ACCA SBL | Cover 50% of the Syllabus in 1 Hour – Pass Strategic Business Leader Exam Fast (2025)

Cover 50% Strategic Business Leader Syllabus within one hour. 0:11 - How to pass SBL in simple steps Analysis Phase: 0:41 - Focus on position audit (SWOT analysis) 0:47 - Corporate strategy – group-level decisions Strategic Choices: 1:01 - Determining business direction (Ansoff Matrix) 1:18 - Methods for growth 1:29 - International expansion considerations Implementation Phase: 1:47 - Implementing strategy (two key areas) 1:53 - Project management as part of implementation 2:00 - Managing change and leadership culture 2:07 - Project management as starting point 2:12 - Change management – appropriate culture and leadership 2:20 - Culture and leadership importance 2:25 - Corporate governance focus 2:30 - Board of directors' role and stakeholder relationships Risk Management: 2:44 - Risk management linked to internal controls 2:49 - Importance of internal control systems 2:56 - Corporate reporting issues (Integrated and sustainability reports) 3:02 - Examples – audit schemes, integrated reports Key Business Functions in Implementation: 3:21 - IT department’s role in strategy 3:27 - Marketing department considerations 3:33 - E-procurement and supply chain management 3:45 - Supplier relationship focus 3:51 - Talent management and HR focus 3:56 - Information technology’s impact Syllabus Overview: 4:07 - General syllabus understanding 4:27 - Importance of strategic analysis Strategic Analysis Breakdown: 4:35 - Analyze business position before making choices 4:43 - Stage 1 – Strategic analysis phase 4:48 - Two areas in strategy setup 4:53 - Audit current position (SWOT) 4:59 - SWOT 5:11 - Internal business audit focus Internal Analysis: 5:16 – Focus on internal resources and competencies 5:21 – Evaluate available resources (staff, materials) 5:32 – Competency as a strategic asset 5:39 – Combining resources and competencies = Strategic capability 5:53 – Beating competitors = Competitive advantage 5:59 – Analyzing business competitive advantage 6:14 – Find resources and competencies to sustain advantage 6:22 – ACCA RIN model for competitive advantage 6:46 – RIN = Value, Rarity, Imitability, and Non-substitutability 7:01 – Achieve competitive advantage through cost leadership 7:09 – Product differentiation and unique offerings 7:15 – Lock-in strategy – Becoming industry standard (Microsoft example) Value Chain Analysis: 7:53 – Porter's Value Chain – Primary vs. Secondary activities 8:07 – Primary activities: Marketing, sales, and after-sales services 8:32 – Secondary activities: HR, technology, infrastructure 8:40 – Staff and operational efficiency assessment Pricing and Value Relationship: 8:58 – Strategic clock – Linking product value to pricing External Analysis (Opportunities & Threats): 9:43 – Analyze external environment (macro and micro) 9:50 – Micro environment – Industry profitability focus 10:03 – Use Porter's Five Forces for profitability assessment 10:16 – Porter’s Five Forces (CCCSS: Competitors, Customers, Suppliers, Substitutes) Macro Environment Analysis: 10:48 – Use PESTEL model (Political, Economic, Social, Tech, Environmental, Legal) International Expansion: 11:30 – Porter’s Diamond Model 12:52 – Drift stages (Little market change → Misaligned response → Revenue decline) Avoiding Strategic Drift: 14:13 – Build a learning organization 15:02 – Scenario Planning: Corporate Strategy: 15:48 – Corporate strategy at group level BCG Matrix: 18:11 – Boston Consulting Group (BCG) Matrix for subsidiaries Strategic Choices: 20:06 – Turn business into a cash cow (growth strategies) 20:12 – Increase marketing for Question Mark products 20:26 – Divest failing products Growth Directions (Ansoff Matrix): 21:03 – Growth directions: Market penetration, development, and diversification Growth Methods: 23:33 – Organic growth, M&A, strategic alliances 24:07 – M&A to bypass entry barriers 24:18 – Alliances and licensing for shared growth International Expansion Methods: 25:32 – Exporting, overseas production, joint ventures 26:27 – International business models (Global, Transnational, Multinational) Strategic Evaluation (SFA Test): 29:52 – Suitability, Feasibility, Acceptability (SFA) Test 30:13 – Strengths, Weaknesses, Opportunities, Threats (SWOT) 30:49 – Assess risk from stakeholders (Mendelow’s Matrix) Implementation (Project Management): 32:35 – Implementation through project management 33:16 – Project cycle – Initiation, planning, execution, closure 34:09 – Project initiation – Business case and risks 35:22 – Closure – Post-project review Stakeholder Management: 38:00 – Key stakeholders – Project sponsor and manager 39:26 – Sponsor’s strategic role vs. Project manager’s operational role Change Management: 41:06 – Types of change: Incremental, Evolutionary, Reconstruction, Revolutionary Change Success Factors: 44:23 – PRIDE ACC model (Pressure, Resources, Innovation, Decision, Execution) Process Management: 46:37 – Harmon’s Process Matrix 48:25 – Redesign options