ACCA SBL Revision

Angelo Hou

© ACCA Public
Content
• The Exam
• Syllabus
• How professional marks are awarded
• Technical content recap

© ACCA Public
The Exam
• 4 hour duration allowed (240 minutes)
• 100 marks, 80 for technical content and 20 for professional skills
• 50 marks to pass
• 12+ pages of case study information
• All questions are based on same scenario
• The emphasis is on a combination of technical and professional skills
• Computer based exam

© ACCA Public
Syllabus

© ACCA Public
Professional marks

20 professional skills • Crucial for exam success

marks are available for • More professional skill application = more
how a student
constructs and technical marks likely
presents their answer

© ACCA Public
Professional marks - General principles

A. Make the most important or crucial points. Only include additional less important
points if you are not sure you have made enough valid points to achieve all the technical marks
available for the requirement.

B. Show deep/clear understanding of underlying or causal issues and integrate

or link different sources of information from various parts of the scenario or
different exhibits to make points. Link information from different sources which the less
able candidate would not normally have picked up.

© ACCA Public
Professional marks - General principles

C. Only make relevant points. Not to include superfluous information or make

unsupported points. Under the new exam format, a candidate who consistently makes valid
points, technical or otherwise, is rewarded additionally for demonstrating their wider credibility.

D. Avoid repeating points. They may reinforce a previous point, but this is usually made as a
development of a point rather than repetition.

E. Address the requirements as written, taking particular notice of the verbs used.
Deliberately choose to discuss more issues than asked for, in the hope that the marker will select their
best answers. This practice is unprofessional and shows poor judgement and a lack of time
management.

© ACCA Public
Professional marks - General principles

F. Show your ability to prioritise and make points in a logical and progressive way.
This is about telling a coherent and compelling story.

G. Structure and present your answers in a professional manner. This could mean
adopting the style of media as specified in the requirement, using the appropriate tone and style of
language. A clear stakeholder focus.

H. Demonstrate evidence of your knowledge from previous learning.

I. Be clear, factual and concise. E.g. data based argument.

© ACCA Public
Professional
marks
Commercial
Communication Analysis
Acumen

Professional
skills
Scepticism Evaluation

© ACCA Public
Professional marks

© ACCA Public
2019-9/12月真题Q1-b

© ACCA Public
2019-9/12月真题Q1-b

© ACCA Public
2019-9/12月真题Q1-a

© ACCA Public
2019-9/12月真题Q1-a

© ACCA Public
Professional marks

© ACCA Public
2019-9/12月真题Q2-a

© ACCA Public
2019-9/12月真题Q2-a

© ACCA Public
2019-9/12月真题Q2-b

© ACCA Public
2019-9/12月真题Q2-b

© ACCA Public
Professional marks

© ACCA Public
2019-9/12月真题Q3

© ACCA Public
2019-9/12月真题Q3

 套用Baldridge framework, 结合案例的头脑风暴图

 说我们做到了啥，没做到啥

© ACCA Public
Attention: Format
SBL-effective communication article

© ACCA Public
Technical content Recap

© ACCA Public
Technical content Recap

© ACCA Public
目标从哪儿来？

© ACCA Public
Leadership
 Leadership: effective leadership can influence organization
to achieve its aims
• Qualities of Leader
• Leadership Theory: Traits, Style, Contingency approach,
Transactional vs Transformational
• Leader role: Visionary, build relationship, embodying
change(role model)
• The difference of Management and Leadership
• Entrepreneurship and Intrapreneurship

© ACCA Public
目标怎么才能形成凝
聚力？

© ACCA Public
认同感和归属感！

© ACCA Public
Culture
 Leadership给企业带来了信仰和文化－Culture
 Culture web：Rituals and Routines, Stories,
Symbols, Power structure, Organizational
structure, Control system, Paradigm
 企业文化影响：战略选择，看待其他stakeholder的
方式，管理风格，Ethical value and CSR，所以影
响了企业的mission

© ACCA Public
你的目标能凝聚多少
人心为之奋斗？

© ACCA Public
 Stakeholders and Ethics
Agency Theory Stakeholders Theory

不同的责任意识带来的结果是，是否愿意承担CSR，以及愿意承担多少CSR
• Caroll-Economic, legal, ethical, philanthropic
• Grey, Owen and Adams-CSR 7 positions
CSR范围选择的不同的主要原因是－Ethical Stance的不同
• STSI，LTST，Multiple stakeholder obligation, shaper of society

Mission 道德价值观影响志向，志向影响
使命（侠之大者，为国为民！）

© ACCA Public
目标方向跑偏怎么办？

不忘初心，奋六世之余
烈，不容易！

© ACCA Public
 Governance
公司是由Agent管理的，有可能为 Mission的优先次序: Mendelow’s
了个人利益而损害公司的目标和使 Mission matrix
命
所以，Agency cost

Rule vs Principle: SOX; Comply/explain

Governance

Communicate to stakeholders Ownership: family, insider-dominated, outsider-

• AGM dominated
• Annual report Institutional investors-shareholders activism
Environmental footprint+ social footprint(3BL,
GRIs, ISO14000, EMAS,IR)
Environment and Social audit

© ACCA Public
Governance
Board of Directors
ED(CEO)+NED(Chair)(SSRP)(independence)

Nominations Remuneration
Risk Committee Audit Committee
Committee Committee

Majority NED 100% NED Majority NED 100% NED

Structure of Pay and other Company risk Controls, internal

board, new benefits of management and external
executives executives strategy audit

用制度和体系来保证不忘初心！公司的上层架构搭建完毕！

© ACCA Public
Technical content Recap

© ACCA Public
Strategy
Mission

Position

Choice

Action
（Just Do It！）

© ACCA Public
External Analysis
Macro-PESTEL-
growth Overseas’
expansion-
porter’s
diamond
Industry -Porter’s
5 force-profit

Competitors &
market- strategic
group

Organization
(internal)

© ACCA Public
External Analysis
• Internal analysis-unique resources+ core competence(CSFs)

© ACCA Public
Position

Strengths Weaknesses

Position

Opportunities Threats

© ACCA Public
Choice
1. Competitive Strategy(Fit 自己的竞争优势)
• Generic strategy-cost leadership, differentiation, focus/niche
• Strategic clocks

© ACCA Public
Choice
 2. Growth strategy
 Direction-Ansoff(new market/new product)
-TWOS(SO,ST,WO,WT)
 Method
• organic growth
• M&A
• JV, strategic alliance
• Franchising

© ACCA Public
Choice
 3. Evaluation choice

 S-fit with environment, culture

 F-have resource and capability to do it(HR, skills, knowledge, money, brand)
 A-consistent with stakeholder-Risk and Return

Parenting Style and portfolio analysis tools

• Strategic planning, financial control, strategic control
• BCG, life-cycle

© ACCA Public
Risk management
• Risk attitude
• Risk capacity
Risk appetite

• Identify-risk factors
• Assess-risk map
Process • Response-TARA, ALARP
• Monitor

• Embedded in system
• Embedded in culture
Effective
© ACCA Public
 Risk Map

Transfer(High,
Avoid(High, High)
Low)
 Impact Risk

Accept(Low, Low) Reduce(Low, High)

 Likelihood

© ACCA Public
Internal Control
•Operation
•Reporting
Objective •Compliance

•Control environment
•Risk assessment
Components •Control activities
•Information and communication
•Monitor-IA(why need), Audit committee(roles), IC report

•Poor judgment
•Human errors
Limitation •Staff collusion
•Management override
•Unforeseeable event

© ACCA Public
Technical content Recap

© ACCA Public
 Action
HRM
Improve • Empowerment(knowledge
efficiency, strength competitive
worker) advantages
• Talent management

IT:
• Cloud computing+big data • Functional, divisional-
• E-business centralisation/decentralisation
• SCM(supply chain management) • Outsource(adv+ disadv)
• E-procurement • Boundary-less: Hollow, Modular,
network, Virtual organisation

Marketing:
Process: • 4Ps
• Harmon’s matrix(strategic • E-marketing-7Ps
importance + complexity) • 6Is
• BPR • CRM(customer relationship
management)

© ACCA Public
Action
 Change management
• Types
• Contextual features
• Reasons for resistance
• POPIT
• Lewin 3 steps
 Project management
1. Initiation-business case
2. Plan-PID
3. Execution-Team(member, manager, sponsor)
4. Control-measures, gateways, threats-correction
5. Completion-completion report, PPR, PIR

© ACCA Public
Change Management-Type
Scope of Change
Transformation Realignment
Incremental
Nature of Change

Evolution Adaptation

Revolution Reconstruction

Big Bang

© ACCA Public
Change Management- Resistance power

© ACCA Public
Change Management- Resistance reason

© ACCA Public
Change Management- Direction

© ACCA Public
Change Management- Steps
Model Lewin's 3 step process

 Lewin identifies that three stages are necessary for something to change

Unfreeze - it must be accepted that change is needed

Change - the change takes place

Refreeze - it should be more difficult to go back to the earlier position

 It is argued that the last step is the most important. Without it any change will be
temporary

© ACCA Public
Action

© ACCA Public
Thank You!

© ACCA Public