross Margin
    7. Operating Margin
    8. Net Margin
    9. Return on Assets
    10. Return on Capital Employed (ROCE)
    11. Return on Equity
  • Techniques of Financial Forecasting
    1. Executive Opinions
    2. Delphi Technique
    3. Sales Force Polling
    4. Consumer Surveys
    5. Scenario Writing
    6. Reference Class Forecasting
  • Quantitative Techniques of Financial Forecasting
    1. Linear regression Forecasting
    2. Time‐Series Forecasting
  • Budgets
    1. Fixed Budget
    2. Flexible Budget
    3. Flexed Budget
    4. Rolling budget
  • Techniques of preparing budget
    1. Incremental budgeting
    2. Zero‐based budgeting
    3. Rolling budget
  • Standard Costing
  • Variance Analysis
    1. Basic Variance
    2. Planning Variances
    3. Operational Variances
  • Managerial Accounting
  • Managerial Cost accounting
    1. Full costing
    2. Absorption costing
    3. Activity‐Based‐Costing (ABC)
    4. Marginal Costing
    5. Relevant Costing

Developments in Technology Shaping Business

  • Big Data
  • Cloud Computing
  • Mobile Technology
  • Predictive Analytics
  • FinTech
  • IT Systems Security and Control
  • Cyber Security

E‐Business/Digital Business

  • The 6 I's of marketing
    1. Interactivity
    2. Intelligence
    3. Individualization
    4. Integration
    5. Industry structure
    6. Independence of location
  • Branding
  • What is crypto-currency?
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