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Summary Strategic business leader summarise note in mind map

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This is a all you need to know SBL knowledge put in mind map form. Relevant information is provided by Sunway TES, a platinum acca education provider which has higher student pass rate than global pass rate, This document covers: - all relevant section that has models and need to know knowledg...

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  • March 18, 2023
  • 5
  • 2022/2023
  • Summary
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Principles
1.
Agency theory 2. Stakeholder analysis 2
corporate citizenship,
biz
3
I clarify ofissue t
<def: Social
responsibility 1.
Minimising
harm
social responsibility the
b performance



in
considerate
corporate citizenship organi 2max benefit
relationship between ↑
ethical behaviour reputation & SH
re
to
commnitment in


space
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i
various a
Stakeholder
maping
in business
culture
strategy, operations Interest units.
I
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engage
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1.
Compensate as




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keep creation
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effort




I
Power
make sustainable decision trust
AgentFiduciary
-


I
keep key gray here allocation


C
satisfied players new-stand -
resource

employed at
representAgency cost

responsibilityfor impact stayoffersascogisobse
2. Equivalentview -
all stakeholder
equal
1 organisational 2. Governance
3.
Businesse
u
A risk management
overview ironmentterral
CSR -> take

In
Principal Agent's
of action environment 3.Extended A cost -> v 6
Duties
monitoring
expenditual
+ bonding
expenditure
back to
on

community.
&
society view

freedom
& Risk
Philanthrop'
give
Social
behald
1.
rights Strategy opp ↓
-

5.
content of
as ->
IR
1. Acton + 2. Civil
rights
-



by 3rd Party alloc
W
ethical
resource


authority -vote/hold X ↓
2. Actwithin Residual econlega 3.Political
right 6. Performanc of Financial
office 8. Basis

dutyw
appropriate 7 Outlook
I
c
3. in
act loss
achieve presentation
intellectual
care a
diligence solve 1. Incentives o Types of

4. Avoid conflic of personal interest 2.
Monitoring ↓
5. Promttyhand over monies Social
relationship
6. minimise inefficiencies a financial
losses from misscom a disagreement Remuneration Commitee

B. Governance
7. achine
goal conqurence 1. Only NED -




may Independent

2. Chairman X chair RC
Risk
management Committee

annual report
I *PED
3.Disclose in 1. S members


3. Governance non-directors
scope Andit committee
approaches Approve
trattekmgut
a 2.

1. NC -


Identify
Institutional Investors
nomination commitee shareholder -

appoint Overall
beltin will be monitoredin
invest
that
Howthycompliance R Board comp
on

song At least 3 NED
&
2.
chairman
Responsibility CGC 1. INED chaired by
I meeting
v

e

their 2. Structure a balance financial knowledge. Effective Bo
1.
Policy discharge responsibility r
-
-




The Board of

minimiseconflictofInferent
2. monitor performanc
3. Succession Planning 5. 1. Balance
Directors 2. Atleast
3.
Intervening INED
4. Evaluate impact
↳sma
5. Report back to owner

e Chairman & CEO E 3. Diversified
Good CG
Role in
promoting support, CEO 4. RTAT
1. Promote
long term prospects Chairman
Board Run business

wellbeing
Run
2. monitor invested to
of
-
outside dir
3. maintain Financial &
operational effeciencies To avoid unfettered

power
power
at decision
in turbulenttimes
4. Rock of
stability 2
abuse

of power
ED
task not
neglected
Split Split
X
1.
Day to day 1.
1.
Accountability
1. Unity
2. 2.

, Poter's five forces 3. Competitive forces
2. Environmental issue
1. Concept of strategy Threatof
Scenario
planning assess the distantfutureable senate
substitute Ind
mission purpose/basic function I objective statistical

Supplier
guiding principles/beliefs
techniques

subjective feelings Competitive
values
debate process
create as
many
possible
scenarios
power Rivalry Buyer power
3 step
as


Vision It target
1. I impact, uncertaintyfactors
Goals general target 2.
potential best, worst2 neutral outcome.
Threats of
new entrants
objectives SMART taht 3. Plausible Senario


plan macroenvironment ↳ debate potential steps:1. Idently organisation
strategy long for
Change: Political Diamand (nation)
strategis 2 outcome
2.
Idently industry
Potter's marke
Strategic ca Resource a competence Icurrent&
potential Economic Basic advance (sustain) forces who
3.5 they are

need to persue strategy. 2.
threat potential/new entrants entry barriers
Similar ne
ocio-cultural 1.


For
a
opp

I
-




condition-nts/resources
But:

3. Response echnological 2. substitute -


strong/weaks, 1.
Geog
make small I concentration of buyers
power? -
Corporate Ecological conclusion 3. buyers -




↓ 2 volume 2.Beha
Levels
Demand
I


is fragmentationitching
lul
Legal 4. Supplier
-


power?
Related
of
strategy Business condition
s I
2
compete I
5 rivals intensity
3.
Dem
supporting
-




Functional
lul industry
support
of industry 15. Backward
integration
4.
Ps
C.
I




strategy,
Strategy
threat.
7
1.
Identify prim
2. Weakness /
~ structure d L
3.How to en

Arvaty matrix dif

Gov a
rivalry
Group matrix/
Business Re e
x Reason
Y2-Y1 mkt rew
x 100
Boston
Consulting
YI mktrew
Boston Box
7
>15% high
=
1.
Efficiency
· 35% 4 =



2. Underutilised managerial capabilities

mkt share
Criterias 3.4 mkt
high low pur
1. Profitable 4. Response -> threat
Min star Question marks ↑
high Operate
in
2. in
r 5. Grow mit



I
low Cash COW Hold
Dogs Disinei growth mikt
6. Expectation of stakeholders.
Clues:

1. multiple business/ ↑ &



-
units 1.Diversification
producta new dem
2. mktshare 2 mk

growth be cal
the balanc -> new

Managing
can

3.
Portfolio Matrix
sector folio
machinery Public
↑ efficiency
of corporate 2. Int
manpower
collection businessproductsare
Privatise of
effectively

serve
-




4. Internal resource, capabilities -

-
Qof workforce
↑ high Low ↑ Co
corporate (u)
Meat Gm
need
of culture Public
organisation
2
Public Sector star Political hot box
competences an anay make up [structur high




->
support funding
a
-




framework
2




Goldenfleece
attractiveness low Back drawer is

the
S
has bon framework ↓ ↓
Resource:oryn
↓ withdraw


Competence:orgn does
value
Poter's chain
bets materials Importantchapter
Strenght
Mar
raw mater:als
a costPrice-basedener
Competence Capabilities
-




= ->
product
Resource
-
materials 5.
supplier
productatthe Strategic Choices
-
X


weakness
many cost-based Diffenciationed-based 1. Bases
Broad E

-

-




scope Cost-leadership Broad differencration of competition
adirections
Resources Competence narrow scope costfocus Differentiation focus m
↓) ↓ ↓ 4
IvI
-

few product
IN
volume
Threshold I4
-




VERY VERY
I-large mkt ↓ Business 33.

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