ACCA SBL Strategic Business Leader (SBL) video based course
- 2 hours on-demand video
- 29 downloadable resources
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
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- Exam technique, time management and handling the exhibits!
- The logic of the whole exam through a unique flowchart methodology!
- Key Business Models and theories to help you answer SBL's requirements and when to use them!
- Competencies required for SBL and how to deal with them during the exam!
- Layouts & writing tips!
- Registered with the ACCA, however extremely useful for anyone intending to learn more about MBA concepts
This ACCA SBL course is based on Dr. Dino's globally adopted SBL flowchart which organises SBL's material in a logical sequential manner based on his practical Flowchart methodology. Learn all important business models in short videos along with their descriptions, understand what is expected during the exam, gain tips on how to pass SBL, how and when to use the theories, learn what the examiners expect, how to manage your time in reading the case, tips on writing style, all in a series of over 40 short, simple bite size videos for a total of 2.5 hours (145 minutes).
- ACCA candidates
- Finance professionals, Auditors, Internal auditors, Accountants, Business professionals
A short video on how to make the best use out of the videos and my SBL course
A 5 min video about the exam itself, what it is all about, its structure, what is expected from candidates, its main characteristics and some key tips on handling the content and requirements.
Managing time in a 4 hour exam is crucial and therefore this video explains how to make the best use of your planning time, how to scan exhibits, when to check requirements and other critical points on SBL time management.
This is probably the most important video as it explains all SBL content in about 15 minutes. Therefore, it is important to go over it 2 - 3 times to remind yourself on how the topics of the course relate to each other, so have a good look while also downloading the flowchart to have in front of you while i am speaking. The flowchart is a very useful tool in understanding the logic of the paper, especially when you have done your studies and are close to taking the exam!
This video helps you in how to plan and write your answer based on best practices and content/info from the examiner's report up to early 2020. You need to make sure that you do certain things in order for your answer to include the elements expected by ACCA as well as understanding the 'feel', 'layout', 'logic' in terms of planning.
The skills for ACCA's SBL are 5 and they are Communication, Evaluation, Analysis, Commercial Acumen and Scepticism. In this 5 minute video, I explain the competencies in a simple, yet effective way to help you understand what is expected by the examining team.
For SBL, you will be asked to write your answer in a specific layout such as a 'report', a 'press release' a 'letter' a "Project Initiation Document", a briefing paper or even make Powerpoint slides. This video explains what is expected from candidates and how to write as well as the type of layout in each and every style. Remember, writing effectively, following instructions and using the correct layout give points and these are crucial in passing the exam!
This is a 'key' video in understanding WHICH MODEL or THEORY to use based on KEY WORDS from SBL's material. For example, the word competition leads to using 5 forces theory while evaluation of strategies leads candidates to use the "Suitability, Acceptability. Feasibility" (SAF) model. There are 25 key words to remember so take notes!
Given that SBL is all about simulating the workplace and being 'professional' and acting in a professional manner, many students ask if it is possible to pass purely by using common sense and not using any model and theory to support their answers. The quick answer is YES they can. Listen to this short, yet interesting video on this point.
Corporate Governance is the starting point, as it is the way in which companies are directed and controlled in the best interests of stakeholders. The logic in the course is to start analysing a company from TOP to bottom. From Governance and Structure along with Ethics to Implementation.
Understanding Stakeholders, mapping them and checking their conflict is crucial for every organization. Stakeholders are those individuals and groups that have an interest and/or can influence the organization. It is important for the organization to SATISFY them all to ensure its smooth operations. Remember that.
The most CENTRAL element in Governance. Most companies, especially listed companies have a board (or even 2 boards), that supervise, create the mission and strategy of the organization and have to collectively protect the company. This video has all the relevant information about the board in less than 4 minutes, such the role of Non Executive Directors, the types of boards, the reason for committees, diversity and other important elements.
Every country has its own laws and therefore countries can provide the framework within which listed companies need to operate. This video explains the main differences between the UK's Corporate Governance Code and the USA's Sarbanes Oxley Act and why codes matter along with their pros and cons.
A short video to watch WHY board directors need to also continue to update their knowledge the same way ACCA members should. The rationale is the same. Changes happen dramatically these days and therefore it is essential to be able to cope and stay up to date in order to be effective.
Vision and Mission begins the Strategic part of SBL. Every company must have a vision and a mission. The terms are 'abused' unfortunately in the real world, however their importance remains and they are 'different'. Vision is the grad idea and Mission how to get there. Recent theories also talk about the mission being the PURPOSE of the organization (see SInek, 2007 - Start with Why).
A short video on what "EXTERNAL ANALYSIS" means. As you have probably seen in the previous videos as well as in the FLOWCHART, companies can be broken into 2 sections, External and Internal. External means everything happening outside the company's doors and Internal everything that happens within the company's doors. This is useful as if there is a requirement in the exam that has to do with environment or competition, you should know where to look and what to use from that area of the flowchart.
This video explains one of the most 'classic' models in business, PESTEL which can be used if the requirement asks you to analyse, or evaluate the 'environment' in the case. Of course you may also be asked to demonstrate understanding of 'commercial acumen' which implies - in most cases - understanding the way an organization operates within its environment. Don't be afraid to use this model alongside other 'external' models as indicated in the flowchart.
A concise video on understanding Michael Porter's 5 forces theory which is used to evaluate the competitive environment or the 'profitability' of an industry. As Porter suggests, every industry is different but this model can be used to understand where the organization can actually make money in its industry and where it is probably losing money (i.e. supplier power forcing margins down or high customer power due to low switching costs etc.). Extremely important for the exam.
An amazing model explaining why and how COUNTRIES (not companies) can have a national competitive advantage. As it can be assumed, if a country has some unique resources (i.e. oil, climate, know-how etc.) it can have a competitive advantage thus making organisations operating in such an environment possibly benefit from this uniqueness by operating in that country or even taking PART of their operation in their supply chain to that country. For example, Apple designs phones in the USA taking advantage of the US's talent in innovation and design, while it assembles the phone (at least until the time of publishing this course) in China, thus taking advantage of the top quality resources (talent) in China in terms of technology know-how, scalability for production and market.
This video explains the concept of Critical Success Factors and why it is important for companies to focus on what ‘Really” matters in business. The basis upon which the Balances Scorecard was developed in 1990 was the CSFs, and therefore an explanation on what the Balanced Scorecard is, is provided.
An extremely important video on the topic of our era (big data). Data is the new 'oil' and companies need data to understand trends, forecast demand, make budgets and make predictions based on the data they collect and 'mine'. In the 21st century data is becoming more and more important as it is coming very fast (Velocity), is of different kind (Variety) and we are overwhelmed by how much data is being produced (volume) due to the fast pace of our world, globalisation and 24/7 connectivity. The Internet of Things (IoT) is expected to create more data...
The value chain is based on the assumption that VALUE is CREATED or ADDED when 9 activities within companies are COORDINATED well. These activities are broken down into 2 groups (support and primary) and only if these activities are based on the company's generic strategy/philosophy and work in a coordinated, effective and efficient way, the company can add value.
Among the top areas that are important to know in marketing is segmentation. Companies need to know the profiles of their customers and when organising them into homogenous groups, this is called segmentation. Watch this video to understand the area and explain it in the context of the SBL case if it comes up.
One of the most well-known business models of all time. You may not be asked to undertake a SWOT analysis for the exam but you may be asked to state the POSITION of the company. If you see this word, it implies SWOT which is a static but very important model to list and analyse the Strengths, Weaknesses, Opportunities and Threats of a company. Remember to ANALYSE the points raised within the context of the case, not just list them. Strengths and Weaknesses are usually internal areas (found from inside the company), while Opportunities and Threats are from outside the company (External areas).
This video explains the various methods a company has to grow after the direction from Ansoff's model is chosen. Practically speaking there are about 7 methods that companies use: Licensing, Franchising, Merger, Acquisition, Joint Venture (or Alliance), Organic and Exporting. In the exam, if you are asked to EVALUATE a strategy such as one of these you need to examine it by asking 3 words: Suitability, Acceptability and Feasibility (next video in sequence).
This video explains how to evaluate a strategic direction chosen. For example, if a company decides to acquire another company, is this strategy Suitable for the organization? Is it Acceptable? is it Feasible? In your answer you need to know the pros and cos of acquisitions and ask yourself questions such as is this idea acceptable to the stakeholders of the company? Is it feasible? Does the company have capabilities? Resources? know-how? Does the company have cash etc. etc.