Strategic business leader SBL study text 2019

Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Study Text Valid for exams from September 2018 to June 2019 ACCA Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com   Download Free Accountancy Study Materials from www.accountancywalls.com ACCA Download Free Accountancy Study Materials from www.accountancywalls.com SBL Strategic Business Leader Welcome to Emile Woolf‘s study text for Strategic Business Leader (SBL) which is:  Written by tutors  Comprehensive but concise  In simple English  Used around the world by Emile Woolf including China, Russia and the UK Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com First edition published by Emile Woolf International Limited Bracknell Enterprise & Innovation Hub Ocean House, 12th Floor, The Ring Bracknell, Berkshire, RG12 1AX United Kingdom Email: info@ewiglobal.com www.emilewoolf.com © Emile Woolf International Limited, July 2018 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, without the prior permission in writing of Emile Woolf International Limited, or as expressly permitted by law, or under the terms agreed with the appropriate reprographics rights organisation You must not circulate this book in any other binding or cover and you must impose the same condition on any acquirer Notice Emile Woolf International Limited has made every effort to ensure that at the time of writing the contents of this study text are accurate, but neither Emile Woolf International Limited nor its directors or employees shall be under any liability whatsoever for any inaccurate or misleading information this work could contain British Library Cataloguing in Publications Data A catalogue record for this book is available from the British Library ISBN: 978-1-84843-760-9 Printed and bound in Great Britain ii © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Professional Strategic Business Leader (SBL) c Contents Page The Strategic Business Leader Exam v Syllabus and study guide ix LEADERSHIP Leadership Professionalism, ethical codes and the public interest 19 GOVERNANCE Agency 65 Stakeholder analysis and social responsibility 83 Governance scope and approaches 101 Reporting to stakeholders 141 The board of directors 189 STRATEGY Concepts of strategy 231 Environmental issues 259 10 Competitive forces 279 11 Internal resources, capabilities and competencies of an organisation 303 12 Strategic choices 337 RISK 13 Identification, assessment and measurement of risk 389 14 Managing, monitoring and mitigating risk 421 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com iii Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Page TECHNOLOGY AND DATA ANALYTICS 15 Technology and data analytics 441 16 E-business 461 ORGANISATIONAL CONTROL AND AUDIT 17 Management and internal control systems 523 18 Audit and compliance 541 FINANCE IN PLANNING AND DECISION MAKING 19 Finance function 567 INNOVATION, PERFORMANCE EXCELLENCE AND CHANGE MANAGEMENT 20 Enabling success 617 21 Managing strategic change 651 22 Managing innovation and change management 679 23 Leading and managing projects 709 Index iv 745 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Professional Strategic Business Leader (SBL) e The Strategic Business Leader Exam Introduction This is a new style of exam in the ACCA qualification The syllabus and study guide for this exam states the following: Strategic Business Leader is ACCA’s case study examination at the Strategic Professional level and is examined as a closed book exam of four hours, including reading planning and reflection time which can be used flexibly within the examination There is no pre-seen information and all exam related material, including case information and exhibits are available within the examination Strategic Business leader is an exam based on one main business scenario which involves candidates completing several tasks within which additional material may be introduced All questions are compulsory and each examination will contain a total of 80 technical marks and 20 Professional Skills marks This text covers the technical content of this examination The syllabus for this exam comprises a wide range of topics It is unlikely that you will be able to gain any technical marks in this exam by simply repeating knowledge Marks will be available for applying the knowledge to address a “real life” issue arising from the scenario For example, the syllabus specifically mentions the Porter’s Five Forces model No question at this level would give you marks for describing this model and indeed it is not likely to be mentioned in any requirement Instead, you would be expected to choose the model to analyse an industry when appropriate Question 1a(ii) of the Strategic Business Leader Specimen paper asked for a report including “An analysis of the industry and market which DCS Company is competing in using an appropriate model” The appropriate model in this case is Porter’s Five Forces The same would be true for all information explained in the text You must apply your knowledge to the given scenario If you find yourself simply writing about a model then you are probably gaining no marks and wasting valuable time in the exam © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com v Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Professional skills 20 marks in the exam are available for demonstrating professional skills The syllabus lists these as follows: Communication a) Inform concisely, objectively, and unambiguously, while being sensitive to cultural differences, using appropriate media and technology b) Persuade using compelling and logical arguments demonstrating the ability to counter argue when appropriate c) Clarify and simplify complex issues to convey relevant information in a way that adopts an appropriate tone and is easily understood by the intended audience In order to gain marks you must express yourself clearly and convincingly through the appropriate medium while being sensitive to the needs of the intended audience Commercial acumen a) Demonstrate awareness of organisational and wider external factors affecting the work of an individual or a team in contributing to the wider organisational objectives b) Use judgement to identify key issues in determining how to address or resolve problems and in proposing and recommending the solutions to be implemented c) Show insight and perception in understanding work-related and organisational issues, including the management of conflict, demonstrating acumen in arriving at appropriate solutions or outcomes In order to gain marks you must show awareness of the wider business and external factors affecting business, using commercially sound judgement and insight to resolve issues and exploit opportunities vi © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com The Strategic Business Leader Exam Analysis a) Investigate relevant information from a wide range of sources, using a variety of analytical techniques to establish the reasons and causes of problems, or to identify opportunities or solutions b) Enquire of individuals or analyse appropriate data sources to obtain suitable evidence to corroborate or dispute existing beliefs or opinion and come to appropriate conclusions c) Consider information, evidence and findings carefully, reflecting on their implications and how they can be used in the interests of the department and wider organisational goals In order to gain marks you must thoroughly investigate and research information from a variety of sources and logically process it with a view to considering it for recommending appropriate action Scepticism a) Probe deeply into the underlying reasons for issues and problems, beyond what is immediately apparent from the usual sources and opinions available b) Question facts, opinions and assertions, by seeking justifications and obtaining sufficient evidence for their support and acceptance c) Challenge information presented or decisions made, where this is clearly justified, in a professional and courteous manner; in the wider professional, ethical, organisational, or public interest In order to gain marks you must probe, question and challenge information and views presented to them, to fully understand business issues and to establish facts objectively, based on ethical and professional values Evaluation a) Assess and use professional judgement when considering organisational issues, problems or when making decisions; taking into account the implications of such decisions on the organisation and those affected b) Estimate trends or make reasoned forecasts of the implications of external and internal factors on the organisation, or of the outcomes of decisions available to the organisation c) Appraise facts, opinions and findings objectively, with a view to balancing the costs, risks, benefits and opportunities, before making or recommending solutions or decisions In order to gain marks you must carefully assess situations, proposals and arguments in a balanced way, using professional and ethical judgement to predict future outcomes and consequences as a basis for sound decision-making © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com vii Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Essential guidance The ACCA have published vital guidance for candidates sitting this exam You must read this guidance all of which is available on the ACCA website In particular, there are three articles which you must read:  Strategic Business Leader – Examiner approach article;  Strategic Business Leader – ‘Over your shoulder’ Advice from the examining team on how to successfully attempt the exam)  Strategic Business Leader – Professional Skills marking guide There are also two specimen papers which should be studied carefully viii © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) The review should assess the project in terms of:  whether the objectives of the project have been achieved, and the re-designed process or new system has achieved the expected benefits, and  in terms of quality, time and cost Review of the benefits achieved from the project Projects are usually undertaken to introduce changes into an organisation, and the purpose of a project is therefore to implement business strategy If the project has failed to achieve the benefits that were expected, the implications for the entity’s business strategy should be assessed A failure in one project to achieve the expected benefits could mean that the business strategy must be reviewed, and new initiatives must be considered The assessments from the post-completion audit of projects should be included within the next general strategic review and position analysis Review of cost, time and quality A post-completion audit should also review the cost of the project, the time it took to complete and the quality of the output from the project – the new process or system For example, a post-completion audit of a new IS/IT system should assess:  whether the project client is satisfied with the new process or system  whether the system is easy to use or the new process is trouble-free  the problems that have occurred with the implementation of the process or system, why they happened and whether they have been resolved  the ability of the process or system to handle the actual volume of transactions, and whether it will be able to handle the expected growth in transaction volume The post-completion audit might find that lessons can be learned for the future, so that mistakes that were made with the project are not made again with future projects Metrics for post-completion review The assessment of a project in a post-completion review should ideally be based on quantified measures of performance or achievement (‘metrics’) Actual measured performance should be compared against targets or objectives that were established in the feasibility study for the project For example, the feasibility study should include specific measures for the expected benefits from the project, and the expected costs of developing the project and operating the new system or process The actual benefits and costs should be assessed in the post-audit, and compared with the expected benefits and costs 742 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Chapter 23: Project management Quantified measurements of performance should help management to assess whether the financial objectives of the project have been achieved, as well as the strategic objectives 4.10 Benefits management Businesses enter into projects to achieve benefits However, many projects fail to achieve their objectives Studies show that over 70% of business improvement projects fail to deliver their expected benefits, and even when they are achieved in part, often they are far from fully realised There are many reasons for this but often it is due to one of the following:  Business cases focused on target savings instead of expressing business benefits in a manner that can be understood and implemented  Too much emphasis on deliverables, or outcomes (e.g capabilities) which on their own not deliver specific benefits  No mechanisms or in particular structures to manage their realisation Benefits Management aims to make sure that desired business change or policy outcomes have been clearly defined and measurable with the ultimate aim of ensuring that the benefits are actually achieved It is the definition, planning, structuring and actual realisation of the benefits of a business change or business improvement project Benefits Management is a process that starts prior to project initiation and continues until the planned benefits are delivered to the organisation and/or its stakeholders Common problem Benefits are often realised after the end of a project yet the projects are often considered to be finished when their deliverables are complete This might mean that there is no one responsible during the realisation phase and thought given to management of this important outcome Process Benefits must be identified clearly in the project and be linked to business objectives Individual managers must be given “ownership” of the benefits and be made responsible for planning and managing their achievement A central aim of the process is to bring structure, accountability, clarity and discipline to the definition and delivery of the benefits inherent in a project Benefits management is a key aspect of programme management and must start in the earliest stages of the project Effective realisation planning enables organisations to understand and maximise the potential benefits that might be achieved by the project The plan must identify and address the changes that will be required, including any resistance that may be encountered These changes themselves may need to be managed carefully as part of a change management programme Potential benefits should not be identified as a simple list It is important to identify interrelationships and to understand where the achievement of one benefit is dependent on the realisation of another © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 743 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Once they have been identified, analysed and structured, the next task is to create a realisation plan This should enable the organisation to identify the management actions required to support and execute that plan Benefits Focused Business Cases A business case should set out the basis of an investment or change Business cases must demonstrate the return or value that the organisation will achieve by the proposition in the business case Business cases must demonstrate how the value or return will be delivered, by identifying specific benefits that will be accrued from the project This is often very different from making summary statements about planned or targeted financial savings that will be achieved Delivering Strategic Goals and Objectives Most organisations have current strategic goals and objectives These should be embedded throughout benefits identification and planning The business case must be evaluated thoroughly to ensure that it is focused on achievement of strategic goals The realisation plan will provide a control mechanism to provide continual feedback against strategic goals Many of the anticipated benefits will not start to materialise until after the project has been delivered It is therefore essential that the ownership of the benefits realisation plan is maintained beyond project delivery through to complete realisation The process should also include a post implementation review, thereby allowing time for analysis and a proper evaluation against the original business case It should be evident from the above that benefit management is not the same as project management Project management is often focussed on achieving the project deliverables Benefit management is more concerned with why the deliverables were instigated in the first place (i.e to achieve benefits) A project that meets its deliverable targets but does not result in benefits is a failure Benefits management tries to ensure that this does not happen 4.11 Project gateways A project should follow a defined process, from initiation to conclusion Project gateways are a project monitoring mechanism and may be used with benefit management Gateways are decision points incorporated strategically within the project lifecycle Their purpose is to ensure that key processes have been followed and to enable the decision makers to decide whether the project should continue or not At each gateway, project progress is appraised If the project is proceeding as planned it will continue If there are problems of some kind the project will be referred to someone (the gatekeeper) who will decide on corrective action (which might involve abandoning the project) 744 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Professional Strategic Business Leader (SBL) i Index A Accountability Accountancy profession: public expectations Acquisitions Activism Adair Advertising: traditional media and the internet compared Advocacy threat/s Agency conflicts costs law relationship/s an overview charities public sector relationship theory Agents: accountability AI (artificial intelligence) ALARP Annual general meeting (AGM) Ansoff/’s growth matrix strategic analysis Application controls Assessing business strategy Asset securitisation Association of British Insurers (ABI) 72, 105 30 361 152 727 512 44, 551 68 69 67 75 74 74 67 66 72 638 418 153 252 347 252 451, 457 369 577 93 Audit committee and the external auditors plan internal social and environmental Auditor independence and non-audit work Auditors: external 548 554 542 179 553 548 B Backward vertical integration Balanced scorecard Balogun and Hope Hailey (Contextual features model) Bandwidth Bargaining power of customers suppliers Benefits management of LCC Realisation Plan Best practice disclosures Big data Blockchain Board balance committees of directors: composition governance responsibility for risk management role © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 364 167 670 477 294 293 743 320 725 145 444 639 200 224 197 526 190 745 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Board size two-tier boards unitary boards Boston Consulting Group matrix (BCG matrix) Boundary-less organisation Bribery Act 2010 and corporate governance and corruption measures to combat societal impact Budgetary control behavioural aspects Burns Burritt et al Business ethics probity risk review risk/s in different business sectors strategy 197 194 194 377 627 63 61 61 63 62 606 602 12 174 400 149 391, 524 403 237 C Cadbury Code 1992 Report Capabilities Capability profile Carbon neutrality Cash cow Centralisation Chairman: role Challenger Chandler definition strategy Change agent and organisation culture Chief executive officer (CEO) role Cloud computing storage 746 119 76 310 315 160 378 626 205, 206 344 232 232 665 658 205 443 474 Clusters 270 Codes of ethics for accountants 38 Collaboration 331 between business entities 331 Combined Code 1998 122 Committees: board 225 Competences 307 Competencies: threshold 307 Competition analysis 290 and markets 280 Competitive advantage 239 the role of government 275 rivalry 295 strategy 237 Competitors’ prices 502 Compliance box-ticking approach 530 controls 530 risk 524 Comply or explain 117 Computer viruses 456 Concentric diversification 351 Confidentiality 40 Conflicts of interest 44, 214 Conglomerate diversification 351 Consequences of change 657 Consolidation strategy 355 Context of strategy 238 Contextual features model (Balogun and Hope Hailey) 670 Contingency theory of organisation structure 631 Control reporting 605 Core competencies 307 Corporate code/s of ethics: content 33 of ethics 32 culture 11 governance 76 and investor confidence 94 codes 190 reasons for development 110 in the UK: history 119 international codes and principles 127 issues 80 law and guidelines 78 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Index Corporate principles-based approach 110 principles-based approach 117 rules-based approach 110, 112 stakeholder view the need for transparency and disclosure 142 traditional view 6, knowlege 313 social responsibility (CSR) 10, 96 and competitive advantage 17, 99 policy 98 reporting 169 strategy 236 selection 376 Corrective strategy 355 COSO Framework 533 Cost efficiency: achieving 312 Cost leadership 240, 501 strategy 341, 505 Credit risk 397 Critical path analysis 736 success factors (CSFs) 592 Cromme Code 195 Crowdsourcing 629 Cryptocurrencies 641 Cultural web 15 Johnson and Scholes 676 Culture 11 and risk 434 Customer relationship management (CRM) 516 software 519 strategies 517 Customers and markets 280 D Davis and Lawrence 1977 report – Women on boards Deal and Kennedy Decision/s making to accept or reject an order tree/s drawing two-stage decisions 622 203 434 607 611 584 586 Delegation of power: within a company Deliberate strategy Demand and supply curve: calculation Denial of service Derivatives risk Differentiation strategy Directors/’ and the law appointment, election and removal disqualification duties and legal obligations executive and non-executive fiduciary duty independence induction powers and rights remuneration share dealings training and professional development Disaster recovery Disclosure/s best practice general principles mandatory and voluntary of interests Discontinuance decisions (shutdown decisions) Disruptive technology Diversification strategy Diversity Divisional organisation structure Domain name Drucker mission statement strategy Dynamic capabilities 190 241 495 499 456 400 240 341 212 213 217 214 198 67 198 219 212 226 215 220 458 145 142 147 215 612 636 363 350 201 620 475 254 232 310 E Earned value analysis E-branding E-business and the supply chain © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 738 514 462 482 747 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) E-business barriers 468 benefits 468 Eco-Management and Audit Scheme (EMAS) 173 E-commerce 462 and the globalisation of business 466 Economies of scale 312 scope 312 Effective use of scarce resources 613 Electronic data interchange (EDI) 482 voting 156 E-mail marketing (direct mail and the internet) 514 E-marketing 488, 508 and the 7Ps of the marketing mix 508 promotion strategy 512 EMAS 173 Embedding risk awareness 426 Emergent strategy 242, 653 Enabling 253 Encryption 453 Enterprise risk management (ERM) 436 Entrepreneurial organisation 619 Environmental activity-based accounting 176 analysis models 260, 262 audits 181 footprint (ecological footprint) 159 footprint’ for individual companies 165 life cycle costing 176 management accounting (EMA) 173 management systems 171 E-payment 485 E-procurement 465, 484 E-purchasing 485 Equity 575 E-shopping 465 E-sourcing 485 Ethical codes conflicts: resolving 53 decision-making models 23 Tucker’s question model 24 dilemmas: principles-based approach 43 748 Ethical rules-based approach safeguards threats and safeguards threats Ethics and agency theory codes principles based rules based corporate codes Executive directors Expected values advantages disadvantages External audit process auditors appointment independence terms of appointment and remuneration relationships stakeholders Extranet Extraordinary general meeting (EGM) 43 48 43 44 20 73 39 39 32 198 583 583 583 554 550 551 550 627 84 474 153 F Factors (Porter’s Diamond) Familiarity threat/s Fiduciary duty Finance and business strategy Financial analysis for business strategy controls implications of strategic choices risks FinTech Firewalls Five Forces model Focus strategy Follower Footprints social and environmental Forecasting Forward vertical integration Four Rs model Franchising 272 44, 551 67, 214 568 589 529 590 524 637 455 296 341 344 159 597 364 665 367 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Index Fraud and theft FTSE4 Good index Full-cost accounting (FCA) plus pricing Functional organisation structure strategy Fundamental ethical principles 454 166 167 502 619 237 39 G Gantt chats 730 Gap analysis 244, 248, 352 Gateways 744 Gemini 4Rs 665 General controls 451 meetings 151 AGM 153 EGM 153 Global competition 356 organisations 358 Reporting Initiative (GRI) 169 Globalisation 358 Goals 256 Going rate pricing 506 Good governance 138 fairness 102 honesty and integrity 104 independence 104 innovation 103 judgment 106 openness/transparency 102 reputation 105 responsibility and accountability 105 scepticism 103 Governance 76 Greenbury Report 1995 121 H Hackers: preventing and detecting Hamel and Pralahad: core competence Hampel Report 1998 Hazard 455 307 121 391 Health, safety and environmental risk Hedging risks Higgs Report 2003 High-low method Hollow organisation Horizontal integration HTML 399 431 123, 207 598 628 364 471 I ICGN Corporate Risk Oversight Guidelines Global Corporate Governance Principles (revised 2009) Principles ICSA Guidance Note on matters reserved for the board IESBA (IFAC) Code of Ethics for Professional Accountants IIRC Framework Imperfect competition Improving customer profitability Incremental change strategy Independent Commission for Good Governance in Public Service director non-executive directors Induction of new directors Industries and sectors Industry competition: Five Forces model generic types Industry-environment Infrastructure required to support ebusiness Innovation Input-output analysis Insider systems Institute of Risk Management Institutional investors Insurance companies Integrated reporting benefits challenges Integration arguments for and against © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 393 130 128 192 38 184 498 322 655 242 138 199 72 219 280 290 281 260 470 311 176 112 401 93 93 183 186 187 364 364 749 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Integrity 39 Intended strategy 652 Interaction theory 719 Interim management statements (IMSs) 150 Internal audit 542 and the role of the audit committee 546 function and importance 542 auditors independence, objectivity and status 544 control 528, 533 annual review 556 establishing and maintaining a system 538 evaluation 556 failure 531 information systems and technology 565 maintaining a sound system 564 reporting to shareholders 561 risk 524 system control activities 536 control environment 534 information and communication 535 monitoring 537 risk assessment 535 transparency and disclosure 538 development 360 rate of return 724 relationships centralisation versus decentralisation 626 stakeholders 84 International diversity 357 Integrated Reporting Council (IIRC) 183 scale operations 357 Standards Organisation (ISO) 457 Internet 471 and industry structure 463 hosting 474 Protocol (IP) address 475 service provider (ISP) 472, 475 Intimidation threat/s 44, 551 Intranet 473 Intuitive (qualitative) forecasting 597 Investment appraisal 722 Iron Triangle 711 ISO 14000 171 ISO 31000 on risk management 439 750 IT security and controls 450 Standards 457 IT J Jensen and Meckling (agency theory) Johnson and Scholes/’ on the value chain cultural web effectiveness 556 Johnson, Scholes and Whittington on strategy model 68 324 676 233 249 K Key performance indicators (KPIs) risk indicators (KRIs) Knowledge management systems 592 438 314 L Leader Leadership Leases Legal risk Levers of change Lewin force field analysis unfreeze, change, re-freeze Life cycle analysis model portfolio matrix Limiting factor Linear regression analysis Linkages Liquidity risk Lock-in strategy Logic bombs Loss leaders 344 576 398 660, 661 662 663 370 318 370 613 598 324 397 346 456 506 M Machine bureaucracy 633 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Index Macro-environment Make or buy decisions Management accounting and leading projects control systems risk: A framework Margin Marginal cost plus pricing Market development strategy niche penetration prices pricing strategy position risk segmentation skimming prices pricing Marketing concepts mix Mark-up pricing Matrix organisation structure Maximising shareholder wealth McKinsey’s 7S approach Mendelow framework Mendelow’s stakeholder power/interest matrix Mergers Metrics for environmental audits Miles and Snow Mintzberg/’s five building blocks for organisational configurations six organisational configurations Mirror test for resolving ethical issues Mission statement Mobile technology Model Code Modular organisation Monopoly pricing Moral dilemmas Multi-domestic strategy Multinational organisations 260 608 Mutual funds Myners Report 594 726 594 436 324 503 N 349 344 505 490 348 495 397 285 504 490 488 386 503 621 569 666 87 87 361 182 434 254 632 633 55 254 250, 254 442 216 628 496 20 357 358 Narrative reports: business reviews and interim management statements National Association of Pension Funds (NAPF) competitive advantage Nearshoring NEDs: criticisms Net present value Network analysis NGO Niche marketing Nicher Nine M’s model Nolan’s Seven Principles of Public Life Non-executive directors appointment role Non-relevant costs 93 155 148 93 270 629 210 723 736 136 502 344 317 106 198 209 208 607 O Objectives of an organisation Objectivity OECD Principles Offshoring Onshoring Open-Ended Investment Companies (OEICs) Operational (functional) strategy controls risk Organisation structure Organisational context of change learning processes structure divisional structure functional © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 256 568 39 127 629 629 93 237 529 391, 524 618, 631 669 314 624 619 619 751 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Oster Outsider systems Outsourcing Ownership: separation from control 282 112 628 77 P Passwords 452 Payback 723 Penetration pricing 505 Pension funds 93 People strategy 492 People-oriented theory 719 Perfect competition 498 Performance evaluation 221 excellence 645 assessments 222 PERT 730 PEST analysis also see SLEP analysis 263 PESTEL analysis 263 limitations 267 model 262 Physical access controls 452 disaster 453 environment strategy 492 Pinto and Slevin (1987) 716 Place 386 strategy 490 Planned change (or proactive change) 655 PMBOK 735 Porter/’s 17, 99, 464 Diamond 270 model 262 criticisms 276 Five Forces model 290 generic strategies for competitive advantage 340 in the value chain 324 six principles of strategic positioning 343 value chain 323 Portfolio models 376 Post-completion audit 741 Price 386 discrimination (differential pricing) 506 752 Price strategy Primary corporate objective value chain Prince Principles-based approach to ethical dilemmas ethics codes Private equity funds Processes strategy Product/s development strategy differentiation strategy life cycle positioning strategy Professional acting professionally competence and due care Project charter completion constraints cost management failure in business initiation document (PID) lifecycle management problems software manager and the project sponsor plan risk management success factors team Promotion strategy Proxy voting Psychological pricing Public interest sector portfolio matrix 490 569 324 734 44 39 577 493 386 350 285, 501 505 507 344 489 27 28 40 713 741 711 737 717 710 712 713 712 730 729 732 726 729 714 716 740 716 726 386 491 155 507 29, 31 383 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Index Pure risk (downside risk) 390 Q Quantitative and qualitative factors in decision making 608 R Rational planning model 244 Re-election of directors 217 Relevant costs 607 Remuneration executive and non-executive directors 226 package components 226 purpose 227 Reputation risk 399 Research and development 311 Residual risk 407, 438 Resolving ethical conflicts 53 Resource/s 306 histograms 730 threshold 306 unique 306 Return on investment (ROI) pricing 504 Review process 557 Ries and Trout 344 Risk 390 appetite 408, 432 assessing 414 assessment 438 dynamic nature 407, 414 auditing: role 424 avoidance 432 awareness 426 board policy 408 business probity 400 business 524 capabilities 438 categories 396 committees: role 423 control methods 429 credit 397 dashboard 416 derivatives 400 diversification 429 embedding 426 Risk exposure 406 health, safety and environmental 399 hedging 431 identification 410 impact on stakeholders 411 internal control 524 legal 398 liquidity 397 management 390, 392, 524 and internal control 526 concepts 406 responsibility 393 system 394 Standard (A) 401 manager: role 422 mapping 438 market 397 measuring 415 monitoring 422 policy statement 427 prioritising 416 profiling 414, 438 pure 390 register 740 reputation 399 residual 407 retention 432 role of the board of directors in identifying risk 417 sharing 431 speculative 391 technological 398 transfer 430 Risk-based approach 409 Rotation: retiring by 217 Rules-based ethics codes 39 S Safeguards Sarbanes-Oxley Act 2002 Scenario planning Schwalbe, Kathy Scope creep management Secondary value chain Self-interest threat/s © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 48 78, 114, 527 597 731 733 733 325 44, 551 753 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) Self-review threat/s 44, 551 Senior independent director (SID) 152, 209 Server 472 Service contracts 212 Seven Ps 386, 488 Seven S approach 666 Shakeout 318 Share dealings by directors 215 stock market restrictions 216 Shared services 572, 630 Shareholder/s activism 152 and voting rights 154 voting 153 Singapore Code of Corporate Governance on performance evaluation 222 Six Is of the e-marketing mix 510 Skimming prices 505 SLEPT analysis also see PEST analysis 263 Slippage 736 SMART 256 Smith Report 2003 124, 549 Social and environmental audit 179 effects: measurement 162 reporting 177 ecology 161 footprint 161 Sources of finance: asset securitisation 577 debt 575, 576 equity 575 hybrids 576 leases 576 private equity funds 577 venture capital 577 South African King Report 109 Spam 514 SPAMSOAP 530 Span of control 623 Speculative risk (two-way risk) 391 Stakeholder/s 84 expectations 85 external 91 impact of risk 411 internal 90 theory 95 within an entity 89 754 Standard costs Statistical forecasting techniques Strategic alliance/s capability change choices development drift fit groups position risk space Strategy definitions deliberate development implementation levels selection Substitute products Suitable, feasible, acceptable Supply chain pull model push model Sustainability Assessment Model (SAM) Sustainable development reporting by companies SWOT analysis interpretation preparing Synergy System-oriented theory Systems audit 605 598 366 304 655, 660 251 360 238, 242 374 282 249 391 283 232 232 241 241, 652, 654 618 235 375 293 369 482 483 483 163 167 164 164 299, 332 334 333 363 719 543 T Talent management TARA framework for risk management Target markets pricing Technological risk Terms of reference Threats to systems security 644 435 344 506 398 714 450 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Index Time bombs 456 TOWS analysis 299 Transformational change 655 Transparency 142 Trap doors 456 Triggers for change 656 Triple bottom line reporting 165 constraint 711 Trojan horses 456 Tucker’s question model of ethical decision-making 24 Turnbull Report 1999 122, 525, 533, 557 Two-tier boards 194 Value for money (VFM) audits network Variances and controllability Venture capital Vertical integration VIRO framework Virtual organisation supply chain Voting Voting electronic proxy U W UK Corporate Governance Code (The) 79, 93, 105, 124 internal audit 547 UK Stewardship Code 93, 156 Uncertainty 391 Unitary boards 194 and two-tier boards: comparison 195 Unplanned change (or reactive change) 655 User resistance to new systems 718 Walker Report Web 2.0 Website design for e-commerce hosting WebTrust Whistleblowing procedures Withdrawal strategy Work breakdown structure (WBS) World Wide Web (WWW) Worms V Value and competitive advantage chain analysis: use creation and strategic management 323 239 323 328 327 543 329, 482 606 577 364 317 630 482 153 156 155 79 521 481 474, 475 458 566 36 354 733, 734 471, 472 456 Y Yeates and Cadle © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com 728 755 Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Business Leader (SBL) 756 © Emile Woolf International Limited Download Free Accountancy Study Materials from www.accountancywalls.com ... Accountancy Study Materials from www.accountancywalls.com SBL Strategic Business Leader Welcome to Emile Woolf‘s study text for Strategic Business Leader (SBL) which is:  Written by tutors  Comprehensive... www.accountancywalls.com Download Free Accountancy Study Materials from www.accountancywalls.com Strategic Professional Strategic Business Leader (SBL) e The Strategic Business Leader Exam Introduction This is... Study Materials from www.accountancywalls.com Strategic Professional Strategic Business Leader (SBL) S Syllabus and study guide September 2018 to June 2019 Aim To demonstrate organisational leadership