buiness unit 3 part 1 Flashcards

1
Q

what is a pie chart

A

a pie chart is a circular chart that is split into sectors that show the percentage or the relative value of different categories of data

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2
Q

what does it show?

A

it does give a good visual representation of the relative sizes or shares of a whole that can make the different categories of data easier to compare than if the same data was presented in a table

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3
Q

what can it be used to show

A

-market income
-market share for products or something more specific such as the sales revenue for different types of pizza sold by a pizza chain.

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4
Q

what are the disadvantages of using a pie chart?

A

pie charts do not give very detailed information, they only give an overall picture of the information presented.
-They are also not effective for showing increases or decreases of proportion over times as trend are not shown and data cannot be extrapolated.
-they also do not show casual relationship such as the impact of advertising spend on sales revenue, meaning that additional information would be needed t support data presented in pie charts.

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5
Q

what are the advantages of using a pie chart?

A

they could help businesses to make decisions for example if the sales of a specific pizza with a mushroom tuna and pineapple topping had proportionate fewer sales than any other pizza that a business was selling, then they could consider withdrawing the product or promoting it more.
- it does also summarise a large set of data in a visual format
-a lot simpler than other types of graphs
-does display multiple data

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6
Q

what is a bar chart?

A

a bar chart is another visual way of presenting data. data is usually grouped into categories using rectangular bars with the heigh of the bar representing the frequency for the category.
-bars could be presented vertically or horizontally
-one axis would show the categories compared and the other would show the frequency.

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7
Q

what are the advantages?

A

would allow the data to be presented in a clear format.
-are useful to summarise a large amount of data in a visual format
-all key values could be highlighted quickly and they are used throughout the business to show financial data

summarize a large data set in visual form.
clarify trends better than do tables.
estimate key values at a glance.

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8
Q

what are the disadvantages of using a bar chart?

A
  • could oversimplify data and further explanations could be needed to give an accurate analysis of data.
    -data could also be manipulated to show false results and patterns.
    -do fail to reveal key assumptions
    -would require additional information
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9
Q

what is a histogram?

A

a graphical display of data using bars of different heights. Histograms do show qualitative data unlike bar charts. the data in a histogram is continuous so there are no gaps between the bars which represent the different intervals.

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10
Q

what is in a histogram?

A

area of each bar is proportional to the frequency for each interval. both x axis and y axis do have a scale. in the bar chart the heigh of the bar does indicate the frequency of the category and only the y axis has a numerical scale.

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11
Q

what are the advantages of using a histogram?

A

does show the shape of the distribution for a large set of data.
- are very good when displaying data that had chronological categories or numerical groupings.
-could also help depict large differences in the shape or symmetry of the data collected.

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12
Q

what are the disadvantages of using a histogram

A
  • cannot be used for exact values as the data is grouped into intervals.
    -effectiveness of data does decrease when the range of data is too wide.
  • data is perhaps less meaningful if the groups are very large
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13
Q

what is a index number?

A
  • it is a data figure that does reflect changes in price or quantity. index numbers would enable users to quickly assess changes in a series of data
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14
Q

how is an index number calculated what is the formula?

A

a base data value for a specific time is chosen and that is given an index number of 100. subsequent and previous data to the base value can then be converted into index number format.

index number = {value in year b(comparison year)} / value in year a (base year) x 100

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15
Q

what is the formula for income elsacity of demand?

A

income elasticity of demand = % change in quantity demanded/ % change in income

percentage change = old- new/ old x 100

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16
Q

generally real income increasing over time leading to increased wealth and rising demand for most, but not all good and services. Normally as people get richer, they do consume more driving up demand for many good and services

A
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17
Q

what is normal good elastic?

A

(number is greater than 1) positive and high
it would mean that a change in come does cause a more than proportional change in the quantity demanded.
-would resulting in applying to luxury good and services. for example if consumer income decreases then this could result in a fall in cruise holidays or designer handbags.

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18
Q

what is a normal good?

A

a normal good is inelastic (the number is between 0 and 1). it would mean that a change in come cause a less than proportional change in demand. this would usually be true for necessity good/ services.
-for example fruit and veg

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19
Q

what is an inferior good?

A

an inferior good is where the number is negative. it would mean that as income does increase, demand would fall and vice versa. example does include own branded goods and public transport.

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20
Q

what would happen if a business is producing inferior goods, with a negative yed?

A

demand would increase during period of recessions and economic downturn.
-retailers could be advertise their value products. it could be found to attract customers trying to survive on a tight budget.
-if a business does produce an inferior good and economic growth in the long term is positive, they should consider diversifying into producing normal goods.

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21
Q

what does it mean if a business is producing a luxury good, goods with a yes above 1 ( positive and high). and the income is elastic.

A

-would mean that demand would be sensitive to change in come.
- all high economic growth could lead to a boom in sales but the business should be aware that this boom in sales could core crash to an end if the economy did go into a recession.
-all businesses should be nervous about overstretching themselves. they could also be a case to diversify.

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22
Q

what is sales forecasting?

A

A sales forecast is an expression of expected sales revenue. A sales forecast estimates how much your company plans to sell within a certain time period (like quarter or year). The best sales forecasts do this with a high degree of accuracy.

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23
Q

what other parts of the business does sales forecast plan the basis of?

A

human resource plan
production/ capacity plan
break even analysis
profit forecasts and budgets
part of regular competitor analysis and helps to focus on market research
product life cycle

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24
Q

what are the factors that do affect the accuracy and reliability of sales forecasts? sales forecasting does require a subjective judgement about an uncertain future.

A

consumer trends, if a trend does suddenly emerge sales would increase and sales forecasting would change as there would be a dramatic upward trend in sales.
- however trend are unpredictable and they could suddenly decline or go away for a period of time leading to a dramatic change in sales.
-predication’s could not always be accurate sales forecasting over 3+ years could change a lot over time it would be hard to predict whether sales would change or not as trends could emerge

economic variable could impact sales forecasting by average income, yed, inflation, recession. change in the cost of living can impact as people income decreases sales forecasting would also decrease as less people are in a position to afford products.
- factors such as unemployment growth, trade laws e.g. tariffs, interest rates, exchange rates.

if people income does increase then sales forecasting could also change as more people culd afford products.

competitor actions
competitors could change in the marketing mix.
new disruptors
competitors going under could help
merges and take overs

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25
Q

where could sales forecasting be inaccurate?

A

business is a new start up
market subject to disruption from technological change
demand is sensitive to change in price and income (elascity)
product is a fashion item
significant change in market share
management have demonstrated poor sales forecasting ability in the past

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26
Q

sales forecasting qualitative methods. what is that?

A

they would make use of judgements and opinions

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27
Q

what is hunch?

A

could be described as an educated guess.

-forecast based on hunch would be likely to be influenced by the experience of the forecaster, perhaps influenced by market research or from discussions that he or she has had with other in the market.
-experienced marketing manager with alot of year experience would have strong insights into the sales prospects for individual products, business units and so on.
-starting point is the previous year or period data.
-advatages of using hunch

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28
Q

what is the Delphi method?

A

would involve getting a group of market experts to provide an opinion on the forecasting task, e.g to estimate future sales growth in a market.
method would involve a series of steps where the experts does give a confidential opinion on the task and then revise their forecasts based on the submission of each experts to the group.
-aim is to reach a consensus forecast.

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29
Q

Delphi technique does use expert opinion to predict the future what are its advantages?

A

experts could reconsider their judgements after reading feedback from other members of the expert group.
it is flexible enough to be used in a variety of situations and be applied to a range of complex problems.
precipitant’s have time to think through their ideas leading to a better quality of response.
- it would then create a record of the expert groups responses and ideas which could be used when needed.

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30
Q

what are the disadvantages of using the Delphi technique

A

-does all depend on the content and the structure of the questionnaires.
-would assume that experts are willing to come to a consensus and allow their opinions to be altered by the views of other experts
-expert panels do often loose members because of boredom, and disillusionment with the process.
-monetary payments to the experts could lead to bias in the result of the study.
-method would be more than likely to require a substantial length of time to complete and could be costly in terms of the researchers time.

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31
Q

what is brainstorming?

A

-they will get together employees who have experience of the market and bounce ideas of each other in order to determine their collective best estimate of what is likely to happen in the future.
-use could be made of previsions cycles of similar products.

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32
Q

what are is sales forecasting qualitative advantages?

A
  • dealing with wide issues than just numbers, such as forecasting where there could be a shift in popularity from mountain bikes to road bikes.
    advantages
  • would involve people knowledge of the market and uses their intuition and hunches. which could provide a greater insight into future trends than statistical data.
  • it could also consider known future conditions.
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33
Q

what are the disadvantages of using sales forecasting?

A

-would involve people perception of what could happen, which could be biased to further their own ends.
-often experts do disagree completely.

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34
Q

quantitative methods, are used when historical data is available. different models could be sued to forecast future events. they do rely heavily on data and on objective. what are the different methods that could be used?

A
  • time series analysis would use evidence from past sales record to predict future sales pattterns. business could look at its sales over the last few year and work out what is happening.
    -figures could reveal a upward trend that is encouraging, or a downward trend that is worrying.
    -in reality sales are likely to have fluctuated both up and down over a period of time.
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35
Q

there are several methods of time series analysis that could be used what are they?

A

seasonal analysis,
sales are measured monthly or weekly to examine the seasonality of demand.
for example the sales of ice cream would be a lot higher in the warmer seasons.

trend analysis it would focus on long term data that has been collected over a number of year. the objective would be to determine the general trend of sales rising falling or stagnant.

cycle analysis, long term figures are used but now objective would be to examine the relationship between demand levels and economic activity. for example by asking the question what is the relationship between demand for the products or products and the stage in the economic or business cycle.

random factor analysis
it does attempt to explain how unusual or extreme sales figures occur. for example if sales of ice cream does double for a two week period could it be explained by weather conditions. It does attempt to provide explanations for unusual or abnormal sales activity.

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36
Q

how do you calculate a three month moving average?

A

take three adjacent figures for each month and divide by three.

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37
Q

what are the advantages to a company that is using a three-point moving average?

A

-would help the business to plan
-could help the financial planning, including cash flow management
-would help with the production planning e.g. ordering in the correct number of raw materials.
-human resources planning, getting the right number and type of staff in the job that are needed.
-it could motivate managers to reach targets

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38
Q

what are the disadvantages of using a three point moving average?

A

-it does use information from the past and does not consider what could happen in the future (such as compeitor launching a new product or if the economy could go into recessions, supplies of raw material could be disrupted).
-it could be only useful when sales have been stable with then no major upsets.
- it is only accurate as the information collected
-it does assume that consumers would maintain their buying habits. a new business or company could emerge that does offer the same or better products causing sales forecasting to change and therefore the three point average.
- does no account for qualitative issues.

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39
Q

what is depreciation?

A

depreciation is the wearing out, using up or other reduction in the useful economic life of a fixed asset whether arising from use, passing of time or absolence through either change in technology or demand for goods and services produced by the asset.

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40
Q

what does depreciation involve?

A

it does involve allocating the cost of the fixed asset over its useful life. to calculate depreciation charge for an accounting period factors such as
-the cost of the fixed asset
-the estimated useful life of the asset
-the estimated residual value of the asset
are all relevant

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41
Q

what is the useuful life of a fixed asset?

A

an asset could be seen as having an economic (useful) and physical life.
-a lot of fixed assets would suffer physical deterioration through usage and the passage of time.
-despite care and maintenance could be seen as extending its physical life it would eventually reach a condition where the benefits had been exhausted.
- a business could however not wish to keep an asset until the ends of its physical life, there may be a point when it become uneconomic to continue the use of the asset.
- economic life of the asset would be determined by factors such as technological process and change in demand.

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42
Q

what is the residual value of the fixed asset?

A

at the end of the useful life of a fixed asset the business would dispose of it, and any residual from the disposal will represent its residual value.

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43
Q

what is the calculation for depreciation?

A

depreciation = original cost - residual value/ expected life (years)

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44
Q

how do you work out the net book value?

A

net book value = original cost - depreciation
the resultant figure would tell a business how much value the product does depreciate by each year. the business could then work out the net book value of an asset by

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45
Q

what are the advantages of depreciation?

A

-over time machines do become won out and obsolete. if they were valued in the company books at their cost price it would have put a false picture of their true worth and it would cause the business in general to be overvalued.
if it was known that the business was window dressing its accountants in such a way that it would affect the company’s reputation and could affect their ability to borrow money.
by depreciating the value of their machinery the company is in a better position to appreciate its real value and
there is also a legal requirement to devalue fixed assets in order to reflect their true worth.

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46
Q

what is the gross profit margin?

A

gross profit margin is the percentage of revenue that is turned into gross profit.

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47
Q

what does it indicate?

A

it would indicate how effectively a company is at turning their revenue into gross profit.

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48
Q

what is the net profit margin?

A

net profit margin is the percentage of revenue that is turned into net profit

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49
Q

what does indicate?

A

how effectively a company is at turning their revenue into net profit

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50
Q

how could net profit/ gross profit margin be changed reduced, or improved? and what has caused the potential movement?

A

a change in expenses or a change in revenue could cause the movement. More expensive cost of sales could cause a decline in revenue.

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51
Q

how do you calculate gross profit margin?

A

gross profit/ sales revenue x 100

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52
Q

how do you calculate the net profit margin?

A

net profit/ sales revenue x 100

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53
Q

what is return on capital employed?

A

it does tell us what returns (profits) the business has made on the resources available to it (investment)

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54
Q

how do you calculate roce?

A

net profit/ capital employed x 100

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55
Q

how could you improve roce?

A

you could either
-improve operating profit without increasing in capital employed
-maintain operating profit but reduce the value of capital employed

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56
Q

what is current ratio?

A

current ratio does indicate whether the business could pay debts due within on year out of the current assets. the current ratio does reveal how much cover the business has for every £1 that is owned by the firm.

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57
Q

how is current ratio calculated?

A

current ratio = current assets/ current liabilities
answer is X: 1

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58
Q

what is an ideal current ratio, and what does it suggest?

A

an current ratio of 1.5-2.0 is encouraging it would suggest that the businesses has enough cash to be able to pay its debts but not too much finance tied up in current assets that could be re invested or distributed to shareholders.

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59
Q

what does a low current ratio suggest and what is a low current ratio?

A

a low current ratio does suggest that the business is not well placed to pay its debts, it could need to raise extra finance, extend it time it takes to pay creditors.

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60
Q

why should a business not be fussed about a current ratio?

A

no such thing as an ideal current ratio. all different business and industries work with different levels of cover. however a ratio of less than one is often a cause for concern particularly if its persist for any length of time.

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61
Q

how could a current ratio in a business be improved?

A

would need to turn short term debt into long term debt.

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62
Q

what is acid test ratio?

A

acid test ratio adjust the current ratio to remvoe the value of stocks from the current assets total-stocks are assumed to be the most illiquid part of current assets it is harder to turn them into cash quickly.

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63
Q

how do you calculate acid test ratio?

A

acid test ratio = current assets - stocks/ current liabilities

answer is always to X:1

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64
Q

what is a good acid test rash and would does it indicate in a business?

A

an acid test ratio of over 1.0 is generally good news the business should be able to pay its debts even if it cannot turn stocks into cash. however the value of stocks a business does need to hold would vary considerably from industry to industry. e.g a supermarket would have very poor atr and high creditors, but creditors would not worry about large businesses like these not paying their debts.

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65
Q

what is gearing ratio?

A

gearing is the proportion of finance that is provided by debt relative to the finance provided by equity ( or shareholders).

it is a measure of liquidity but does also focus on the long term financial stability of a business

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66
Q

what is considered a good level of gearing in a business?

A

the higher the level of borrowing the higher risks there are to the business. a business with a gearing ratio of more than 50% would traditionally said to be highly geared.
something between 25-50% would be considered normal for a well established business that would be happy to finance its activities using debt.

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67
Q

why is not necessarily a bad thing to have a high gearing ratio however?

A

financing a business through long term debt is not necessarily a bad thing. long term debt is normally cheap and it does reduce the amount that shareholders do have to invest in a business.

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68
Q

how can gearing be reduced?

A

gearing could be reduced by
issuing more share capital
repay long term loan
retain more profit and don’t pay dividends

A mature business that does produce strong and reliable cash flows could handle a much higher level of borrowing than a business where the cash flows are unpredictable and uncertain.

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69
Q

how could gearing be increased?

A

could
-borrow to fund growth
-turn short term debt into long term debt
-buying back shares

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70
Q

what is a fixed asset?

A

a fixed asset is a asset of a business that is intended for continuing use rather than a short term temporary current asset such as stock. example of fixed asset would include land and buildings, plant and machinery, fixtures and fittings, motor vehicles and IT equipment.

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71
Q

what is a current asset?

A

Current assets are the assets a business owns which are either cash, cash equivalents, or are expected to be turned into cash during the next twelve months.

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72
Q

what is a long term liabilities?

A

Long-term liabilities are the monies the business has borrowed for a period of more than a year – mainly bank loans.

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73
Q

what is share capital?

A

Share capital is the money invested in the business by the owner

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74
Q

what is a current liabilities?

A

Current liabilities are what the business owes in the short run

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75
Q

what is a creditor?

A

Creditors – money owed by the business in the short term (suppliers who are owed money by the business are known as “trade creditors”).

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76
Q

what is stock?

A

Stocks – finished goods, work in progress and raw materials (note: you may also see stocks called “inventories”).

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77
Q

what is shareholder funds?

A

Shareholder funds are the share capital and reserves added together.

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78
Q

what is capital?

A

Capital is the amount of long-term money put into the business to buy assets. Main forms of capital: owner’s money (share capital) and long term bank loans.

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79
Q

what is window dressing?

A

window dressing is the legal method of manipulating accounts to present a financial picture which is to the benefit of the business and improves the appearance of the company’s financial statements.

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80
Q

where is it used or where is it particularly common?

A

it is common when a business had a lot of shareholders so the management can give the appearance of a well run company to investors that probably do not have much day to day contact with the business.
-could be used when a company want to impress a lender in order to qualify for a loan.
- or if a business is closely held the owners would be usually better informed about company results, no reasons for anyone to apply window dressing to financial statements.

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81
Q

why is window dressing used?

A

-to attract investments
-to please shareholders
-to make it easier to sell the business

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82
Q

what are the ways that a business could window dress?

A

cash -postppone paying suppliers so that the period end cash balance does appear higher than its should be
sales- sales manipulation offering commission to sales staff recording sales as revenue early
fixed assets -undervaluing the cost of depreciation
fixed assets -revaluing any fixed assets e.g property
fixed assets- sell off those fixed assets with large amounts of accumulated depreciation associated with them , so the net book value of the remaining asset does appear to indicate a relatively new cluster of assets.
expenses- would reduce any unnecessary costs e.g. withhold supplier expenses, so that they are recorded in a later period
sales, would allow future predicted inflation
current assets, boosting liquidty e.g sales and lease back
current assets/ creditors running just in time stock control
short term solutions hiding long term problems

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83
Q

what are the problems with window dressing?

A
  • all accounts are unreliable (evaluation) trust issues, pr disasters
    -operational difficulties cut back trade credit
    -could be unable to sell an overvalued asset
    -inflation could be different to predications
    -all short-term solutions possibly hiding long term problems
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84
Q

what is a potential non financial method of performance?

A

market share
- would outline the dominance a business has in the market.
- business could have set objective to increase market share by a certain percentage (e.g 10% over 5 yers)
- the greater the market share does mean that the business could influence the market rather than having to follow others.

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85
Q

what is another non financial method of performance?

A

sales targets
-increasing sales does not neccesarily mean greater profit however it is an indicator of a growing business and does go hand in hand with icnreasing market share
- a business which is entering a new market/ diversifying could have sales targets as their number one objective to ensure that they build up a strong customer base
- sales equals to cash inflow

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86
Q

what is another non financial method of performance

A

-increasing productivity does mean that a business is using up there resources more efficiently.
-should result in falling average costs and improve quality
-employees would be motivated and satisfied within their jobs.
-productivity is also a useful way of analysing whether or not new investment into capital equipment or training have worked.

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87
Q

what was another non financial method of performance?

A

environmental impact
-is the business controlling their externalities?
- if not then this could then impact upon the consumer perception of the company’s ethics.
-does the company have strategy in place?
-how are they affected by government regulation?

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88
Q

what is another non Finacial method of performance?

A

surely a succesufl business is one that does meet the needs and want of their customer.
- a customer could be a paying customer supplier, a retailer or a wholesaler depending on the market analysed.
-all staff training and development would usually result in improved customer service.
-investments into new technology, the use of tqm methods and the continual market research should all help to improve the quality of the products sold.

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89
Q

what are the advantages of the Delphi technique?

A

advantages include
experts can reconsider their judgements after reading feedback from other embers of the expert group
it is flexible enough to be used in a variety of situations and be applied to a range of complex problems
pacipitants have time to think through their ideas leading to a better quality of response
the Delphi method does create a record of the expert groups responses and ideas which can be used when needed

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90
Q

what are the disadvantages of using the Delphi method

A
  • it does assume that experts are willing to come to a consensus and allow their opinions to be altered by the views of other experts
    -monetary payments to the exerts may lead to a bias in the results of the study
    the method would more than likely require a substantial period of time to complete and could be costly in terms of the researchers time.
    expert panel would often loose embers because of boredom and disillusionment with the process.
    all does depend on the content and structure of the questionaries
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91
Q

what are the advantages of budgeting?

A
  • a means of controlling income and expenditure
    -regulate the spending of money and highlight losses, waste and efficiency.
    -act as a review and allow time for corrective action to take place
    -they allow delegation without loss of control- subordinates can be set their own targets
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92
Q

what are the advantages of budgeting?

A

-they help in the coordination of a business and improve communications between different sections of the business.
- budgets provide clear targets to be set and should help employees to focus on costs
-can act as a motivator for staff if budget is met.

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93
Q

what are the cons of budgeting?

A

-they can be time consuming for mangers in small business especially for those who are not particularly numerate.
-some peroneal can resent having to meet budget targets that they have had no part in constructing. poor motivation and missed targets can result.
-if the actual figures are very different from the budgeted ones the budget can loose its significance.

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94
Q

what are the cons of budgeting?

A

-the budget must not be too flexible as business opportunities might be missed.
-poorly constructed budgets can lead to poor decision making.

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95
Q

what is a budget variance?

A

a variance is any unplanned change from the budgeted figure, they occur when an actual figure for sales or expenditure differs from the budgeted figure. variance can be favourable or adverse.

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96
Q

what is a favourable variance exists?

A

when the difference between the actual and budgeted figures will result in the business enjoying higher profits than shown in the budget for example when
-expenditure is less than expected
revenues are higher than expected

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97
Q

what is an adverse variance?

A

it does occur when the difference between the figures in the budget and the actual figures will lead to the business profit being lower than planned for example when
-expenditure is higher than expected
-revenues are lower than expected

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98
Q

what is a zero budget?

A

-does involve mangers starting with a clean sheet where they must justify all expenditure

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99
Q

what does zero budgets do?

A

-it improves control
-help with the allocation of resources
-limits the tendency for budgets to increase annually with no real justification for the increase
-reduced unnecessary costs
-motivate mangers to look at alternative options.

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100
Q

what are the reasons for change in the favourable variances?

A

-an effective bonus scheme for salesman
-a successful advertising campaign
-favourable weather
-the demise of a competitor

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101
Q

what is the reasons for change in the variances in adverse sales variance?

A

-the successful activities of competitors
-they may have lost an important contract
-ineffective advertising
-logistical problems that meant the stock did not arrive with the customer on time.
-bad weather
-general economic conditions (recessions)
-changes in consumer tastes

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102
Q

what has favourable cost variances been caused by in factors

A

-workers may have been better trained/ motivated leading to improved labour productivity.
-reduced costs of imported components due to a strengthening of sterling
-raw material costs have fallen

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103
Q

why had adverse cos variance change, what factors have changed it?

A

-a strike by workers
-bad weather in the growing region for crops such as sugar or coffee
-a devaluation of sterling
-unexpected price rises from suppliers

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104
Q

what is a budget?

A

a financial plan for the future concerning the revenues and costs of a business.
-is a financial plan
-sets out financial targets
-is expressed in money
-contains agree plan for action over a given period expressed in numerical terms

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105
Q

what is budgetary control?

A
  • the process by which financial control is excersied within an organisation
    -budgets for income/ revenue and expenditure are prepared in advance and then compared with actual performance to establish any variances.
    -mangers are responsible for controllable costs within their budgets and are required to take remedial action if the adverse variances are regarded as excessive.
106
Q

what can management use budget to do?

A

-establish priorities and set targets
-turn objectives into practical reality
-provide direction and co ordination
-assign responsibilities
-allocate resources
-communicate targets

107
Q

what can management use budget to do?

A

-delegate without loss of control
-motivate staff
-improve efficiency
-forecast outcomes
-monitor performance
-control income and expenditure

108
Q

what are the pricples of good budgetary control?

A

-managerial responsibilities are clearly defined
-managers have a resposibility to adhere to their budgets
-performance is monitored against the budget

109
Q

what are the pricples of good budgetary control?

A

-corrective action is taken if results do differ significantly from the budget
-unaccounted for variances are investigated
-departure from budgets are permitted only after approval from senior management.

110
Q

what are the approaches to budgeting?

A

historical budgeting
-use last year figures as the basis of the budget
-realistic in that it is based on actual results
-however circumstances could have changed e.g new product, lost customers, credit cruch)
-does not encourage efficiency

111
Q

what was the approach to zero budgeting

A

-budgeted costs and revenues are set to zero
-budget is based on new products for sales and costs i.e built from the bottom up
-make budgeting more complicated and time consuming, but potentially more realistic

112
Q

management by exception

A

-focusing on activities that require attention, not those that are running smoothly
-budget control and analysis of variance facitlites management by exception since it highlights areas of the business which deviate from predetermined standards.
-items of income or spending that show no or small variances require no action. instead concentrate on items showing a large adverse variance.

113
Q

what is a variance?

A

a variance does arise when there is a difference between actual and budget figures, it could be favourable (positive) or adverse (unfavourable worse than expected)

114
Q

what is the diffrent types of variances?

A

favourable -actual figures are better than the budgeted figure
-costs lower than expected, revenues/ profits are higher than expected
adverse actual figures worse than budgeted figure
-costs higher than expected

revenues/ profits lower than expected

115
Q

do variances mater? it depends on

A

was it foreseen?
was it foreseeable?
size
-absolute size in money terms
-relative size in percentage terms
cause
and whether it is a temporary problem or the result of a long term trend

116
Q

what do you do about a variance?

A

act only if the variance is outside an agree margin don’t waste time
investigate the cause of a significant variance
was it avoidable or unavoidable
act to remedy the problem if appropriate

117
Q

what is a point to Remember about an adverse variance?

A

an adverse variance could be a result of something that is good that has happened within the business, for example higher production costs than budget (adverse variance) that occur because sales are significantly higher than the budget (favourable budget)

118
Q

what is the problem and limitations of budgets?

A

-are only as good as the data being used
-can lead to inflexibility in decision making
-need to be changed as circumstances change
-take time to complete and mange
-could result in short term decisions to keep within the budget rather than the right long term decision which exceeds the budget.

119
Q

what are the type of decision making models?

A

strategic by senior management
tactical by middle management
operational by junior management

120
Q

what is a strategic decision?

A

are long term and will affect the direct that the business takes. these decision would affect the entire business and would be made by the owners or senior management.
strategic decisions are often complex and may result in major organisational change internal to the business or in the market, or in the new markets they operate in.
all strategic decisions would involve a large financial commitment in order to carry out the decision. it could take a few years and a few million pounds to see if strategic decisions would have had the positive affect anticipated by the business.
-they could be decisions that are made by CEOs of the business, people at the tope end of the business, these decisions would affect a five year plan for example.

121
Q

what is a tactical decisions?

A

are not as far reaching as strategic decisions they tend to be medium term. they should aim to implement strategic decisions. tactical decisions are less complex than strategic decisions and are usually carried out by middle management.
tactical decisions could also be more flexible it if it failing to meet its objectives then it could be changed.
-they are seen as decisions that do help to enable business to achieve all ling term aims and objectives.
department/ functional area/ specific location

122
Q

what is an operational decision?

A

they are the day to day decisions that are made in a business. these are the lower-level decisions that would tend to be short term and have little risk. a business would have to make hundreds of operational decisions in a typical day by a range of employees as they do not need the careful thought and planning of strategic and tactical decisions. a lot of decisions at this level are routine and could be made quickly.
they are decisions that are taken in the business which do allow or the usual running of the operations of the business to take place.

123
Q

what is swot analysis?

A

a method for analysing a business its resources, and its environment. often used as part of strategic planning

124
Q

what does swot analysis look at?

A

it does often look at internal strengths, internal weaknesses, opportunities in the external environment, threats in the external environment

125
Q

what does swot analysis aim to discover?

A

what the business does better than the competition
what competitors do better
whether it is making the most of the opportunities available
how a business should respond to change in its external environment

126
Q

swot matrix

A

internal factors positive factors strengths negative factors weakness
external factors positive factors opportunities negative factors threats

127
Q

what are the internal v external?

A

strengths and weaknesses
-are internal to the business
-relate to the present situation
opportunities and threats
-are external to the business
-relate to changes in the environment which would impact the business

128
Q

what is meant by strengths in swat analysis?

A

strengths are
-things a business is good at
-a characteristic giving it an important capability
-provide a clear advantage over rivals
-distinctive competencies and resources that would help the business achieve its objectives
-strengths help to build up competitive advantage and serve as a cornerstone of strategy
-strengths should be protected and also build upon.

129
Q

what are possible strengths?

A

-market share
-economies of scale
-high quality
-leadership and management skills
-financial resources
-research and development capabilities
-technological leadership

130
Q

what are possible strengths?

A

-technological leadership
-brand reputation
-protected ip
-distribution network
-employee skills
-high productivity
-flexibility of production

131
Q

what is meant by weaknesses in swot analysis?

A

weaknesses are
-a source of competitive disadvantage
-things the business lack or does poorly
-place the business at a disadvantage
-could hinder or constrain the business in achieving its objectives
-management should seek ways to reduce or eliminate the weakness before they are exploited then by further competition.
-they should be seen as areas for improvement.

132
Q

what are the possible weaknesses?

A

-low market share
-inefficient plant
-outdated technology
-poor quality
-lack of innovation
-a weak brand name
-high costs

133
Q

what are some possible weaknesses?

A

-cash flow problems
-undifferentiated product
-inadequate distribution
-quality problems
-low productivity
-skills gap
de motivated staff

134
Q

what are the possible opportunities?

A

an opportunity is any feature of the external environment which creates positive potential for the business to achieve its objectives.

135
Q

what are possible opportunities?

A

-technological innovation
-new demand
-market growth
-demographic change
-social or lifestyle change
-government spending

136
Q

what are possible opportunities?

A

-high economic growth
-trade liberalisation
-eu enlargement
-diversification opportunity
-deregulation of the market

137
Q

what are threats?

A

threats are the any external development that could hinder or prevent the business from achieving its objectivates.

138
Q

what are possible threats?

A

-new market entrants
-change in customer tastes or needs
-demographic change
-consolidation among buyers
-new regulations

139
Q

what are some possible threats?

A

-economic downturn
-rise of low cost production abroad
-higher input prices
-new substitute products
-competitive price pressure

140
Q

what is swot analysis argued to be more than?

A

swot analysis should be more than a list

-it is an analytical attempt to support strategic decisions
-strategy should be devised around strengths and opportunities
-the key words are match and convert

141
Q

what should you match and convert?

A

you should match strengths with opportunities
you should convert weaknesses intro strengths

142
Q

how should you convert weaknesses into strengths possible examples?

A

weaknesses possible response
outdated technology- acquire competitor with leading technology
skills gap invest in training and more effective recruitment
overdependence on a single product- diversify the product portfolio by entering new markets
poor quality- invest in quality assurance
high fixed costs -examine potential for outsourcing or offshoring

143
Q

what is a mission statement?

A

a mission statement is a exercise in public relations or a key part of providing the direction that management and employees need as they go about their business

144
Q

what does a mission statement do?

A

A mission statement attempts to put into words what a business or organisation is all about. It attempts to define in a punchy, understandable phrase:
* The overriding goal of the business
* The reason for its existence
* A strategic perspective
* A vision for the future

145
Q

what are the features that make a good mission statement?

A
  • Contains a formulation of objectives that enables progress towards them to be measured
  • Differentiates the business from its competitors
  • Defines the markets or business in which the firm wants to operate
  • Is relevant to all major stakeholders - not just shareholders and managers
  • Excites, inspires, motivates & guides
146
Q

what has research found that makes an effective mission statement?

A
  • Brief
  • Flexible (able to accommodate change)
  • Business specific and distinctive
  • Effective at communicating key values
  • Realistic and achievable
  • Based on consultation
  • Supported by senior management
147
Q

what does make a mission statement not effective?

A
  • Not always supported by actions of the business
  • Often too vague and general
  • Often merely statements of the bleeding obvious
  • Often seen as a PR exercise
  • Sometimes regarded cynically by staff
  • Sometimes not a true reflection of reality
  • Not supported wholeheartedly by senior management
148
Q

what makes a good mission statement?

A
  • Helps to ensure that all stakeholders are clear on the
    purpose of the business so everyone can be focused on
    the same goals and objectives.
  • Helps with the strategic planning since this should be
    the starting point.
  • Gives some transparency for investors – they
    understand how their capital will be used.
  • Helps customers understand the ethics and objectives of a company
149
Q

where is a mission statement seen as being a crucial part of a business?

A

-seen as crucial in the strategic planning of a business organisation
-could be the foundation stone of an overall strategy and then be followed through into the development of a more specific functional strategies
-by defining a mission statement an organisation does make a clear statement of its purpose

150
Q

what are the aims and objectives of a business?

A

when someone first set up a business he she could have unstated aims or objectives for example to survive the first year. other businesses could wish to state exactly what they are aiming to do such as amazon.
an aim is where the business wants to go in the future, its goals. its a statement of purpose e.g we want to grow the business into Europe.
business objectives are the stated measurable targets of how to achieve business aims for example we want to achieve sales of £10 million in European market in 2018.

151
Q

what can business objectives give a business?

A

a objectives could give the business a clearly defined target. all plans could them be in made to achieve these targets. this could motivate employees. it would also enable the business to measure the progress towards its stated aims.

152
Q

what are the main objectives that a business could have?

A

Survival – a short term objective, probably for small business just starting out, or when a new firm enters the market or at a time of crisis.
Profit maximisation – try to make the most profit possible – most like to be the aim of the owners and shareholders.
Profit satisficing – try to make enough profit to keep the owners comfortable – probably the aim of smaller businesses whose owners do not want to work longer hours.
Sales growth – where the business tries to make as many sales as possible. This may be because the managers believe that the survival of the business depends on being large. Large businesses can also benefit from economies of scale.

153
Q

what are the smart objectives?

A

objectives should be written using the smart model to make it easier to understand and achieve

Specific objectivities should be specify what the business want to achieve. they should be clear so that all stakeholder under stand what the objective is. e.g a hotel could have an objective of filling 60% of its beds a night during October, specific to that business.

Measurable-objective should be measured to make sure the objective has been achieved. this measurement should be numeric. e.g £10000 in sales in the next half year of trading

Achievable- are the objectives achievable and attainable? and also are they agreed by all those concerned in trying to achieve the objective
There is no point in setting an unrealistic target, this can be
demotivating`

Realistic-is the business likely to achieve the objectives with the resources available

Time limited or constrained - a time scale need to be set for achieving the objectivise. e.g by the end of next year.

154
Q

what do smart objectives contain?

A

SMART objectives contain the potential to focus attention
and gain commitment from all levels within a business
to agreed performance targets. They will also encourage
teamwork, and they direct resources to where they can be most effective.

155
Q

what are long term objectives?

A

if the firms are aiming to grow in the long term they could
-invest in training their staff
-building up their brands
-expanding into new markets
-putting money into developing new products

156
Q

what are short term objectives?

A

firm that wants to maximize
profit in the short-term and is not concerned about the
long term might cut back on all the above activates. in addition it could
-make stuff redundant
-change to cheaper suppliers
-increase productivity at the expense of quality
-set a high price for maximum immediate profit
-sell assets

157
Q

what are the aims for profit organisations?

A

-survival
-profit maximisation
-sales maximisation
-growth / increase market share
-increase shareholder value
-corporate social responsibility/ environmental/ ethical
-increase productivity/ improve quality

158
Q

what are the aims for a not for profit organisation?

A

-provide services
-to avoid wasteful duplication of resources where a natural monopoly does exist such as litter collection and beach cleaning
-to control strategic industries
-to prevent exploitation by monopoly suppliers
-to help people in need, whether its age, disability poverty or illness.

159
Q

what are corporate objectives?

A

they do relate to the business as a whole. they are usually the top management of the business and they provide the focus for setting more detailed objectives for the main functional activates of the business.

160
Q

what do corporate objectives focus on?

A

-desired performance and the results of the business. it is important that corporate objectives cover a range of key areas where the business wants to achieve results rather than focus on a single objective.

161
Q

what areas should corporate objective follow for example?

A

area
market standing example market share, customer satisfaction, product range
innovation example new products, better processes, using technology.
productivity example optimum use of resources, focus on core activities
physical and financial resources example factories, business locations, financial, supplies

162
Q

what area should corporate objectivise follow for example?

A

profitability example levels of profit, rates of return on investment
management example management structure, promotion and development
employees organisation structure, employee relations
public responsibility example compliance with laws social and ethical behaviour..

163
Q

what is a vision statement?

A

it is a description of what a business sets out to achieve in the medium to long term. the vision statement should provide a clear guide to senior management of the future direction of the business and help to direct strategic decision making across the business.

164
Q

what are the benefits that are seen from acquiring a vision statement?

A
  • A clear vision can give the business a clear identity and
    ethos.
  • Can help in setting objectives and support the business
    strategy.
  • Focus senior managers on the tasks to achieve the
    vision.
  • Communicates to employees how they can contribute,
    and can improve employee engagement.
  • Commits resources to achieving the vision.
165
Q

what is a strategy?

A

strategy is the way a business operates in order to achieve
its aims and objectives. The formulation of strategy is
basically the same thing as constructing a business plan.
Implementation is putting the plan into practice.

166
Q

what do they say about the strategy?

A

a plan should not be rigid it should be sufficiently flexible to allow for changing circumstances. it should include a feedback loop for regular check if the plan is working and adapting it as and when necessary.
the setting and achievement of objectivise within a large business is a hierarchal process that does start at the top with the then setting of a corporate strategy, and is put to action by business function that design strategies to fulfil their objectivise.

167
Q

what are the three main types of decisions?

A

strategic decisions do concern the general direction and overall policy of a business. tactical decision would tend to be a medium term decision that is a lot less far reaching than strategic decisions.
operational decisions are administrative decision that will be short term and carry little risk.

168
Q

what is a corporate strategy?

A

is concerned with the strategic
decisions a business makes that affect the entire business.
At the corporate level, strategy is concerned with setting
objectives for overall financial performance, proposed
mergers or acquisitions, long term human resource
planning and the allocation of resources to different
business divisions.

169
Q

what is a strategic decision?

A

is a course of action that ultimately
leads to the achievement of the stated goals of the
corporate strategy. Once the corporate strategy is
established then the strategic planning that follows is used
to establish the strategic direction, i.e. sets out in broad
terms of how the objectives will be achieved.

170
Q

what is a divisional strategy?

A

the overall corporate strategy will be
communicated to the divisional managers. This information
shapes the plans the divisional managers create.

171
Q

what is a functional strategy?

A

relates to a single functional operation
such as: production, marketing or HRM and the activities
involved within each of these functions. The decisions
made at this level of strategy are guided and limited by
the higher level corporate and divisional strategies and will
support those strategies

172
Q

what are the long term strategic decisions?

A

long term
-involves high commitment of resources
-difficult to reverse
-usually taken by senior management
-made infrequently

173
Q

what are the tactical decisions?

A

medium term
less resources involved
can be changed in a reasonably short time scale
-usually taken by middle management
-made occasionally

174
Q

what are the operational decisions?

A

short term
few resources involved
fairly easy to reverse
usually taken by junior management
made regularly

175
Q

what is a corporate plan?

A

a corporate plan is a statement of organisational goals to be achieved in the medium to long term. it would be based on management assessment’s of market opportunities, the economic situation and the resources and technologies available to the business.
a corporate plan would make clear measurable objectives and formulate strategies for achieving these objectives. the corporate plan would include methods for monitoring the achievement of objectivise and the tactical decisions that are made to achieve these objectivise.

176
Q

what are the different factors which influence decision making?

A

Cost how much does that cost does the business have the finance to be able to do this? Need to make sure that you are able to cover costs
Potential returns does it lead to positive financial position?
Timescale
Stakeholder views doe all stakeholder agree do they win? Would it please people?

177
Q

what are the different factors that could influence decision making?

A

Availability of physical resources are the resource available both physical and human have you got the right staff available, are they good enough?
Human resources
Leadership styles not all people trust autocratic leaders, they do not have opinions and could be fearful to intervene if they disagree
Competitors do you take decisions to keep up with your competitors?

178
Q

what are the different factors which influence decision making?

A

Competitors do you take decisions to keep up with your competitors?
Economy firms will try to save money, business will take tactical decisions to save money. A supermarket could have to make decisions whether they should bring out a new range or not.
Weather/seasons could impact tourism, in businesses . As well as certain business do rely on the weather.
Consumer trends will impact what you see and what you do as a business?

179
Q

what is a decision tree?

A

a decision tree is a diagram which illustrates the various strategic choice available to a firm their cost and expected values. using these can provide an effective, visual comparison of different options allowing for decision makers to take informed decisions based on potential financial returns.

180
Q

what are the advantages of decision trees?

A
  • Clearly lay out the problem so that all options can be
    considered.
  • Allow managers to analyse fully the possible
    consequences and risks of a decision.
  • Provide a framework to quantify the values of outcomes
    and the probabilities of achieving them.
  • Decision trees give an easy-to-understand visual
    representation of the problem
181
Q

what are the disadvantages of decision trees?

A
  • Can oversimplify a decision and focus too much on the
    financial outcome.
  • Don’t include other factors such as manpower
    considerations, managers’ opinions and marketing
    issues.
  • Probabilities are difficult to predict and may reflect bias.
  • There may be other options that are not included in the
    decision tree
182
Q

what are the disadvantages of a decision tree?

A
  • Can be time consuming to construct and may be
    interpreted with bias.
  • Time lags often occur in decision-making so information
    may be out of date.
  • Use probabilities which only gives an estimate which
    may be inaccurate.
183
Q

what qualitive factors will have an influence on the decision made?

A
  • the effects of decisions on stakeholders e.g., workforce,
    management, suppliers and customers
  • training costs
  • recruitment costs
  • capacity management
  • marketing impacts
184
Q

what is porters five forces?

A

Porter’s Five Forces is considered a macro tool in business analytics – it looks at the industry’s economy as a whole, while a SWOT analysis is a microanalytical tool, focusing on a specific company’s data and analysis. originally developed by Harvard business schools Michael porter in 1979. The five force model does look at five specific factors that determine whether or not a business can be profitable in relation to other business in the industry

185
Q

what does the porters five force show?

A

Michael Porter outlined five forces or factors which
determine the profitability of an industry. He argued that
the aim of competitive strategy is to cope with and ideally
change those forces in favour of the business.
Where the collective strength of those five forces is
favourable, a business will be able to earn above average
rates of return on capital. Where the collective strength of
the five forces is unfavourable, a business will be locked
into low or wildly fluctuating returns

186
Q

what does competitive rivalry examine as one of the five forces ?

A
  1. Competitive rivalry
    This force examines how intense the competition is in the marketplace. It considers the number of existing competitors and what each one can do. Rivalry competition is high when there are just a few businesses selling a product or service, when the industry is growing and when consumers can easily switch to a competitor’s offering for little cost. When rivalry competition is high, advertising and price wars ensue, which can hurt a business’s bottom line.
187
Q

what does competitive rivalry measure as one of the vie forces?

A
  • Number of competitors
  • Quality differences
  • Other differences
  • Switching costs
  • Customer loyalty
  • Costs of leaving market
188
Q

what does the barging power of supplier examine as one of the five forces?

A
  1. The bargaining power of suppliers
    This force analyses how much power a business’s supplier has and how much control it has over the potential to raise its prices, which, in turn, lowers a business’s profitability. It also assesses the number of suppliers of raw materials and other resources that are available. The fewer supplier there are, the more power they have. Businesses are in a better position when there are multiple suppliers. Learn more about finding suppliers and B2B partners.
189
Q

what does the supplier power as one of the five forces examine?

A

Supplier Power:
- Number of suppliers
- Size of suppliers
- Uniqueness of service
- Your ability to substitute
- Cost of changing

190
Q

what does the bargaining power of customers examine as one of the five forces?

A
  1. The bargaining power of customers
    This force examines the power of the consumer, and their effect on pricing and quality. Consumers have power when they are fewer in number but there are plentiful sellers and it’s easy for consumers to switch. Conversely, buying power is low when consumers purchase products in small amounts and the seller’s product is very different from that of its competitors.
191
Q

what does the bargaining power of customers examine?

A

Buyer Power:
- Number of customers
- Size of each order
- Differences between
competitors
- Price sensitivity
- Ability to substitute
- Cost of changing

192
Q

what does the threat of new entrants examine as one of the five forces?

A
  1. The threat of new entrants
    This force considers how easy or difficult it is for competitors to join the marketplace. The easier it is for a new competitor to gain entry, the greater the risk is of an established business’s market share being depleted. Barriers to entry include absolute cost advantages, access to inputs, economies of scale, and strong brand identity.
193
Q

what does the threat of new entry measure as one of the five forces?

A

Threat of New Entry:
- Time and cost of entry
- Specialist knowledge
- Economies of scale
- Cost advantages
- Technology protection
- Barriers to entry

194
Q

what does the threat of substitute power or services examine as one of the five forces?

A

This force studies how easy it is for consumers to switch from a business’s product or service to that of a competitor. It examines the number of competitors, how their prices and quality compare to the business being examined, and how much of a profit those competitors are earning, which would determine if they can lower their costs even more. The threat of substitutes is informed by switching costs, both immediate and long-term, as well as consumers’ inclination to change. Learn how to perform a competitive analysis to stay ahead of other players in the market. To take full advantage of this strategy make sure you’re able to properly calculate cost of goods sold (COGS).

195
Q

what does the threat of substitute products or services measure as one of the five forces?

A

threat of subsition
-substitute performance
-costs of change

196
Q

what are the advantages of swot analysis?

A
  • It makes a firm assess its current market position in
    terms of its strengths and weaknesses.
  • It enables a firm to build on its strengths and protect
    itself against its weaknesses.
  • It will show where there are market opportunities to
    exploit.
  • It will enable a firm to reduce the impact of any threats.
197
Q

what are the four main objectives of market penetration?

A

maintain or increase the market share of current products -this could be achieved by a comibation of compeitive pricing strategies, advertising, sales promtion and perhaps more resources dedicated to personal selling.
secure dominance of growth markets
restructure of a mature market by driving out competitors this would require a more aggressive promotional campaign supported by a pricing strategy designed to make the market unattractive for competitors
increase usage by existing customer for example by introducing loyalty schemes

198
Q

what is market penetration about?

A

A market penetration marketing strategy is very much about “business as usual”. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research.

199
Q

how is market devlopment more risky?

A

Market development is a more risky strategy than market penetration because of the targeting of new markets.

200
Q

what does product development involve?

A

This strategy may require the development of new competencies and requires the business to develop modified products which can appeal to existing markets.
A strategy of product development is particularly suitable for a business where the product needs to be differentiated in order to remain competitive

201
Q

what is critical path analysis

A

critical path analysis is a method of planning and controlling large projects and is used to make decision on the management of resources and time.
it is a technique used to find cheapest and quickest way to complete a task.

202
Q

what is the critical path?

A

the critical path is an a operation which consist of a sequence of activities. this is the on sequence which cannot afford any delays without prolonging the whole operation

203
Q

what could a critical path be used for?

A

a critical path analysis is used to allocate resources within a project, judge how long a project should take to complete and to recognise those tasks or activities that take place within a project that are critical to the project being completed on time.
a critical task or activity is one that must be started and completed on time if the project is o be finished on time.

204
Q

what are the advanatges of critical path analsysi?

A
  • CPA is an effective management tool for planning and
    controlling complex projects. Critical activities can
    be identified which forces managers to think about
    the process and supports a systematic approach to
    planning activities. Problems can be highlighted early so
    that whole projects are not delayed.
  • Allows effective management of resources. Allocating
    factors, such as labour, to where they are needed and
    can be most effective. Supports the transferring of
    resources for different tasks, if required.
205
Q

what are the advantages of critical path analysis?

A
  • Reduces the need for working capital – parts used
    in the project can be ordered exactly when they are
    needed. Allows the use of just-in-time production.
  • Improves cash flow as a result of reduced need for
    working capital. Also helps with cash flow forecasts.
  • Can be used to check on the efficiency of individual
    activities and to identify if new resources are needed or
    if employees need training.
206
Q

what are the advantages of critical path analysis?

A
  • Improves overall management of projects – managers
    understand what is involved and what needs to be done
    and when it needs to be done by.
  • Can be used to give a business a competitive advantage
    by being more efficient and supports time-based
    management.
207
Q

what are the disadvantages of critical path analysis?

A
  • Information can be distorted or poor (over
    optimistic) methods of estimation of activity times can be used. Lack of experience of those preparing CPA leads to inaccuracies.
  • CPA can give the wrong results or fail to allow for
    external factors that will influence the total time taken
208
Q

what are the disadvantages of critical path analysis?

A
  • Sub-contractors, who may be completing some of the activities on a project, can be outside the control of the project manager.
  • Supplies may be delayed; they may be of the wrong
    type or of poor quality.
  • CPA only identifies the critical activities; it does not
    ensure these are done on time. Close supervision may be needed which may reduce employee morale.
209
Q

what are the disadvantages of critical path analysis?

A
  • Requires ongoing checking of activities. Changes may
    be required if there is a delay. The construction of
    critical path analyses can be time consuming.
  • CPA does not ensure quality – the focus is mainly on
    time and meeting deadlines.
210
Q

what is market penetration?

A

a growth strategy where a business aims to sell exiting products into existing market.

an aim: to increase market share
by selling more existing products to the same target customers
get existing customers to buy more
widen the range of existing products.

211
Q

what do look for in evaluating market penetration?

A

-business focus on markets and products it knows well
-can exploit insights on what customers want( and competitors_).
unlikely to need significant new markets research
But will the strategy allow the business to achieve its growth objective

212
Q

what is product development?

A

a growth started where a business aims to introduce new products into existing markets

213
Q

how do you evaluate product development?

A

a strategy that often plays to the strengths of an established business
strong emphasis on effective market research ( insights into customer needs) and successful innovation
a great way of exploiting the existing customer base
being first to market is usually important

214
Q

what is market development?

A

a growth stratdey where the business seeks to sell its exsisting products into new markets

215
Q

how do you approach market Development?

A

-new georgaphical markets e.g exporting to emerging markets
-new distribution channels ( e.g using e commerce and mail order).
-diffrent pricing policies to attract new customers in diffrent segments

216
Q

how do you evaluate market development?

A

a logical strategy where existing markets are saturated a or in decline.
often more risky than product Deveolpment - particularly expansion into international markets.
existing products could not suit new markets depends on customer needs

217
Q

what are the examples of market development strategies?

A

Starbuck’s expansion into China is a classical example of a successful market development strategy.
Tesco market development strategy to enter the grocery supermarket sector was a disaster for shareholders

218
Q

what is diversification?

A

the growth strategy where a business market new product in new markets

219
Q

how do you evaluate diversification

A

-inherently risky strategy
-no direct experience of the product or market
-few economies of scale (initially).
-however a if successful overall risk of the business is spread.
-approaches o diversification
-innovation and research and development, develop new solutions
Aquirre an existing business in the market
-extend an existing brand into a new market

220
Q

what is cost benefit analysis?

A

Cost benefit analysis (CBA) is a method for
measuring, in financial terms, the costs and benefits of an investment project. It includes a consideration of the external costs and benefits to society as well as the costs and benefits to just the business.

221
Q

where is cost benefit analysis used?

A

Cost benefit analysis is often used by governments when they are considering a public project, such as the building of a new motorway, rail bridge or hospital. Many different options can be ranked in order.
When carrying out a cost benefit analysis there are a wide
range and variety of costs and benefits to be identified and
given a value. These can be divided into two groups:
* Private Costs and Benefits
* Public Costs and Benefits.

222
Q

what is private costs ?

A

These are costs that the business making the
investment must accept.
* They include training and recruitment costs,
the purchase of new capital equipment, marketing costs
etc.

223
Q

what is private benefits?

A

These are benefits that the business gains from as a
result of making the investment.
* These benefits will include things such as increased
productivity, increased sales, brand values and
increased profits.

224
Q

what is public costs ?

A

These are costs external to the business making the
investment.
* A building company will have an environmental impact
as it builds houses – increased traffic, noise etc.
* A farm extracting water from a river to irrigate its crops
leaves less water further downstream for fishing.
* A new factory may involve the loss of open space,
increased traffic congestion and so on.

225
Q

what is public benefits?

A
  • These are benefits external to the business that result from making the investment.
  • An obvious external benefit from a large-scale
    investment would be jobs created by the business.
  • Other public benefits include further jobs created
    outside the business as a result of increased business
    activity and an increase in tax paid by employees to the government.
  • In areas where unemployment is high, crime and social problems might be reduced.
226
Q

what is social costs and benefits?

A

Social Benefit (private benefit + public benefits)
– Social Cost (private costs + public costs)
* If the social benefits are greater than social costs, then go ahead with proposal.
* If the social costs are greater than social benefits, then do not go ahead with proposal.

227
Q

what are the advantages of cost benefit analysis?

A
  • Considers a wide range of benefits and costs.
  • Impacts on society and the community are included.
  • Puts a value to external benefits and costs that would
    normally be ignored by private sector businesses.
  • Can be used to rank possible major projects in order of public cost.
  • It shows that a firm cares about the local community and the environment, which can be good for public relations
228
Q

what is organic growth?

A

Internal (or organic growth) can be defined as: ‘Growth achieved through the expansion of current business activities’.

229
Q

how does organic growth happen?

A

Organic growth happens when a business expands its operations rather than using takeovers and mergers. Whilst these approaches are not easy, they are generally considered to be lower risk. However, the major downside of focusing on internal development is that the speed of change or growth in the business may be too slow.

230
Q

what does internal growth build on?

A

Internal growth builds on the business’ own capabilities and resources. For most businesses, this is the only expansion method used

231
Q

what does internal growth involve?

A
  • Designing and developing new product ranges
  • Implementing marketing plans to launch existing products directly into new markets (e.g. exporting)
  • Opening new business locations – either in the domestic market or overseas
232
Q

what does internal growth invovle?

A
  • Investing in research and development to support new product development
  • Investing in additional production capacity or new technology to allow increased output and sales volumes
  • Training employees to help the best acquire new skills and address new technology
233
Q

what are the advantages of organic growth?

A
  1. Less risk than external growth (e.g. through mergers and takeovers)
  2. Can be financed through internal funds (e.g. retained profits)
234
Q

what are the advantages of organic growth?

A
  1. Builds on a business’ existing strengths (e.g. brands, customers)
  2. Allows the business to grow at a more sensible rate in the long run
235
Q

what are the disadvantages of organic growth?

A
  1. Growth achieved may be dependent on the growth of the overall market
  2. Hard to build market share if business is already a leader
236
Q

what are the disadvantages of organic growth?

A
  1. Slow growth – shareholders may prefer more rapid growth of revenues and profits
  2. Franchises (if used) can be hard to manage / monitor effectively
237
Q

what are the reasons behind takeover and mergers?

A

-takeover can help a firm grow. it can benefit from economies of scale such as bulk purchasing, manufacturing economies use of specialist and marketing economies of scale.
-increased market share leads to increased market power in the market and a reduction in competition.
-diversification business will benefit from spreading their risks across several products and markets. 11

238
Q

what are the reasons behind takeover and mergers?

A

-acquiring new products and technology. a takeover is one way to acquire technology that could be protected by patent or may be expensive or time consuming to develop internally.
-strong brands are likely to attract a high degree of customer loyalty. which also reduces risk and allows for long term planning.
-control of supply chain
-rapid growth

239
Q

what are the reasons behind takeover and mergers?

A

-higher returns to shareholders
-benefit from synergy - two businesses fit together in a way tat does allow costs to be reduced and profits increased.
-acquisition of technology and expertise
-underperforming management teams can be removed giving an immediate boost to performance

240
Q

what is the ansoff matrix?

A

The Ansoff matrix outlines the options open
to businesses if they wish to grow, with a view to increase profitability and revenue. The Ansoff matrix considers whether the marketing strategy is targeted at existing customers or new customers and if existing products should be used or alternatively, if new products should be developed.

241
Q

what is product development strategy?

A

Involves the development of new products for existing markets.
Improve or relaunch the product into existing markets by changing an existing product (for example,
repackaging or adding extra ingredients).
* Developing new products (such as Mars ice cream).
* Requires businesses to innovate and look at new ways of extending the product life cycle of their existing
products

242
Q

what is diversification and what does it include?

A

developing new products and new markets
-it does involve offering a new product in different areas. it is when a company expands its activities outside its normal range e.g farmers starting up quad biking or cadburg moving into the market for toilet bleach.
-developing new products for new market does involve changes to both a business product and market. diversification may be attempted if a business sees a new opportunity and has investment fund available

243
Q

what does diversification involve?

A

-it does Carrie the greatest level of risk as it does involve changes in both the market and the product. virgin trains have limited success but virgin money has been more successful.
-diversification does spread the risk for a business as it allows a business to reduce its reliance on existing markets and products.
- if sales are falling for existing products or in existing market then a successful launch and growth of a new product in a new market could help to maintain the overall performance of the business.

244
Q

what does market penetration involve?

A

-it does concentrat on sales of exsistin products to exsisting mrkets.
-attracting customers who have not yet become regular sellers but are occasional by increasing their brand loyalty.
-taking customers from competitors. internet service provides are trying to win customers from competitors through pricing strategies and promotional activates.
-persuading existing customers to increase usage perhaps by reducing the price or offering promotion e.g sky offers packages or bundles to get existing customers to increase their monthly subscription.

245
Q

what does market development involve?

A

finding and developing new markets for existing products.
-there are two broad market development strategies. identifying users in different markets with similar needs to existing customers. this strategy can be risky as different countries have different tastes and needs - the product could have to be adapted. also new distribution channels could have to be used.

246
Q

what does market development involve?

A

Identifying new customers who would use a product
in a different way. For example, using Lucozade as a
sports drink rather than something to have next to
your bed when you have flu or measles. Repackaging
and resizing the product may open a new market.
For example, a business selling food to the hotel or
restaurant market may start selling to consumers by
repacking the product in small quantities

247
Q

what are the advantages of acquisitions?

A

quick access to resources and skills the business needs
overcome barriers to entry
helps spread risk (wider range of products and greater geographical spread)

248
Q

what are the advantages of acquisitions?

A

revenue growth opportunities (synergy)
cost saving opportunities (synergy)
reduces competition
may enable economies of scale

249
Q

what are the drawbacks of acquisitions?

A

high cost involved
problems of valuation
clash of cultures
upset customers

250
Q

what are the disadvantages of acquisitions?

A

problems of integration ( change management)
resistance from employees
non existent synergy
incompatibility of mangement styles, structures and culture
questionable motives

251
Q

what are the disadvantages of Aqusitions?

A

high failure rate
diseconomies of scale

252
Q

what is a joint venture?

A

a joint venture is when two or more companies share the cost, responsibility and profits of a business venture

253
Q

what are the advantages of a joint venture?

A

-growth in turnover without losing identity
-businesses can specialise in certain areas of venture
-avoid the legal and administrative cost of takeovers

254
Q

what are the advantages of a joint venture?

A

-always friendly never hostile
-competition may be eliminated

255
Q

what are the disdavantges of a joint venture?

A

-possibel control struggles and too much comprise which could result in failure of venture
-dsagreements o how to proceed
-profits and split and one company may feel they could have done it alone

256
Q

why do firms choose often acquisitions ?

A

-exsisting products are in the later stages of their life cycle
-business lack knowledge or resources to develop organically
-speed of growth is a high prioirty
-competitors enjoy significant advantage that are hard to overcome

257
Q

what are the reasons behind a business taking on a Aquisition?

A

-speed of acess to new products or market areas
-increase market share
-aquire new skills
acess economies of scale
-secure better distribution

258
Q

what are the reasons behind a business taking on a Aquisition?

A

-acquire intangible assets (brands, patents, trademarks_
-overcome barriers to entry to target markets
-defend itself against a takeover threat
-enter new segments of exsiting market
-to elimnate compeiton
-spread risk by diversifying
-to take advantage of deregulation

259
Q

what is a Aquisition?

A

( takeover)

260
Q

What is vertical integration?

A

vertical integration occurs when two firms at different stages of production. It involves going up or going down the supply chain.

261
Q

what are the critical path analysis process?

A

Identify and prioritise the activities
* Identify which activities MUST be done before others
* EST – identify earliest start time
* LFT – identify latest finish time
* Identify the FLOAT – tasks which can be completed
outside the critical path
* Identify the critical path – points connecting ESTs and
LFTs (where these are the same)