BUSINESS STUDIES A LEVEL NOTES 9609 Page 0 of 66 Contents 1 Business & its environment ......................................................................................................................................2 1.2 Business structure ...............................................................................................................................................2 1.3 Size of business ..................................................................................................................................................3 1.6 External influences on business activity .............................................................................................................4 2 People in organisations .......................................................................................................................................... 13 2.3 Human resource management (HRM) ............................................................................................................. 13 2.4. Organisational structure .................................................................................................................................. 18 2.5 Business communication ................................................................................................................................. 23 3 Marketing ................................................................................................................................................................ 28 3.4 Marketing planning ........................................................................................................................................... 28 3.5 Globalisation & international marketing ........................................................................................................... 32 4 Operations & project management ......................................................................................................................... 36 4.2 Operations planning ......................................................................................................................................... 36 4.4 Capacity utilisation ........................................................................................................................................... 36 4.5 Lean production & quality management .......................................................................................................... 38 4.6 Project management ........................................................................................................................................ 42 5 Finance & accounting ............................................................................................................................................. 45 5.3 Costs ................................................................................................................................................................ 45 5.6 Budgets ............................................................................................................................................................ 46 5.7 Contents of published accounts ....................................................................................................................... 48 5.8 Analysis of published accounts ........................................................................................................................ 50 5.9 Investment appraisal ........................................................................................................................................ 52 6 Strategic management ............................................................................................................................................ 54 6.1 What is strategic management? ...................................................................................................................... 54 6.2 Strategic analysis ............................................................................................................................................. 55 6.3 Strategic choice ................................................................................................................................................ 58 6.4 Strategic implementation.................................................................................................................................. 61 Page 1 of 66 Vishakha Mirchandani 1 Business & its environment 1.2 Business structure 1.2.1 Local, national, & multinational businesses ❖ main differences between local, national, & multinational businesses - Local business: a business which provides goods &// services to a limited & specific area of one country i.e., a village / town. E.g., small building & carpentry firms, single-branch shops & hairdressing businesses. National business: a business that provides goods / services to many different regions of one country. E.g., car-retailing firms, retail shops w/ many branches & national banking firms. Multinational business: a business that has its headquarters in one country but operates in at least one country other than its home. ❖ the growing importance of international trading links & their impact on business activity - - Free trade: no restrictions / trade barriers exist that might prevent / limit trade between countries. https://youtu.be/r4US7okMBb8 Protectionism: using barriers on free trade to protect a country’s own domestic industries. https://youtu.be/LfP9geym9cc Tariffs: taxes imposed on imported goods to make them more expensive than they would otherwise be. Quotas: limits on the physical quantity / value of certain goods that may be imported. Voluntary export limits: an exporting country agrees to limit the quantity of certain goods sold to one country (possibly to discourage the setting of tariffs/quotas). Globalisation: the increasing freedom of movement of goods, capital, & people around the world. https://youtu.be/w3ohMzkTdpk The World Trade Organisation – countries committed to freeing the world from trade restrictions. They hold meetings to discuss the reductions in tariffs & quotas & these must be agreed on by all its members. Free-trade blocs – countries, usually geographically grouped, that have arranged to trade w/ each other w/o restrictions. https://youtu.be/MuZXCvA24_8 • NAFTA (North American Free Trade Association – USA Canada & Mexico) • ASEAN (Association of South East Asian Nations) • EU (European Union) Advantages & disadvantages of international trading links to businesses Advantages A larger market – global market Fewer restrictions placed on import/export Lower import duties by the participating governments Growth of a business Economies of scale Beneficial sharing of expertise - Disadvantages Higher competition = pressure on price = less profits More consumers = more variety = less economies of scale Developing countries have lower wages = exported products are cheaper = loss of jobs in other countries Not all goods are acceptable for sale = alcohol, weapons, etc; business should be aware Advantages & disadvantages of free trade to nations Advantages Consumers are offered a more variety Imported raw materials = produce output = industrialisation Countries can specialise = economies of scale = higher standard of living due to higher income due to better quality Disadvantages Lack of efficiency = cannot compete = loss of jobs in firm Conflict between countries = issues to import (specialisation) Transition to specialisation may lead to job losses New business may face challenges Importer may sell good below cost to eliminate competition If imports exceed exports, there will be loss in foreign exchange. Page 2 of 66 Vishakha Mirchandani 1.2.2 Multinationals ❖ benefits & disadvantages of a multinational. To the business https://youtu.be/lhCNnJQDD3Q Advantages Closer to main markets = lower transport costs Disadvantages Communication links w/ headquarters may be poor Government grants & tax incentives to encourage industrialisation Language, legal & cultural differences lead to misunderstanding Close to main markets = viewed as local company = gain customer loyalty Poor coordination w/ headquarters = conflicting marketing policies Lower labour rates Cheaper rent & site costs Close to main markets = more market information Avoid import restrictions by producing in local country Cost of training programmes due to high skill levels To the host country Access to local natural resources; not available in host country Foreign currency exchange Employment opportunities Local firms will receive orders from multinationals Competition will force better quality & efficiency in local firms Increased tax received by government Increase output, thus increased GDP Management expertise in community will improve Exploitation of local workforce No/lower business for local firms Pollution from firms, higher than allowed in other countries Advertisements = imposing of western culture = reduced cultural identity Profits may be sent back to country of origin Extensive depletion of limited natural resources 1.2.3 Privatisation ❖ advantages & disadvantages of privatisation in each situation. - Privatisation: selling state-owned & controlled business organisations to investors in the private sector. Advantages Greater efficiency due to profit motive Quicker decision making than state-owned Direct involvement & control = higher motivation for managers Unconstrained by the government on growth No politics involved; decisions are taken for commercial reasons Sale of business = government raises funds for other projects Access to stock markets = increased capital investments Disadvantages Does not consider the needs of the society Difficult to achieve coordinated policy for the entire country The business is no longer accountable to the government Can exploit customers w/ high prices Smaller business = reduced opportunities for economies of scale 1.3 Size of business 1.3.1 External growth ❖ the different types of merger & takeover - - https://youtu.be/PEjcLTjBXdk; https://youtu.be/Hf1izQ1R-Eg; https://youtu.be/P5VYUXuQmYg Merger: an agreement by shareholders & managers of two businesses to bring both firms together under a common board of directors’ w/ shareholders in both businesses owning shares in the newly merged business. Takeover: when a company buys more than 50% of the shares of another company & becomes the controlling owner of it – often referred to as ‘acquisition’. Horizontal integration – integration w/ firms in the same industry & at same stage of production Vertical integration forward – integration w/ a business in the same industry but a customer of the existing business Vertical integration backward – integration w/ a business in the same industry but a supplier of the existing business Conglomerate integration – integration w/ a business in a different industry Hostile takeover: a business, who wants to remain independent, being taken over w/o consent. Friendly takeover: a business taken over w/ the agreement of both parties. Synergy: literally means that ‘the whole is greater than the sum of parts’, so in integration it is often assumed that the new, larger business will be more successful than the two, formerly separate, businesses were. Page 3 of 66 Vishakha Mirchandani ❖ impact of a merger/takeover on the various stakeholders Stakeholder Positive Negative Customer/consumer - Cheaper prices due to economies of scale Closer relationship w/ customers - Customer choice may be reduced. Monopolies may occur limiting innovation Employee - New opportunities for training & promotion Access to new work practices & ideas - Reduced job security as redundancies may occur. Changes in practices may cause dissatisfaction Shareholder - Increased economies of scale increase profits Greater share of the market increases the customer base - Diluted share ownership Increased risk of investing in a business in instability Government - Increased investment into key/growing industries - Reduced employment increases welfare payment. Increased (monopolistic) power of businesses Competition - Less competition leads to focused marketing. Streamlines product portfolios w/ less diverse options - Increased strength of single competitor Larger competitor may have a larger brand presence & investment into product development Suppliers - Large orders due to the increased business size Less capital expenditure on administration due to simpler buying channels - More risk of losing customer to competitor. Increased customer power reduces unit prices reducing unit profits ❖ why a merger/takeover may / may not achieve objectives e.g., synergy. - Compatibility & culture – there may be differences in culture & ethical views. Focus on objectives – there may be differences in objectives. Workforce dissatisfaction – the workforce may be dissatisfied because their needs may not be considered, / they may not be consulted on the change process. Customer acceptance – the customers may not accept the brand because it may not meet expectations / may face the impact of the merger/takeover. Exploitation of opportunities – the opportunities may not be exploited because a professional approach may not be adopted by the management to track progress. ❖ the importance of joint ventures & strategic alliances as methods of external growth - Joint venture: a business agreement between two / more organisations who develop a new business/project but retain their own separate Identities. Strategic alliance: agreements between organisations to commit resources to achieve agreed, common objectives. Some key reasons why joint ventures & strategic alliances are important for external growth are: • Cost & risk of investment are shared – lower risk of business failure in the event of product failure. • Exploitation of key strengths – each business will have a strength which complements the other & the final product is more valuable than the sum of the two parts. • Protection of the overall brand – a joint venture may minimise the parent companies' risk of brand failure. • Incompatible management styles – minimises the risk of organisational failure due to the businesses focusing only on their areas of expertise. 1.6 External influences on business activity 1.6.1 Political & legal ❖ how a government might use the law to seek to control - https://youtu.be/zDOZJpWXQr0; https://youtu.be/crMRgS2LyV0 Recruitment, employment contracts & termination of employment • A written contract of employment: pay, working conditions & disciplinary procedures. • The length of the maximum working week is controlled. • Holiday & pension entitlements are usually guaranteed by legal regulations. • Protection of health & safety of employees • Minimum pay / wage levels • Unfair dismissal & redundancy arrangements • Prevention of discrimination based on, i.e., disability, age, religion, gender, & sexual orientation. • Parenting rights & workplace harassment/bullying • Membership of trade unions Page 4 of 66 Vishakha Mirchandani - - - - Health & safety • Equip factories & offices w/ safety equipment. • Provide adequate washing & toilet facilities. • Provide protection from dangerous machinery & materials. • Give adequate breaks & maintain certain workplace temperatures. Marketing behaviour • It is illegal to quote misleading prices. • Goods are not faulty; are safe & fit for the purpose they are sold. • Goods & services provided are as described. • Weights, measures, & sizes are accurate. • Food products are safe to eat & prepared in hygienic conditions. • Advertising gives accurate descriptions & does not exploit anyone, i.e., children. Competition • Prevent price fixing & price agreements. • Prevent information-sharing agreements. • Prevent producers refusing to sell to retailers unless minimum prices are set. • Prevent sole supplier arrangements – suppliers only supply if no competitors are allowed. • Predatory pricing • Banning cartels (an association of manufacturers / suppliers w/ the purpose of maintaining prices at a high level & restricting competition) • Investigate monopolies to make sure that these are not acting against consumer interests. • Investigate proposed mergers & takeovers to make sure they will not result in unfair monopoly power. Location decisions • Control where business can locate. • Restrictions on pollution i.e., noise pollution. • Ensure businesses are not exploiting natural resources. • Ensure proper disposal of waste & storage of harmful chemicals. ❖ how international agreements might have an impact on businesses. International agreement Carbon emissions Positive impact More energy efficient = reduces costs Negative impact Increases cost of other ways of energy usage International trading opportunities Larger markets across the world = larger revenue streams Increased competition from multinational businesses Accounting standards Allows for comparison on accounting records globally Interpretation may vary between countries & may not reflect local practices Labour issues Increases the mental & physical safety of employees which increases motivation Increases the cost associated w/ health & safety & other labour issues 1.6.2 Economic constraints & enablers ❖ how the state might intervene to help & constrain businesses (small & large) Methods of intervention Helpfulness Constraints Lowered = increased investment & profitability Increased = limit sales of demerit goods / services Tax breaks for start-up businesses Limit inflationary business practises Laws including environmental, employee & consumer protection Can be relaxed to within international constraints to give an advantage to key industries Minimum standards increase business costs which can decrease productivity & profit Information support Organisations to enable start-up advice, growth, & export May be difficult to access / may be too generic for all industries Grants & subsidies Direct financial support to essential services / key industries w/ poor initial cash-flow Strict rules & regulations to the awarding of grants & subsidies, may exclude smaller businesses w/ less experience Awarding government contracts Capital investment into infrastructure projects awarded to ‘local’ businesses Often require long term investment & strict adherence to profit reducing regulations Taxation Page 5 of 66 Vishakha Mirchandani ❖ how the state might deal w/ market failure - Market failure: when markets fail to achieve the most efficient allocation of resources & there is under- / overproduction of certain goods / services. In these cases, it is unlikely that a privately-owned business will be able to provide these facilities & make a profit: • Education for all • Roads, railways, ports, & airports • Streetlights • A legal system & police force • Consumer protection & labelling • Defence & national security • Medical & hospital services for all • Public open spaces < Market failure Fluctuating prices Shortage of appropriate labour Shortages of goods/services Market dominance (monopoly power) Solution Possible consequences + Reduced volatility - Increased speculation - Reduction of suppliers if costs rise / profits fall Set quotas Increase/decrease taxation Increase training opportunities / grants for training Offer favourable packages for skilled immigrants Import products/services from abroad Reduce laws / restrictive economic barriers Legislation & regulation of monopoly power Restriction of takeovers/mergers + Long term increase in skilled labour pool - Short-term fix only - May cause social unrest due to exchanging demographics + Reassured customer & businesses - Long term issues due to reduction of domestic produce + More consumer choice - Businesses may relocate to states w/ less restrictions - Reduction in business investment Extreme market failure Business taken into state ownership + Short term stability & confidence - Shareholders lose investment & financial costs of support Inefficiency Reduction in laws, control, & regulation to minimise costs + Increased productivity & profitability - Longer term problems associated w/ deregulation & business self-regulation < ❖ the key macroeconomic objectives of governments - - Macroeconomic objectives: concerned w/ large scale, country wide economic factors rather than individual components. https://youtu.be/GjX9f7Hem-4 Economic growth: increase in a country’s productive potential measured by an increase in its real GDP. • Advantages & disadvantages of high economic growth rate to an economy < Advantages higher tax revenue = spending on public services Increases employment opportunities for the people Businesses experience higher sales & profits Improvement in the standards of living Disadvantage It leads to the depletion of natural resources Can lead to resource shortages Decrease in current consumption • Gross domestic product (GDP): the total value of goods & services produced in a country in one year – real GDP has been adjusted for inflation. • Business investment: expenditure by businesses on capital equipment, new technology & research & development • Business cycle: the regular swings in economic activity, measured by real GDP, that occur in most economies, varying from boom conditions (high demand & rapid growth) to recession when total national output decline. https://youtu.be/RnbFk_YNooA • Is a recession always bad? ▪ Recession: a period of six months / more of declining real GDP. ▪ Capital assets, i.e., land & property, may be cheaper & firm can invest in hope of economic recovery. ▪ Demand for ‘inferior’ goods could increase due to lower income. ▪ Risk of job losses may lead to better employer & employee relations, leading to increased efficiency. ▪ Closures = business ‘leaner & fitter’ = business can take advantage of future economic growth. Page 6 of 66 Vishakha Mirchandani Key phase Conditions & characteristics ▪ ▪ ▪ ▪ ▪ Fast economic growth w/ rising incomes & profits. Inflation rises due to very high demand for goods & services, Shortage of key skilled workers lead to high wage increases. Economy’s goods become uncompetitive as profits are hit by higher costs. The government / central bank often increases interest rates to reduce inflationary pressure. ▪ ▪ ▪ The effect of falling demand & higher interest rates. Real GDP growth slows & may even start to fall. Incomes & consumer demand fall & profits are much reduced – some firms will record losses & some will go out of business. Slump ▪ ▪ Prolonged recession - real GDP falls substantially & house & asset prices fall. More likely to occur if the government fails to take corrective economic action e.g., 2009 Recovery / growth ▪ ▪ ▪ ▪ Recession eventually leads to a recovery when real GDP starts to increase again. Corrective government action starts to take effect. Rate of inflation falls. The country’s products become competitive once more & demand starts to increase. Boom Recession Type of producer Producers of luxury goods & services – e.g., cars Producers of normal goods & services – e.g., tinned food Producers of inferior goods & services – e.g., very cheap clothing - Period of economic growth ▪ ▪ ▪ Add extra value to product – better ingredients/improved packaging. Brand image may attract exclusive tag. Do nothing – sales not much affected anyway ▪ ▪ ▪ Lower prices Promotions Do nothing – sales not much affected anyway Attempt to move product upmarket. Add extra value to the product – e.g., higher quality. Extend the product range to include more exclusive / better-designed products ▪ ▪ ▪ Promote good value & low prices. Free consumer tests Increase range of distribution outlets ▪ ▪ ▪ ▪ Increase the range of goods & services. Raise prices to increase profit margins. Promote exclusivity & style. Increase output ▪ ▪ ▪ ▪ ▪ ▪ Period of recession May not reduce prices for fear of damaging longterm image. Credit terms to improve affordability. Offer promotions. Widen product range w/ lower-priced models ▪ Price inflation – the rate at which consumer prices, on average, increase each year. • Inflation: increase in the average price level of goods & services – results in fall in the value of money https://youtu.be/Y9X_tJ4U7eI • Deflation: a fall in the average price level of goods & services. https://youtu.be/rdYO-GWWIv4 • How to measure inflation ▪ An index number can be used to record average changes in many items. ▪ Each month, government statisticians record the prices of items that feature in an ‘average’ household’s budget. ▪ These prices are compared to the previous month & the changes are ‘weighted’ to reflect the importance of each item in household budgets. ▪ All the weighted price changes are then averaged & given an index number. ▪ This index number is easy to compare w/ past time periods, because the series of index numbers will have started from a base period, given a value of 100. • Causes of inflation. ▪ Demand-Pull Inflation – occurs when governments / consumers / businesses try to purchase more output than the economy can produce. ▪ Cost-Push Inflation – due to decreases in supply, primarily due to increases in production cost. Demand-pull inflation Causes ▪ ▪ ▪ Unnecessary printing of more note & coins by the central bank Excessive government expenditure Supply shortages Solutions ▪ ▪ ▪ Reduce government expenditure & increase taxation (fiscal policy) Central bank raises interest rates & reduce the supply of notes & coins in the economy (monetary policy) The government works on supply bottlenecks Reduction in demand ▪ ▪ ▪ High interest rates will discourage investments. Aggregate demand will fall, & the firms may decide to relocate to other countries. Businesses may begin to offer less expensive goods Cost-push inflation Page 7 of 66 Vishakha Mirchandani Causes ▪ ▪ ▪ ▪ Increase in wages. Increase in the world price of imported raw materials. Lower exchange rate pushing up prices of imported raw materials. Increase in the cost of production Solutions ▪ ▪ ▪ ▪ ▪ High exchange rate policy (revaluation of domestic currency) Discourage high wages by limiting trade union powers. Come up w/ cheaper local resources. Reduce indirect taxation. Provide subsidies to firms Reduction in demand ▪ ▪ ▪ High interest rates will discourage foreign direct investments. High exchange rate will make exports less competitive on the world markets. Workers become less productive when the wages are reduced , • Types of inflation Creeping Inflation – when prices rise 3% a year / less. It benefits economic growth & makes consumers expect that prices will keep going up which boosts demand. Consumers buy now to beat higher future prices. ▪ Walking Inflation – between 3-10% a year. It is harmful as it heats-up economic growth too fast. People start to buy more than they need to avoid tomorrow's much higher prices. This increased buying drives demand even further so that suppliers cannot keep up. More important, neither can wages. ▪ Galloping Inflation – 10% / more. Money loses value so fast that business & employee income cannot keep up w/ costs & prices. Foreign investors avoid the country, depriving it of needed capital. The economy becomes unstable, & government leaders lose credibility. ▪ Hyperinflation – more than 50% a month (rare). In fact, most examples of hyperinflation occur when governments print money to pay for wars. ▪ Business strategies in period of inflation Try to reduce labour costs Avoid excessive borrowing Sale goods on cash basis Reduce the credit period to customers Avoid unnecessary expansion programs Try to reduce labour costs - Business strategies in period of deflation Sale goods on credit basis Borrow more money for expansion Increase the repayment period to credit customers Low rate of unemployment https://youtu.be/5Upb3buctBM • Working population: all those in the population of working age who can work. • Unemployment: when members of the working population can work, but are unable to find a job • Factors that cause unemployment & solutions Factors Cyclical unemployment: unemployment resulting from low demand for goods & services in the economy during a period of slow economic growth / a recession. Structural unemployment: unemployment caused by the decline in important industries, leading to significant job losses in one sector of industry Frictional unemployment: unemployment resulting from workers losing / leaving jobs & taking a substantial period to find alternative employment. Solutions - Training is needed to give the unemployed workers new skills. The government to invest in declining industries - Increase government expenditure & reduce taxation (fiscal policy) Increase the supply of notes & coins & reduce interest rates (monetary policy) Maintain a competitive exchange rate so that the demand for exports does not fall (exchange rate policy) - Improve the flow of information by setting up job centres / employment agencies. Reduce the unemployment benefits - • Effect of high unemployment: ▪ Decrease in the output of goods & services in the economy. ▪ Lower living standards for the unemployed ▪ Increase in social problems e.g., crime & other social ills. ▪ The government must give the jobless people unemployment benefits. ▪ The skills of the unemployed people become increasingly outdated. • Reducing demand pull inflation will lead to cyclical unemployment & reducing cyclical unemployment will lead to demand pull inflation. • Stagflation – a period where there is a high rate of inflation & high rate of unemployment. Page 8 of 66 Vishakha Mirchandani - Exchange rate stability – the government will try to prevent wild swings in the external value of the currency in terms of its price compared w/ other currencies. https://youtu.be/vsZEaI80PD0; https://youtu.be/D2G51WsQNn4 • Exchange rate: the price of one currency in terms of another. • Exchange rate depreciation: a fall in the external value of a currency as measured by its exchange rate against other currencies. If $1 falls in value from €2 to €1.5, the value of the dollar has depreciated in value. • Exchange rate appreciation: a rise in the external value of a currency as measured by its exchange rate against other currencies. If $1 rises from €1.5 to €1.8, the value of the dollar has appreciated. • Imports: goods & services purchased from other countries. • Exports: goods & services sold to consumers & business in other countries. • Freely floating exchange rate – the exchange rate determined by the forces of demand & supply. Equilibrium exchange rate is determined where the demand is equal to the supply of the currency. • The effects of exchange rate changes on business Effect on exporters Effect on importers Exchange rate appreciates ▪ ▪ ▪ Export price rises. Sales volume falls Sales value decrease depends on price elasticity of demand ▪ ▪ ▪ Import price falls. Import quantity rises. Sales value increase depends on price elasticity of demand Exchange rate depreciates ▪ ▪ ▪ Export price falls Sales volume rises. Sales value change depends on price elasticity of demand ▪ ▪ ▪ Import price rises. Import quantity falls. Sales value change depends on price elasticity of demand • - ▪ ▪ ▪ Prices of imported goods fall. Lower cost of import materials Increased competition for domestic producers ▪ ▪ Higher import prices Higher cost of import raw materials. Decreased competition for domestic producers ▪ Factors that determine the demand for & supply of a currency: Demand for the currency Foreign buyers of domestic good & services Foreign tourists spending money in the country Foreign investors - Effect on domestic market Supply of the currency Domestic businesses buying imports Domestic population travelling abroad Domestic investors abroad Wealth & income transfers to reduce inequalities. Some governments – but not necessarily all – attempt to reduce extreme inequalities of personal income & wealth, usually by using the tax system. Balance of payments – a long-term difference between the value of goods & services bought from other countries (imports) & the value of the goods & services the country sells to other countries (exports) • Balance of payments (current account): this account records the value of trade in goods & services between one country & the rest of the world. A deficit means that the value of goods & services imported exceeds the value of goods & services exported. • Large & persistent deficit on BOP can lead to: ▪ A fall / depreciation in the value of its currency’s exchange rate ▪ A decline in the country’s reserves of foreign currency ▪ An unwillingness of foreign investors to put money into the economy. • Ways of correcting a BOP deficit: ▪ Tariffs/Custom Duties – tax on imported goods to increase their prices & reduce their demand in the domestic economy. ▪ Quotas – physical limit on the quantity of goods to be imported. ▪ Embargo – total ban of the imports ▪ Devaluation – an attempt by the government to reduce the external value of domestic currency. ▪ Subsidising local firms – this will make the production of domestically produced goods cheaper. • The business importance of these problems is likely to be most serious if: ▪ The exchange rate depreciation (/ frequent fluctuations in the exchange rate) make importing & exporting too risky. ▪ The government takes corrective actions by, e.g., limiting foreign exchange transactions & putting substantial controls on imports, i.e., tariffs & quotas. However, the policy could lead to retaliation by other countries by reduced export demand. Also, import controls are serious for firms that depend on imported supplies. Page 9 of 66 Vishakha Mirchandani ❖ typical conflicts in achieving objectives. - Achieving low unemployment may mean high growth but also high inflation. Transferring wealth from rich to poor may mean it is not worth low-income groups working, so unemployment rises. Achieving low inflation may mean low growth & high unemployment. Stabilising exchange rates may mean low growth. ❖ how these macroeconomic objectives can have an impact on business activity. Objective Impact Low employment levels - Easier recruitment practises Less upward wage pressure Increased consumer spending power Low inflation - Less pressure for higher wages Stable pricing & cost structures Greater investment certainty Economic growth - Increased customer base & demand Increased investment due to higher returns Increased pressure for higher wages Stable exchange rates - Easier to import & export. Increased foreign competition. Stable planning ❖ how a government might place a different emphasis on macroeconomic objectives from time to time - - Reducing / increasing corporation taxes / VAT/ GST – reduces / increases the selling prices & demand, which may influence the rate of inflation & economic growth. Reducing / increasing government regulations – restricts / enables businesses, i.e., reducing labour laws may increase employment therefore reaching the macroeconomic objective of increasing employment levels. Joining/leaving trading blocs – can increase the ability of the country to meet international markets & increase exports & possibly decrease imports. ❖ policy instruments used to achieve macroeconomic objectives. - Fiscal policy: concerned w/ decisions about government expenditure, tax rates & government borrowing – these operate largely through the government’s annual budget decisions. https://youtu.be/We2pJBtkTsM • Government budget deficit: the value of government spending exceeds revenue from taxation. • Government budget surplus: taxation revenue exceeds the value of government spending. - Monetary policy: concerned w/ decisions about the rate of interest & the supply of money in the economy. Exchange rate policies – altering interest rates can affect the value of a currency in relation to another. Governments can also link their currency to a stronger currency, i.e., the US Dollar. Page 10 of 66 Vishakha Mirchandani ❖ how changes in macroeconomic performance & policies may affect business behaviour. Macroeconomic objective Possible policy Monetary – lower interest rates / increase money supply Higher employment / economic growth Fiscal policy Monetary – raise interest rates Lower inflation Effect of policy - Loans become cheaper. Households spend more as borrowing becomes cheaper & more spending money is available. Exchange rate rises as foreign money leaves banks - Lower income tax so households spend more, especially on luxury products - Lower sales taxes so prices fall - Lower profit taxes - Higher government spending leads to an increase in consumer demand & government contracts - Possible business behaviour - More investment More borrowing Production increases to meet extra demand. More employees are hired. Exporters face higher prices. Importers face lower prices - Increased production to meet demand. Producers of luxury goods increased production - Increase production to meet demand Lower prices Production increases to meet demand Production increases, especially of government contractors Businesses move to see government contracts - Borrowing becomes expensive. Households spend less as borrowing gets more expensive & less spending money is available - Production falls Marketing increases. Prices are reduced. Search for new markets - Higher income taxes so households spend less - Prices fall to encourage purchases. Production falls Marketing increases. New products Search for new markets - Higher sales taxes because price rises - Higher profit taxes - Lower profits Cost cutting Profits fall. Investment falls Cost cutting Relocation to lower tax country - Decreased government spending causes less consumer demand & government contracts - Profits fall. Redundancies/rationalisation in government suppliers Search for new markets Fiscal policy - 1.6.3 Social ❖ the impact of & issues associated w/ corporate social responsibility (CSR) - - https://youtu.be/aS3_tauT_WE Corporate social responsibility: this concept applies to those businesses that consider the interests of society by taking responsibility for the impact of their decisions & activities on customers, employees, communities, & the environment. Social audit: a report on the impact a business has on society – this can cover pollution levels, health & safety record, sources of supplies, customer satisfaction & contribution to the community. These can include: • Accurate accounting procedures that reflect the true value of assets & cash flows. • Not paying incentives (bribes) to win contracts. • Paying a fair wage & providing healthy & safe working conditions. • Buying raw materials from sustainable sources. • Acting to reduce pollution beyond the legal requirements. • Making suppliers confirmed to an ethical code of conduct. • Not outsourcing to poorly paid / child workers / where health & safety standards operate • A social audit CSR report of stakeholder objectives, establishing CSR indicators, measuring these regularly reporting on them. Benefits Can be a marketing advantage in brand image & reputation Limitation Expensive & raises costs & prices Better financial performance as customers attracted & costs are looked at carefully May make businesses uncompetitive, especially in a global marketplace Page 11 of 66 Vishakha Mirchandani Lower costs – e.g., recycling / reducing waste Customer loyalty Stakeholders cannot agree on ethical / socially responsible behaviour A luxury in a time of recession It is a fashionable, cynical way to market a business ❖ why businesses consider the needs of the community including pressure groups. - - https://youtu.be/ByC99NTqXVw Pressure groups: organisations created by people w/ a common interest / aim who put pressure on businesses & governments to change policies so that an objective is reached. Pressure groups try to achieve these goals in several ways: • Publicity through media coverage • Influencing consumer behaviour • Lobbying of government Pressure groups want changes to be made in three important areas: • Governments to change their policies & to pass laws supporting the aims of the group. • Businesses to change policies so that, e.g., less damage is caused to the environment. • Consumers to change their purchasing habits so that businesses that adopt ‘appropriate’ policies see an increase in sales, but those that continue to pollute / use unsuitable work practices see sales fall. 1.6.4 Technological (including the Internet) ❖ problems of introducing technological change. - - - - https://youtu.be/XI67trbbRoE Information technology: the use of electronic technology to gather, store, process & communicate information. Innovation: creating more effective processes, products, / ways of doing things in a business. Computer-aided design: using computers & IT when designing products. Computer-aided manufacturing: the use of computers & computer-controlled machinery to speed up the production process & make it more flexible. https://youtu.be/IEdPVdNp2QQ There are also potential limitations/problems w/ applying technology to business. • Costs – high capital costs, labour training costs regularly w/ further technological development, & redundancy costs if staff are being replaced by the technology. • Labour relations – These can be damaged if the change is not explained & presented to workers in a positive way w/ justified reason. After job losses, remaining workers may suffer from reduced job security & reduced motivation levels. • Reliability – Breakdowns can lead to the whole process being halted. There may be teething problems w/ new systems & the expected gains in efficiency may take longer to be realised than forecast. • Data protection – The right to hold data on staff & customers is controlled by national laws & the business must keep up to date w/ these legal constraints on its use of IT. • Management – Managers may not be very computer literate, thus may take time in adjusting. Managing the technological change process requires a great deal of management skill. The implementation process of technology Usage of technology of in different areas Production - Product design based on market research information using IT & the internet. Computer-aided design & manufacturing using robotics & 3D printers. Fracking to product previously unobtainable gas supplies Genetically modified plants & animals Operations - Enterprise resource planning Electronic POS system to link sales, stock & ordering. Access to online information & data Communications - Mobile computing, home working & video conference Page 12 of 66 Vishakha Mirchandani - Marketing Databases to sell to identified groups / individuals. Email & social networks to communicate w/ customers directly. Ecommerce – global online sales outlets 1.6.5 Other businesses ❖ how businesses are constrained by & rely on other businesses Suppliers May only be able to provide a limited quantity of products & prices may be affected by market conditions, e.g., scarcity. Customers May have demands which increases costs & time of production & quality of product Financial institutions May place restrictions on the amount & uses of the finance offered. 1.6.6 Demographic ❖ how a business might react to a given demographic change - Demography: the study of population structure (age, gender, ethnicity, education level) & its changes Demographic change: describing the changes in the makeup of the population of a region / a country. Demographic change Impact Reactions Increasing age of population Change in focus from fashionable to family related products Changing product line to focus on quality & practicality. Increasing role of women in the workforce Increased need for flexible working & maternity leave Greater product focus on female market w/ disposable income. Increase in multiculturalism Change in demand for food, fashion styles & working patterns. Increased workforce w/ lower (/ higher) financial expectations. Change in the product line to reflect the multicultural mix of the population & a change in workforce remuneration & conditions. 1.6.7 Environmental ❖ how (physical) environmental issues might influence business behaviour. • • • • Governmental Pressure groups International targets Sets laws regulating disposal of waste & use of natural materials. Can Impose fines & restrictions on those who Ignore laws. Highlights positive & negative ethical & social issues that can influence customer behaviour. Can be used for marketing & promotional activities if positively reviewed • Targets i.e., carbon emissions can affect the use of polluting methods of power generation. • Increases the manufacturing costs 2 People in organisations 2.3 Human resource management (HRM) 2.3.1 Approaches to HRM ❖ the difference between ‘hard’ & ‘soft’ HRM - - https://youtu.be/-SCGHnqrMDM Hard HRM: an approach to managing staff that focuses on cutting costs, e.g., temporary, & part-time employment contracts, offering maximum flexibility but w/ minimum training costs. The hard approach might save money on peripheral workers’ costs in the short term, but: • It could increase recruitment & induction training costs in the long term as temporary workers must be frequently recruited. • Demotivated workers w/ little job security might be unproductive & this could reduce company efficiency & profitability. • Bad publicity regarding the treatment of workers – especially the ‘them & us’ division between core & peripheral staff – might lead to negative consumer & pressure group actions against the company. • Hard HRM ignores the research findings of Maslow, Mayo & Herzberg as workers are not offered job security, esteem, / job enrichment. Soft HRM: an approach to managing staff that focuses on developing staff so that they reach self-fulfilment & are motivated to work hard & stay w/ the business. Page 13 of 66 Vishakha Mirchandani ❖ flexibility, e.g., zero hours contracts & part-time against full-time workers - https://youtu.be/esb9Hp6-Bww Part-time employment contract: employment contract that is for less than the normal full working week of, say, 40 hours, e.g., eight hours per week. Temporary employment contract: employment contract that lasts for a fixed time, e.g., six months. Flexi-time contract: employment contract that allows staff to be called in at times most convenient to employers & employees, e.g., at busy times of day. Outsourcing: not employing staff directly but using an outside agency / organisation to carry out some business functions. Teleworking: staff working from home but keeping contact w/ the of ice by means of modern IT communications. Zero-hours contract: no minimum hours of work are offered, & workers are only called in – & paid – when work is available. Advantages & disadvantages of a part-time & flexible employment contract: Advantages Disadvantages For business Employees can work at busy periods of the day but not during the slower periods. Zero hours contracts – no fixed cost element in a worker’s pay – a wage is only paid if the worker is called in for a few hours. Real competitive advantages - can give good customer service w/o cost increases. More staff are available should there be sickness / other causes of absenteeism. Efficiency of employees can be assessed before offered a full-time contract. Teleworking - savings in overhead costs i.e., smaller office buildings. There will be more employees to manage than if they were all fulltime. Effective communication more difficult – more staff in total & impossible to hold meetings w/ all the staff at any one time. Greater reliance on written communication. Demotivation - part-time staff may feel less involved. Difficult to establish a teamwork culture if staff never meet due to different working hours. Workers may have multiple zero hours contracts w/ different employers – may not be available immediately if called. Lower overhead costs to a business. For workers Ideal for certain types of workers e.g., parents w/ young children, students / more elderly people who do not wish to work a full week. They may be paid at a lower rate than full-time workers They will be earning less than full-time workers. They may be able to work w/ different firms - greater variety to their working lives. Lower security of employment & other working conditions than fulltime workers. - Differences between full time & part time contracts Full-time contacts A contract for a full week’s work Usually, 37-40 hours per week Stable, trained workforce Highly skilled, difficult to recruit & motivated staff Employees likely to be motivated & loyal Expensive, especially in period of recession Part-time contracts A contract for less than a full week’s work Often less than 20 hours per week Specific workforce for times Projects & seasonal jobs Employees like to be highly skilled & motivated No security of employment / income ❖ the measurement causes & consequences of poor employee performance. - - Staff appraisal: a regular review to evaluate an employee’s skills, achievement growth / lack thereof. Useful for feedback in relation to measuring & rewarding performance & success. Different methods of measuring employee performance are: • Planned interviews – discussion w/ managers regarding targets, training, / other issues. • Observation – managers observe employees & measure against pre-set targets & benchmarks. • Productivity – like observation. However, the rate of work output is measured against pre-set targets. Benefits of staff appraisal. • During appraisal interviews / observation, training need can often be identified. • New ideas can come out from the discussion for the benefit of the business. • It can allow pay levels to be adjusted. • It can confirm the extent to which employees are meeting targets which can then be used as the basis for bonus payments. Page 14 of 66 Vishakha Mirchandani - Causes & consequences of poor employee performance: Causes Poor employee motivation Lack of effective leadership Lack of skills/ experience Absenteeism Poor morale Consequences High labour turnover Disciplinary action Low output Poor-quality output Loss of orders High levels of wastage Effects Increased recruitment & training costs Increased cost of defective products Dismissal & lack of workforce - https://youtu.be/610qIGxW_DM; https://youtu.be/iRcpBCL85oc Labour productivity: the output per worker in each time. - Labour productivity = - Absenteeism: measures the rate of workforce absence as a proportion of the employee total. - Absenteeism (%) = - Labour turnover: measures the rate at which employees are leaving an organisation. - Labour turnover = 𝑡𝑜𝑡𝑎𝑙 𝑜𝑢𝑡𝑝𝑢𝑡 𝑖𝑛 𝑡𝑖𝑚𝑒 𝑝𝑒𝑟𝑖𝑜𝑑 𝑒,𝑔,𝑜𝑛𝑒 𝑦𝑒𝑎𝑟 𝑡𝑜𝑡𝑎𝑙 𝑤𝑜𝑟𝑘𝑒𝑟𝑠 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑑 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒𝑠 𝑎𝑏𝑠𝑒𝑛𝑡 𝑡𝑜𝑡𝑎𝑙 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒𝑠 × 100 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒𝑠 𝑙𝑒𝑎𝑣𝑖𝑛𝑔 𝑖𝑛 𝑜𝑛𝑒 𝑦𝑒𝑎𝑟 𝑎𝑣𝑒𝑟𝑎𝑔𝑒 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑝𝑒𝑜𝑝𝑙𝑒 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒𝑑 × 100 ❖ strategies for improving employee performance. - - https://youtu.be/I5l8yX0J2iY; https://youtu.be/AWNau0xDwGY There are several reasons why labour productivity might increase over time: • Improved staff motivation & higher levels of effort • More efficient & reliable capital equipment • Better staff training • Increased worker involvement in problem solving to speed up methods of production, e.g., kaizen & quality circles. • Improved internal efficiency, e.g., no waiting for new supplies of materials to arrive. Methods for improving employee performance: Empowerment Settings goals Access to resources Responsibility Communication Verbal Non-verbal Two-way Feedback Celebratory Areas of improvement Comments Procedures Disciplinary Promotional Grievance ❖ Management by Objectives (MBO) – implementation & usefulness - - Management by objectives: a method of coordinating & motivating all staff in an organisation by dividing its overall aim into specific targets for each department, manager, & employee. Implementation of MBO: • Agreed between the employees & their manager / set by management w/o discussion w/ the employee. • Individual / for a whole department. • Direct from senior management / part of a departmental target. Objectives should be: • SMART to be effective. • In line w/ overall business objectives. • Can be monitored & measured so that action can be taken if targets are likely to be missed. • Recognised if met so that reward can be given to encourage employees. Usefulness Employees feel involved when objectives are discussed & agreed. Disadvantages Time consuming Having specific objectives to achieve can be motivating. Business may not want to discuss some overall objectives w/ all employees Employees are more likely to be committed to objectives that they have been involved in setting. Employees may suggest very easy targets to ensure that financial rewards will be achievable. Employees know what is expected of them & how they are contributing to the business objectives. Targets that are too difficult to achieve may demotivate – forecasts & targets must be realistic. Employees may be motivated by having their training needs & potential for promotion recognised. Can be inflexible due to changes in external environment, i.e., recession – changes may be required. Discussion of training needs – employees feel inadequate / unrealistic expectations of promotion. Page 15 of 66 Vishakha Mirchandani 2.3.2 Labour legislation ❖ the need for labour legislation & the broad principles that often underlie it. - The two main objectives are to: • Prevent exploitation of workers by powerful employers by, e.g., laying down minimum levels of health & safety & minimum wage rates. • Control excessive use of trade union collective action. Issue Content Hours of work Maximum hours of work allowable per week Remuneration issues including minimum wage National minimum wage: how & when employees should be expected to be paid & rate of overtime. Discrimination issues Prevent discriminations for reasons of gender, race, religion, sexual orientation, trade union membership, political affiliation, / being HIV positive. Health & safety Employment contracts Holiday entitlement Ensures a safe & healthy working environment Required details of employment contract; how & when they may be terminated Minimum holiday entitlement: incentives are allowed if minimum is met Employment relations Covers the right to be a member of trade union; bargaining agreements; type of actions workers can take Minimum age issues Limit the type of work that can be done below a stated age; all work is prohibited below a certain age 2.3.3 Cooperation between management & workforce ❖ how cooperation between management & the workforce can benefit both - - The benefits of cooperation • Employees & managers might learn to respect & understand each other. • It can produce a useful exchange of ideas. • It helps to remove the feeling of ‘them & us. • Less confrontation & fewer strikes Cooperation can be achieved: • Using worker participation • By recognising the value of input from employees, leading to a more motivated workforce Cause of conflict Common management view Common employee view Business change, e.g., relocation / new technology Change is necessary to remain competitive & profitable Change can lead to job losses Rationalisation & organisational change Business needs to cut overheads & be flexible to deal w/ competition Always seem to fall on employees - reduced job security & lower motivation 2.3.4 Workforce planning ❖ reasons for & role of a workforce plan - - Workforce planning: analysing & forecasting the numbers of workers & the skills of those workers that will be required by the organisation to achieve its objectives. Workforce audit: a check on the skills & qualifications of all existing workers/managers. What does workforce planning involve? Avoids having too many employees, resulting in wasted human resource. Improves the potential for the business to run efficiently because the right number of workers w/ the right skills are employed. Provides a clear idea of what is to be achieved to determine accurately what workforce is needed. Determines whether the employees have the skills required to meet the business objectives. Factors that influence the number of employees recruited & the skill level of employees required. • Forecast demand of the firm’s product. • The productivity levels of the staff • The objectives of the business • Changes in the law regarding workers’ rights • Labour turnover & absenteeism rate What steps can be taken if the business does not have enough employees w/ the right skills? • Recruit more staff – permanent / temporary, full- / part-time. Page 16 of 66 Vishakha Mirchandani - • Retrain existing stuff. What steps can a business take if it has too many employees? • Make some existing workers redundant. • Do nothing - workers might leave / retire & reduce the workforce to the desired size naturally. • Make sure that the employees needed by the business are kept - persuade them to stay. 2.3.5 Role of trade unions in HRM ❖ the benefits of trade union involvement in the workplace. - Trade union: an organisation of working people w/ the objective of improving the pay & working conditions of their members & providing them w/ support & legal services. Trade union recognition: when an employer formally agrees to conduct negotiations on pay & working conditions w/ a trade union rather than bargain individually w/ each worker. Purpose & value of trade unions: • Represented members at meetings w/ business representatives. • Seek changes for businesses requiring its employees to work outside legal guidelines - e.g., to regularly exceed the number of hours that should be worked. • Work to resolve grievances between workers & their employers. Benefits to employees Skilled representation w/ negotiating experience Benefits to the employers External bodies can mediate when in dispute w/ employee bodies More power than on an individual level Ensure members follow legislation & intervene when infractions made Legal representation when in dispute w/ management Up to date information regarding employment legislation Employers can discuss issues w/ a few impartial representatives, saving time due to not meeting all employees - Collective bargaining: the process of negotiating the terms of employment between an employer & a group of workers who are usually represented by a trade union official. Terms of employment: include working conditions, pay, work hours, shift length, holidays, sick leave, retirement benefits & health care benefits. Single-union agreement: an employer recognises just one union for purposes of collective bargaining. No-strike agreement: unions agree to sign a no-strike agreement w/ employer in exchange for greater involvement in decisions that affect the workforce. Industrial action: measures taken by the workforce / trade union to put pressure on management to settle an industrial dispute in favour of employees. Factors determining the strength of: Trade union Most workers belong to one union All workers agree to take industrial action Industrial action costing the employer large sums of money Rate of inflation increasing Labour cost is a low proportion of total costs Demand for the product labour helps to produce is inelastic When productivity increases Employer Unemployment is high Profits are low Threats of relocation to low cost countries Demand for the product is elastic When the rate of inflation stable Productivity of workers did not change < - Types of industrial action: By trade unions Strike – employees refuse to work By employers Negotiations − to reach a compromise solution Picketing – employees stand outside the workplace & prevent the smooth functioning of the firm. E.g., may stop movement of lorries Public relations – using the media to try to gain public support for the employer’s position in the dispute Work to Rule – employees refuse to do any work outside the precise terms of the employment contract. Threats of redundancies Go slow – employees work at a very slow pace. Changes of contract Non-cooperation – workers refusing to follow a new procedure/rule. Closure – closure of the business / the factory; leads to redundancy & no profit for the business owners Overtime ban – employees refuse to work overtime Sit-in/ Sit down strike – employees report for duty, but they just sit in their offices Page 17 of 66 Vishakha Mirchandani 2.4. Organisational structure 2.4.1 Relation between objectives, people & organisational structure ❖ purpose & attributes of an organisational structure - https://youtu.be/d-0BAO_EhR4; Organisational structure: the internal, formal framework of a business that shows the way in which management is organised & linked together & how authority is passed through the organisation. Organisational structure provides a framework for decision-making, allowing flexibility, growth, development, & a structure for meeting the needs of a business. An organisational structure: • Illustrates who is responsible for whom & who is accountable to whom within a business. • Allows employees to know which task should be their priority when given work from more than one person. • Shows who are the decision makers in an organisation • Shows the official chain of command. • Illustrates the official channels of communication. • Can also show the different functional departments / divisions within a large business. • Gives employees some idea of the promotion / progression route within a business. 2.4.2 Types of structure: functional, hierarchical (flat & narrow), matrix ❖ advantages & disadvantages of the different types of structure - https://youtu.be/AQcjYAFEsfc; Functional structure • Functional structure – organised in terms of functional areas / departments of the business. Each department may have their own hierarchical structure outlining who should report to whom. • There are eight functional areas in a normal business set up, namely: ▪ General management ▪ Finance ▪ Human resources ▪ Marketing ▪ Public relations ▪ Production ▪ Administration ▪ Purchasing Advantages Specialists will be employed for each functional area Clear hierarchy & chain of command in each department Employees know contribution to business structure Simple lines of control Disadvantages Communication between department can breakdown Lack of coordination & a duplication of effort Decisions concentrated at the top which damages motivation level departments compete for resources, costly for the business < - Hierarchical structure • Hierarchical structure – demonstrates the levels of authority in a business, w/ those w/ the most authority at the top of the structure & those employees w/ least authority & responsibility please start the bottom. Advantages The role of each employee is clear & well defined Disadvantages Remote one-way communication Employees are given responsibilities, proper rules to follow & procedures to follow Managers are generally accused of having tunnel vision / narrow vision Specialisation & economies of scale can be achieved Clearly defined chain of command It is a proper departmental structure Lack of coordination can occur because of fewer horizontal links Page 18 of 66 Vishakha Mirchandani a. Narrow & tall structure • Narrow & tall structure – many levels, usually in bureaucratic & traditional organisations w/ a narrow span of control Advantages There are different levels w/ delegated decision-making Employees can progress in towards higher levels of responsibility Senior management delegate decision making to managers below Disadvantages Some loss of control by senior managers Poor decisions may be made at lower levels Communication through several levels - slow & time consuming The ideal span of control depends on the skill of the employees & the type of work being undertaken. Highly skilled workers tend to need less supervision than unskilled workers & therefore could work under a wide span of control Higher levels of management can become distance from lower levels- unaware of issues, lower motivation levels in lower line staff. Some communication is ineffective - lack of contact &// some duplication of effort / lack of coordination b. Flat structure • Flat – fewer levels w/ a wide span of control, often in new business / those who have delayered to save time / cost. Advantages Closer link between senior managers & lower levels Disadvantages There are limited opportunities for promotion Information & decisions passed through fewer levels hence less time consuming Wider span of control - difficult to directly communicate w/ many staff Greater motivation as more trust is placed on employees Decision-making responsibility rests w/ a smaller number of managers - great burden Less supervision of employees - lower costs Quality maintenance is difficult - Matrix structure • Matrix structure: an organisational structure that creates project teams that cut across traditional functional departments. Advantages Disadvantages The best team will be chosen for a project Employees will find it difficult to prioritise that work - working on more than one project at a time Improves cooperation & communication between departments Power struggle - conflict between different project leaders in terms of priority Effective use of skills within business Costly to implement Flexibility - business is more responsive to changes Problems of control - employees answerable to more than one leader Page 19 of 66 Vishakha Mirchandani ❖ why some organisations are structured by product & others by function / geographical area. a. Organisations structures by product • Cost & profit centres for each product, w/ each product having its own organisational structure & specialist teams to support it. Advantages Disadvantages People working in each division will be specialised in that specific product Costs & revenues can be clearly allocated to that product There can be some duplication of effort. E.g., each product might have a marketing department & the finance department << b. Organisation structures by geographical region • Useful for businesses who provide products for different regions. Advantages More likely to understand the needs of local customers Disadvantages May not benefit from economies of scale Specialised products can be produced / provided Local influences may lead to contradictions in marketing messages / brand image ❖ the reasons & ways structures change e.g., w/ growth / delayering. - Factors influencing choice of organisational structure. • Functional activities taking place - production finance human resource management & marketing. Each department has a clear function & its own internal hierarchy. • Product groups are geographical regions depending on the nature of the business involved. A multiproduct business might have a structure for each product, whereas a business operating in several geographical regions may have separate structure for each region. • Size of the business - larger businesses tend to need functional departments. • Aims & objectives of a business, e.g., if the business objective is growth, the organisational structure must allow growth to take place w/o sacrificing any level of efficiency. The reasons & ways structures change: - Change Reason Method of change Internal Change in the style of management Changing to a more Democratic style to increase worker input & motivation Delayering is one method, as well as changing lines of communication Delayering Decrease costs & increase speed of communication Reducing the number of supervisory managers & increasing the autonomy of workers Expansion into new geographically markets An increase in the number of departments & products leads to an increase in the scale of operation Increasing the layers of management & changing the structure from matrix to a geographical structure External Growth of market Increase in demand leads to an increase in production to maximise profit opportunities Changing to a product oriented / geographical structure to maximise product availability & suitability https://youtu.be/sRQcrFQw8YU; https://youtu.be/xUISnC0P9CE; https://youtu.be/Ob4P79graGY Delayering: removal of one / more of the levels of hierarchy from an organisational structure. - Advantages Reduces business costs Shortens chain of command & improves communication Increases motivation due to less remoteness from top management Increases span of control & opportunities for delegation • • • • Disadvantages May make managers redundant - redundancy costs Increases workload for managers - stress Production in the sense of security of the whole workforce - fear of redundancies - Maslow’s needs Consequences of poor organisational structure Low motivation & morale • Ineffective decision making • Lack of co-ordination & control Poor communication • Duplication of activities Poor implementation of organisational objectives Inability to respond to changing conditions. Page 20 of 66 Vishakha Mirchandani 2.4.3 Formal & informal organisations ❖ features of a formal structure. - Informal organisation: the network of personal & social relations that develop between people within an organisation. Advantages Lighter workload for management Workgroup satisfaction Improved communication Forces management to plan Greater cooperation - - Disadvantages Resistance to change Interpersonal an intergroup conflict Features of a formal structure: • Clear & distinct levels of hierarchy, responsibility, & authority • Processes & procedures in place to ensure consistency & order. • Reduced responsibility at lower levels of hierarchy • Delegation of tasks whilst retention of control & responsibility • High levels of control & authority in position of trust Chain of command: this is the route through which authority is passed down an organisation – from the chief executive & the board of directors. 2.4.4 Delegation & accountability ❖ relationship between delegation & accountability - https://youtu.be/9tipp7Jm2Vw; https://youtu.be/Fhv32O_fg1A Delegation: passing authority down the organisational hierarchy. Delegation & accountability At each level in the organisation tasks are delegated from chief executive officer at the top of the organisation down to the employees on the very bottom level, but if anything happens that causes the organisation to perform less well it is the chief executive who will ultimately have to answer to the shareholders. ❖ processes of accountability in a business ❖ advantages & disadvantages of delegating Advantages Senior managers more time to focus on strategic roles Shows trust in subordinates - motivate & challenge Develops & train staff for more senior positions Staff achieve fulfilment through their work (self-actualization) Disadvantages Inadequate training - low rate of success Unsuccessful if insufficient authority is given to subordinate Managers may only delegate boring jobs - demotivating ❖ the impact of delegation on motivation - Delegation can be a part of job enrichment & exposes employees to a wider range of more complex tasks. Employees feel trusted & might begin to believe that they could be promoted. This increases their selfesteem. Delegated tasks can also lead to an employee gaining respect of their colleagues, therefore meeting their need for the esteem of co-workers. 2.4.5 Control, authority, & trust ❖ relationship between span of control & levels of hierarchy - https://youtu.be/XwwsY84EcB8; Level of hierarchy: stage of organisational structure at which personnel have equal status & authority. Span of control: the number of subordinates reporting directly to a manager. The greater the number of levels of hierarchy, the longer the chain of command. This will affect: • Communication effectiveness • Spans of control – smaller in tall organisations. Page 21 of 66 Vishakha Mirchandani • • • Delegation – when spans of control are narrow, managers are more able to control the work of the few people, so delegation is likely to be limited. Motivation levels of junior staff – as far from senior management, delegation will be limited. Business costs – managers are expensive to employ & they take up very costly office accommodation. ❖ difference between authority & responsibility - Responsibility - clear accountability for tasks regardless of who carries out / gives orders for the task. Authority - the power to give orders & make decisions regarding tasks. Authority & responsibility Authority can be passed down & responsibility cannot. Thus, the authority to perform a task can be passed to a lower-level employee but the final responsibility for the successful execution of the work remains w/ the manager who delegate work. It is the manger’s responsibility to ensure that the employee has the required skills & experience. ❖ conflicts between control & trust that might arise when delegating. - Delegation requires an element of trust. Trust on the part of the manager that their employee will carry out the work as required. Trust on the part of the employee that the manager will not interfere once the work has been delegated. When a manager performs a particular task, themselves they have complete control about how & when it is done & the standard to which it is done. They must accept that they lose some control over the work if it is delegated to one of the employees in the hierarchy. If the manager checks constantly how the work is done, the employee may sense lack of trust & may no longer be willing to undertake the task. However, if the manger does not keep checking, how do they know that the work is being done & is being completed to the required standard. This a dilemma faced by people who delegate some of their work to others. 2.4.6 Centralisation ❖ advantages & disadvantages of centralisation for stakeholders - https://youtu.be/ZsJ6Rbg6SWU; https://youtu.be/tnLOEmJlsmo; https://youtu.be/vPLaoJaPYa4; https://youtu.be/M1sV6YhxQD8 Centralisation: keeping all the important decision-making powers within head of ice / the centre of the organisation. Advantages Greater control - employees & use of resources Disadvantages No new ideas are brought in the management system Decision will be made consistently across all departments / divisions Prevents personal development for managers lower down the hierarchy Image can be maintained due to consistency Easier communication due to limited involvement of employees Employees working towards common goal Delays in decision making Business may not quickly adjust to unexpected change - Decentralisation: decision-making powers are passed down the organisation to empower subordinates & regional/product managers. Advantages Decisions are made by managers who are ‘closer to the action’ Managers feel more trusted & get more job satisfaction due to delegation Decisions can be made much more quickly The business can adapt to change more quickly Disadvantages Loss of control Development of narrow departmental view 2.4.7 Line & staff ❖ distinctions between line & staff management; conflict between them - https://youtu.be/ViGC-ewNAIA Line managers: managers who have direct authority over people, decisions, & resources within the hierarchy of an organisation. Staff managers: managers who, as specialists, provide support, information, & assistance to line managers. Page 22 of 66 Vishakha Mirchandani Example of line manager departmental manager Supervisor Line worker Example of staff manager IT specialist referred to marketing department IT specialist is not managed / controlled by the marketing manager IT specialist offers advice only & is not able to instruct << - Functional Authority – it is a right to give orders in a department other than your own. E.g., on specific projects some specialists can be hired. For instance, calling a finance person to supervise a project. 2.5 Business communication 2.5.1 Purposes of communication ❖ situations in which communication is essential. - - https://youtu.be/8hsxaP3MJ-E; Effective communication: the exchange of information between people / groups, w/ feedback. Key features of effective communication • Sender (/ transmitter) of the message • Clear message • Appropriate medium (way in which the message is sent) • Receiver • Feedback to confirm receipt & understanding. Reasons why effective communication is important to a business: • Staff motivation • The number & quality of ideas generated by the staff. • Speed of decision-making • Speed of response to market changes • Reduces the risk of errors. • Effective coordination between departments To communicate w/ employees To communicate w/ customers To coordinate business activities Give instructions Advertising informs & encourages new & existing customers to purchase products Communication between different departments Allow employee input into decision making & work practises Process orders & allow dialogue for special orders Communication w/ external suppliers to ensure a constant supply of raw materials Increase motivation & morale Ensure customer feedback is received & action to allow further business opportunities Share organisational aims & objectives to unify business practises 2.5.2 Methods of communication ❖ standard methods of communication: interpersonal, general to & within groups; spoken, written, electronic, visual. - Communication media: the methods used to communicate a message. Information overload: so much information & so many messages are received that the most important ones cannot be easily identified & quickly acted on – most likely to occur w/ electronic media. What can affect the choice of methods of communication? • The importance of a written record • The advantages to be gained from staff input / two-way communication. • Cost - electronic media can often require expensive capital resources. • Speed - electronic means can be quick. • Quantity of data to be communicated. • Whether more than one method should be used for clarity & to be sure that the message has been received • Size & geographical spread of the business Page 23 of 66 Vishakha Mirchandani ❖ strengths & weaknesses of the different methods of communication Method Advantages Written communication - Letters – they are used when applying for a job, requesting for something, informing employees of any impending redundancies etc Reports – formal means of communication, they are used in schools’ colleges to give information about the progress of the student. Some are issued by companies i.e., annual reports. Some are used when a manager wants a stubborn employee to narrate his / her case - - Provides records & references. The receiver can re-read. Message can be carefully drafted & directed to large audience through mass mailing. It promotes uniformity in policy & procedures. Reports can be very detailed & can include diagrams to illustrate some information. Provides a permanent record of information. Information is provided in a logical way Disadvantages - - Notice boards – used for a planned social event / meeting. It also includes posters - The information is available to many people at the same time. It is cheaper to use - Emails – it is a quick means of communicating both internally & externals - Websites – many businesses convey information about their activities on a business website. The business can display mission, products offered, jobs, prices on the website. - Social media – may include Facebook, twitter. Many people invite people to follow them on social media so that up-to-date information can be given out about business activity - A fast way of communicating regardless of where in the world the sender & recipient. Supporting documents can be attached so that a lot of information can be transmitted quickly A lot of information can be made available on a website. If the website is very professional & sophisticated the business can project a good image A website is a relatively low-cost form of communication for businesses once the site has been established. It allows businesses to contact people who they are not yet in formal contact w/ Faster communication w/ people outside the business Immediate reaction from people can be obtained through responses posted on social media. Such interaction between the business & its customers might allow the business to be more responsive to the needs of its customers - - - It may create mountains of papers. May be poorly expressed by ineffective writers. It may long time to receive & properly understood. Information can be misinterpreted Some information might not be read if the report is too long. Information can be misinterpreted There is no guarantee that the intended recipients will see the information. The reactions of people to the information will be unknown. The information cannot be targeted at a specific group of people. May provide no immediate feedback. Some open their emails after a long time Information overload where too many emails are sent. It may long time to receive & properly understood. Can lead to cyber related crimes. The illiterate cannot use the internet The information made available on a website is accessible to everyone who visits the site. Thus, competitors can have information which can be used to their advantage. There is the potential for malicious individuals to gain access to the website & to add harmful information / comments There is a danger that information might be released through social media that was not intended for public knowledge. The target market of the business might not be in the section of the population that habitually uses social media. Someone within the business will have to allocate time to manage the facebook / twitter communications Oral Communication – includes one to one conversation, interviews, appraisal sessions, group meetings / team briefings. Meetings - Telephone/ Mobile phone - Visual Communication – usually includes diagrams, pictures, charts, & pictorial representation of the message. - It allows two-way communication & feedback. It encourages motivation. It is fast & feedback can be received instantly. The message can be reinforced w/ the proper use of body language. It allows two-way communication & feedback. It is fast & feedback can be received instantly. Employees can be in contact 24 hours a day, 7 days a week. Messages can be send/ received, & they will act as a record Easy to understand & retain the information. May be more interesting than simple written communication. - - - Body language of both the sender & receiver may have a negative impact. It may be unsuitable for information which is technical in nature. Meetings can be time consuming There is no record of what was said. The body language of the people involved cannot be seen. There is no guarantee that the person on the other end of the phone is listening & paying attention to what is being said It is not always clear, & they may be misinterpreted by the receiver. Page 24 of 66 Vishakha Mirchandani Video Conferencing – can be held between two / more people in a variety of locations - Saves time because do not need to travel to meetings. The costs involved in travelling to meetings are saved. People working in different parts of the world can hold regular meetings in this way. The cost of equipment is small compared to the costs saved. It allows for some eye contact to be made & for body language & tone of voice to be observed - It is difficult to judge the body language of those participating. Any time lag can disrupt the fluency of the discussion. High Installation costs It can be difficult to assess who wants to have an input if the group is large. Physical sampling of products of new products i.e., new chocolate bar / a new blend of tea is not possible 2.5.3 Channels of communication ❖ how communication works within an organisation - Channels of communication often follow the chain of command. There can be times when the usual channel of communication will not be followed – e.g., if an employee wishes to make a formal complaint about his / her line manager. Most businesses require communication to occur both vertically & horizontally. ❖ Comparison & differences - One way communication – information moves in one direction only, usually from the top to the bottom of the organisation. • Bureaucratic businesses w/ tall structures generally rely on one way communication: decisions are made at the top of the organisation & cascade down to the employees at the bottom of the structure. • Employee involvement, responsibility & trust is minimal. Two-way communication – information moves both up & down the organisation & originates at all levels. • Often found in flatter structures which rely on the skills & ability of their employees, two-way communication allows for decisions to be made at any level of the organisation & can be cascaded both up & down in the hierarchy of the business. • Employee involvement, trust & responsibility is critical within this type of organisation. Vertical communication – communication between different levels of the hierarchy • Communications are likely to stay within one functional area. • Typically found in organisations that have separate cost centres & operations. Horizontal communication – communication at the same level of hierarchy • Communications are likely to cross between different functional areas. • Typically found where there is close cooperation & collaboration between all departments. - - - ❖ problems associated w/ different channels of Communication. Vertical Horizontal One-way Two-away No inter-department cooperation The outlook & objective of different departments could conflict Does not allow the receiver to question the message Time consuming - time spent on discussing problems Ideas can remain one dimensional Different departments may not understand the culture, ways of working, objectives, problems, / technical language of the others No assurance that message has been received understood & acted upon Inappropriate for some messages that give clear information that cannot be argued w/ Formal procedures put in place may be overlooked Employee motivation & lack of interest Too much feedback - waste of time 2.5.4 Barriers to communication - Communication barriers: reasons why communication fails. Feature Sender Problems • • • • • The sender may use to technical language / may use ‘jargons’ which are difficult to understand. The sender may speak too quickly which makes it difficult to interpret what he is saying. The sender initiates a wrong message. The message send by the sender may be too long & due to this the main point to be emphasized may get lost. The sender may have a wrong opinion / perception of the receiver & may not put effort to put across the message in an effective way. Page 25 of 66 Vishakha Mirchandani Medium • • • • The message may be lost while transmitting. Using an inappropriate medium may result in the less effective communication. A longer channel of communication will result in distortion of the message & it may lose its original meaning. There is lots of physical disturbances in channel of communication used. Receiver • • • The receiver might not be paying attention & thus the message may lose its impact. In many cases, the sender might not be trusted by the receiver & may not act in the intended way. The receiver may not have the necessary skills to understand the message. Feedback • The feedback may be missing / distorted. < 2.5.5 The role of management in facilitating communication. ❖ communication networks - - - - - Formal communication networks: the official communication channels & routes used within an organisation. Chain network – one person, at the top, starts of the communication message & this is passed on to the next person on the lower level. This is designed for authoritarian leaders. • It does not encourage either two-way communication / horizontal communication. • Individuals at the end of the chain can feel isolated & demotivated. • Gives the leader control & allows an overview, from the top of the organisation, of the communication system. Vertical network - the boss/owner communicates w/ subordinates directly. • Individually – there is no group network here. • Used in a small department / any situation w/ a narrow span of control. Wheel network - leader is at the centre, there could be two-way communication between the leader & each of the other parts of the wheel. • Horizontal communication is poor. The leader is in control & can limit formal contact between the others. • This network might represent the situation of a regional manager communicating to each of the branch / site managers. Circle network – each person / department can communicate w/ only two others. Tt is a decentralised network – there is no obvious leader. • It might be difficult for all members of the circle to agree a new strategy between them, because of the slow rate of communicating w/ the whole group. • These methods do not allow the receiver to question the message, to ask for further explanation / to discuss it w/ the sender. • There is no assurance for the sender that the message has been received, understood, & acted upon. Integrated / connected network – allows full two-way communication between any group members – / w/ all of them. • It is typical of team meetings / brainstorming sessions. • It allows a participative style of decision-making. • It could assist in solving complex problems where input from all group members is needed. Page 26 of 66 Vishakha Mirchandani ❖ the role of informal communications within a business - Informal communication: unofficial channels of communication that exist between informal groups within an organisation. Advantages Disadvantages Employees may understand instructions better when explained by other workers informally Maintaining secrecy is impossible Informal system covers the gap / shortcomings of formal communication system It is very much difficult to control the information Improved relationships – Issues between the workers & the management can be solved The original information may be transformed to wrong information (i.e., spread rumour) Increases efficiency - employees discuss their problems openly & solve it, work is done properly No one can be held responsible as not possible to find the supplier of wrong information in case of an enquiry Problems can be easily & quickly identified. New ideas, suggestions, opinions may come out through such communication as people can express their feelings w/o fear Can be time wasting Flow of information is fast & is suitable for emergencies Can create conflicts between employees < ❖ ways in which communication can influence the efficiency of a business. - Managers can make sure that the people who need information have the correct information. Effective communication can minimise the time wasted in decision making. Time & money can be saved by ensuring that the most appropriate means of communication are used. Interdepartmental communication can prevent the duplication of effort & increase the level of coordination. Giving relevant information to employees can raise their level of motivation because they feel involved in the business. ❖ ways of improving communication in each situation. - Ensure message is clear & precise. Keep the communication channel as short as possible. Ensure channels of communication clear to all involved. Build in feedback to the communication process. Establish trust between senders & receivers. Ensure that physical conditions are appropriate. Feature Steps to overcome barriers Sender • • • • • Message should be as brief as possible & to the point. Main points of the message should be highlighted. Language used should be understood by the receiver. Avoid using technical jargons. Use of appropriate facial expression while delivering verbal messages. Medium • • • Select appropriate channel for communication. Medium used should be free from distortions i.e., telephone failure etc. Use the shortest possible channel to avoid distortion. Receiver • • • Feedback should be asked from the receiver. Trust between the sender & receiver is an important requirement. Receiver should pay attention to the message received. Page 27 of 66 Vishakha Mirchandani 3 Marketing 3.4 Marketing planning 3.4.1 Market planning ❖ the detailed marketing plan; associated benefits - - - Marketing plan: a detailed, fully researched written report on marketing objectives & the marketing strategy to be used to achieve them. Each of these must fit together w/: • Marketing objectives • Marketing budget • Each other to create an integrated marketing mix. The key contents of a typical marketing plan are: • Purpose of the plan & the ‘mission’ of the business • Situational analysis – where the firm is now. • Marketing strategy – where it aims to get to, in marketing terms – marketing objectives & how it plans to achieve these targets. • Marketing mix – turning the strategy into the appropriate marketing tactics to be followed. • The budget required to implement the plan effectively. • Executive summary & a time frame for implementation of the plan. The detailed marketing plan: Stage - Components Analysis of current environment • • Organization, market, & competition Ability to identify starting position Setting marketing objectives • • Dependent on corporate objectives Provides a target for all stakeholders Deciding target markets • • Identifies specific market segments. Reduces wastage on advertising spend Implementing marketing strategy • • Related to budgets & existing abilities. Minimises risk of cost exceeding revenue & failure Monitoring & measuring progress • • Identifies any areas of strength / weakness to be exploited / fixed. Ability to measure progress of campaigns The benefits & limitations of a detailed marketing plan: Benefits Marketing activities contribute to achieving corporate objectives Limitations complex, costly, & time-consuming marketing activities are integrated small business may not have either the money / the skilled management resources are used efficiently in a planned way In a fast-changing market, the plan could become out-of-date employees are informed & committed to the plan marketing managers may become wedded to the plan that they have devoted so much time & energy to. the review & monitoring process prepares the organisation for change may prevent them from seeing that unseen changes in the external environment - Marketing planning – an evaluation • A marketing plan is just one key component of a complete business plan. – convince banks & investors for finance • Needed to help introduce a new strategy that could determine a business’s future success. • These provide direction & purpose to future marketing decisions that everyone in the department & the organisation can understand & support. 3.4.2 Elasticity ❖ usefulness of the concept of elasticity in its various forms https://youtu.be/DFsgMfmwnsI; https://youtu.be/A6b7KGQ-X4g; https://youtu.be/ZTcsyyFdVGM; https://youtu.be/KVKzw_2iebc; https://youtu.be/TsqR8Qm1OXk; https://youtu.be/6qH0N1Ircfc - Price elasticity of demand measures the responsiveness of demand following a change in price. Page 28 of 66 Vishakha Mirchandani % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑞𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑑𝑒𝑚𝑎𝑛𝑑𝑒𝑑 - Price elasticity of demand = - Income elasticity of demand measures the responsiveness of demand for a product following a change in consumer incomes. - Income elasticity of demand = - Promotional elasticity of demand measures the responsiveness of demand for a product following a change in the amount spent on promoting it. - Promotional elasticity of demand = - Cross elasticity of demand measures the responsiveness of demand for a product following a change in the price of another product. Cross elasticity of demand for good A following a change in the price of good B - = % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑝𝑟𝑖𝑐𝑒 % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑑𝑒𝑚𝑎𝑛𝑑 𝑜𝑓 𝑝𝑟𝑜𝑑𝑢𝑐𝑡 % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑐𝑜𝑛𝑠𝑢𝑚𝑒𝑟 𝑖𝑛𝑐𝑜𝑚𝑒𝑠 % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑑𝑒𝑚𝑎𝑛𝑑 𝑓𝑜𝑟 𝑡ℎ𝑒 𝑝𝑟𝑜𝑑𝑢𝑐𝑡 %𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑝𝑟𝑜𝑚𝑜𝑡𝑖𝑜𝑛𝑎𝑙 𝑠𝑝𝑒𝑛𝑑𝑖𝑛𝑔 % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑑𝑒𝑚𝑎𝑛𝑑 𝑓𝑜𝑟 𝑔𝑜𝑜𝑑 𝐴 % 𝑐ℎ𝑎𝑛𝑔𝑒 𝑖𝑛 𝑝𝑟𝑖𝑐𝑒 𝑜𝑓 𝑔𝑜𝑜𝑑 𝐵 Price electricity Income plasticity Promotional elasticity Cross elasticity Decides the affect a price change will have on revenue Decides the effect a change in income will have on revenue Decides the affect promotion will have on revenue Decides the effect of competitors price change will have on revenue Helps to set a price that will gain maximum revenue Allow the business to be responsive to market conditions Allow the business to maximise return on marketing expenditure Allow the business to select the most proper pricing strategy < Perfectly inelastic demand Zero Inelastic demand Between zero & one Unit elasticity One Elastic demand Between one an Infinity Perfectly elastic demand Infinity < 3.4.3 Product development ❖ product development as a process from original conception to launch & beyond. - https://youtu.be/DF7fwdlt-c0 New product development (NPD): the design, creation & marketing of new goods & services. Consider existing products & market threats & opportunities w/ objectives create new ideas for products from suggestions, market research / R&D develop the idea having considered the market, design, production possibility & current products, the business must ensure that all costs can be covered before prototype & initial testing final testing by best selling in the market & market research product launch post launch monitoring the stages in the life cycle ❖ sources of new ideas for product development - Company’s own research & development (R&D) department Adaptation of competitors’ ideas Market research, i.e., focus groups. Employees Salespeople Brainstorming in groups University & government research centres ❖ the importance of Research & Development - https://youtu.be/44XkPcc1xL4 Research & development: the scientific research & technical development of new products & processes Importance of research & development: • Design faults can lead to a business being taken to court. • Falling behind competitors who invest in products & technology. • Persistent poor quality can ruin a business’s reputation. • No unique selling point in comparison to competitors Page 29 of 66 Vishakha Mirchandani Spending on R&D Not spending on R&D Advantages Unique selling point Business can charge premium prices. Earn higher profit margins Adapt other businesses’ ideas. Less risky Disadvantages Risky investment Never be foreseen w/ great accuracy Can lead to legal battles if product is copied - How can government encourage R&D? • Providing some legal security to inventors & designers by allowing them to ‘patent’ / ‘register’ a design. This provides protection to the inventor from unauthorised copying of the new idea / design. • They can provide financial assistance to businesses engaging in R&D. This is usually done either by providing tax-reduction incentives, / by offering grants to firms / university departments w/ close links to industry, to be spent on specific projects. - Factors that influence the level of R&D expenditure by a business: • The nature of the industry • The R&D spending plans of competitors: • Business expectations • The risk profile / culture of the business • Government policy towards grants to businesses & universities for R&D - Why new products fail? • Changes in economic conditions • Insufficient / inappropriate marketing efforts • Inadequate market research • Distribution problems • Misleading market research findings • Unexpectedly high costs • Defects in the product • Inadequate sales force • Activities of competitors 3.4.4 Forecasting ❖ the need to forecast marketing data - Sales forecasting: predicting future sales levels & sales trends. The potential benefits of sales forecasting: • The production department would know how many units to produce. • The marketing department would be aware of how many products to distribute. • Human resources workforce plan would be more accurate. • Enable a business to determine what changes are taking place in the market. • • • • Finance could plan cash flows. Detect business opportunities / threats & what marketing mix may be appropriate for these. Help pinpoint a product position on the product life cycle. Enable the business to analyse the actions of competitors. ❖ methods of forecasting (qualitative & quantitative) - - Qualitative • Sales-force composite: a method of sales forecasting that adds together all the individual predictions of future sales of all the sales representatives working for a business. • Delphi method: a long-range qualitative forecasting technique that obtains forecasts from a panel of experts. • Jury of experts uses the specialists within a business to make forecasts for the future. • Consumer survey – a form of market research & the questions may either be quantitative in nature (e.g., asking for likely future levels of demand) / qualitative (e.g., asking for reasons behind future demand choices) Quantitative • Correlation – this method attempts to explain the most important factors causing changes in sales data. If a marketing manager considered that the level of advertising expenditure had led, in the past, to significant changes in sales, then a causal relationship might be established. • Extrapolation – basing future predictions on past results. When actual results are plotted on a timeseries graph, the line can be extended, / extrapolated, into the future along the trend of the past data. Page 30 of 66 Vishakha Mirchandani • Moving Averages – more complex than simple graphical extrapolation. It allows the identification of underlying factors that are expected to influence future sales. These are: ▪ The trend: the underlying movement in a time series. ▪ Seasonal fluctuations: the regular & repeated variations that occur in sales data within a period of 12 months. ▪ Cyclical fluctuations: these variations in sales occur over periods of time of much more than a year & are due to the business cycle. ▪ Random fluctuations: these can occur at any time & will cause unusual & unpredictable sales figures – examples include exceptionally poor weather / negative public image following a highprofile product failure. Advantages Disadvantages It is useful for identifying & applying the seasonal variation to predictions. It is a complex calculation. It can be reasonably accurate for short-term forecasts in reasonably stable economic conditions Forecasts further into the future become less accurate as the projections made are entirely based on past data. External environmental factors can change. It identifies the average seasonal variations for each time, & this can assist in planning for each quarter in future. Forecasting for the longer term may require the use of more qualitative methods that are less dependent on past results. ❖ calculation & use of moving average method to forecast sales. - Inspect past data for regular time related fluctuation. Decide upon a time – most often four quarters. Calculate the four quarter totals. Centre the data by adding the quarterly totals to an eight-quarter total. Divide by 8 to give the sales trend / moving average for each quarter. Deduct the trend from the sales for each quarter. Add all the seasonal variations & divide by their number to achieve the average seasonal variation per quarter. Page 31 of 66 Vishakha Mirchandani 3.4.5 Coordinated marketing mix. ❖ the need for & development of a coordinated marketing mix - https://youtu.be/JC8lGW1T1bY; https://youtu.be/_f65-t9vjuI; https://youtu.be/Djx7pAX4vZ0; https://youtu.be/tAwN1SlkrAg; https://youtu.be/Bb-dX_0Oo_M Price – needs to reflect the expectations of the target market. Product – needs to reflect the needs of the target market. Place – needs to be sold in appropriate locations for the target market. Promotion – needs to be advertised in appropriate locations & media, considering the requirements of the customer. The plan should be integrated w/: • Finance – to obtain the necessary resources. • Operations – to discuss the viability of locations abroad & to adapt the product for foreign markets. • Human resources – to ensure adequate staffing is available. ❖ development of marketing strategies that are focused towards achieving specific marketing objectives. - The 4Ps must be integrated & reinforce each other. The integrated 4Ps must specifically relate to achieving the marketing objectives. The marketing mix must take account of position in the product life cycle & market conditions. There should be research & development for new products to replace older ones. Marketing strategies should be within their set budgets. Flexibility to respond to change should be built in 3.5 Globalisation & international marketing 3.5.1 Globalisation ❖ economic globalisation within the context of the broader concept of ‘globalisation’ - https://youtu.be/w3ohMzkTdpk; https://youtu.be/-loRR8XBeDw; https://youtu.be/r4US7okMBb8; Globalisation: growing trend of worldwide markets in products, capital, & labour, unrestricted by barriers. Multinational companies: businesses that have operations in more than one country. Free international trade: international trade w/o restrictions i.e., ‘protectionist’ tariffs & quotas. Tarif: tax imposed on an imported product. Quota: a physical limit placed on the quantity of imports of certain products. Economic globalisation includes: • Decreasing barriers to trade • Increasing ease of moving capital in money across countries • Increased incentives for foreign direct investment • Growth of multinational businesses in all countries as there is greater freedom for capital to be invested from one country to another. • Freer movement of workers between countries. ❖ the implications for marketing of increased globalisation & economic collaboration - - https://youtu.be/MuZXCvA24_8; https://youtu.be/nFHMm0nElDw Trading Bloc – refers to an agreement between states, regions, / countries, to increase trade between the participating regions by removing barriers to trade. It is a grouping of countries w/ formal agreements on trade. They make it easier for member countries to access the market & very difficult / expensive for nonmembers to sells their goods on the market. Examples of trading blocs: ASEAN – Association of South East Asian Nations APEC – Asia Pacific Economic Co-operation NAFTA – North American free trade agreement EU – European Union BRICS: the acronym for five rapidly developing economies w/ great market opportunities – Brazil, Russia, India, China, & South Africa. Page 32 of 66 Vishakha Mirchandani These are major economic power that are not yet fully developed but are developing at a faster rate. Their income (GDP) is growing rapidly. They account for over 40% of the world population, 25% of the world income & production, & have large trade surpluses & foreign reserves. As their economies continue to grow & attract greater trade, their markets will become increasingly important for the world economy & as key market opportunities for foreign businesses. They therefore represent major marketing opportunities as wealth grows & an increasing market share w/ disposable income to spend will be looking for more opportunities to buy goods & services. Benefits Limitations large increases in money moving between countries & in foreign direct investment by governments & transnational corporations Businesses from other countries have freer access to the domestic market, so they will be increased competition large increases in trade between countries Inefficient domestic firms will shutdown increasingly similar products & services being sold across the world Businesses are now at risk of foreign takeovers e.g., Land Rover & Jaguar by Tata. a large increase in outsourcing to different countries for components / services Anti-globalisation pressure groups may comment negatively about a multinational company large increases in international travel & instant communication across the world Decrease in profitability for domestic firms when more imports flood local markets increasingly similar cultures & attitudes across the world converging income levels across the world 3.5.2 Strategies for international marketing ❖ the importance of international marketing for a specific business/situation - International marketing: selling products in markets other than the original domestic market. Why a business may sell its products in other countries. • To maximise profits • When the home market is saturated • To reduce risk of failure • Poor trading conditions in the home market • Legal differences creating opportunities abroad. Fewer restrictions abroad can create opportunities for local firms to export goods to those countries. • To escape competition in the home market • To meet management goals of growth Free trade reduction in tariffs enlarged markets economies of scope & scale faster economy growth - Protectionism & trade blocs increase in restrictions, barriers, & tariffs increase in bureaucratic procedures reduction of customer choice Why international marketing is different? • Cultural differences • Legal differences • Economic & social reasons • Political differences • Differences in business practises ❖ international markets – identification, selection & entry - https://youtu.be/SGoGJEe-ERk; https://youtu.be/drK_S95gCJU; https://youtu.be/9t61OlAIdDc Choice must be based on: • Business objectives of growth, product development & sales • The business’s attitude to risk • Availability of resources including finance & personnel. • Product type - e.g., aircraft have fewer sales possibilities than jackets. • Market research into: ▪ The size & growth of the market ▪ Economic arrangement including tariffs, exchange rates, laws & regulations, & incentives available. ▪ Market competition Page 33 of 66 Vishakha Mirchandani - ▪ Costs of marketing & distribution ▪ Possibility of partnership agreements ▪ Political & cultural agreements Market research should be done. SWOT analysis is carried out to get a clear picture of the market. Strengths • • • • Strong ethical position Excellent research facilities Expansion in new markets Brand loyalty Opportunities • Increasing incomes & population • Growth of the market • Buying other companies • Foreign government policy Weaknesses (controllable) • Inefficiency due to large size market & lack of control • High advertising budget • Inexperienced workers Threats (uncontrollable) • Risk of economic downturn • Emergence of competitors • Increase in inflation & interest rates. • Restrictive laws from governments < Method of entry Advantage • • Foreign direct investment – refers to constriction of production facilities / offices in other countries. • • • Exports (directly): goods & services sold to consumers & business in other countries. • • • Exporting (indirectly) • • Franchise: a business that uses the name, logo, & trading systems of an existing successful business. Joint venture: two / more businesses agree to work closely together on a particular project & create a separate business division to do so. • • • • • • • • Disadvantage The business will be able to avoid trade barriers. The business may be able to get government support especially if they have invested in critical areas / if they are socially responsible. There is no agent / joint venture partner to consult w/ / take joint decisions w/. Thus, all profits after tax belong to the organisation. Lower costs e.g., the decrease in transport & labour costs. • • The company has complete control over the distribution of goods. Agents may be having other deals w/ other companies & as a result may not be fully committed. Saves on costs since no commission is given to the interim • The agents have full knowledge about the local market hence make more sales per given period. Transport & administrative procedures become the responsibility of the agent. Less costly as fewer staff is involved in selling goods abroad. • • • • • • • • Few start-ups cost. Fewer chances of new business failing as an established brand product are being used. Advice & training offered by the franchisor. Supplies obtained from established & qualitychecked suppliers. Franchisors agrees not to open another branch in the area Risk is shared between the business & venture partners. Sharing of skills, knowledge, & resources Trade barriers are not relevant • • • • • • • Licensing – it involves a contractual agreement to distribute the product / services in return for a fee. • • • • This means there is a low initial cost. Much of the risk is borne by the licensee. Trade barriers are avoided. Licensee may have full knowledge of the local market • Acquiring existing foreign business – the business can merge / take over a foreign company • • • • Risk of failure is reduced. Customer relationships are maintained. A faster way to penetrate foreign markets. Skilled & experienced staff can be retained • • • • The business will be able to avoid trade barriers. The business may be able to get government support especially if they have invested in critical areas / if they are socially responsible. There is no agent / joint venture partner to consult w/ / take joint decisions w/. Thus, all profits after tax belong to the organisation. Lower costs e.g., the decrease in transport & labour costs. The business lacks important knowledge about the local market. More hustles of arranging transport & storage facilities. The business must employ sales personnel to deals w/ foreign buyers Commission should be paid to the agents. The agents may be having products from other firms to sell as well & they may not be fully committed. Lack of personal touch w/ the foreign customers. Share of profits / revenue must be paid to franchisor each year. Initial franchise fee can be expensive. Local promotions may still have to be paid by the franchisee. The franchisee is forced to get raw materials from certain suppliers only. Strict rules over pricing & layout of the outlet reduces the owner’s control over their own business. There may be conflicts between the venture partners. There is loss of control. One business may not have the incentive to be efficient The business loses control of the marketing process. The business must pay a fee to the licensee. The contract can be terminated at any time. Lot of paperwork is involved when merging two firms. More capital is required when buying a business which is already performing well. < - Challenges faced when trying to enter foreign markets. • Political differences – changes in the governments can cause instability in the country, i.e., wars, acts of terrorism, threats of civil violence. Page 34 of 66 Vishakha Mirchandani • • • • Economic differences – some economies have falling GDP & inflation making it difficult for firms to survive. Social differences – the structure of the population may differ greatly between the mother country & the host country. Legal difference – products allowed in one country may be illegal in other countries. Cultural Difference – related to religious beliefs & moral values. ❖ pan-global marketing & maintain local differences. - https://youtu.be/IjQlJDCvLYM Pan-global marketing: adopting a standardised product across the globe as if the entire world were a single market – selling the same goods in the same way everywhere. Advantages Disadvantages saves on costs since the same product can be produced for all markets legal restrictions can vary across nations. It is illegal to use promotions involving gambling in certain countries a common identity for the product can be established. brand names do not always translate effectively into other languages. They might even cause offence / unplanned embarrassment for the company setting of the same price in different countries may not lead to profit maximisation firms must develop different products to suit cultural / religious variations. - Global localisation: adapting the marketing mix, including differentiated products, to meet national & regional tastes & cultures. Advantages Disadvantages local needs, tastes & cultures are reflected in the marketing mix of the business there will be additional costs of adapting the products to suit cultural variations profit & sales maximisation the business can no longer benefit from the economies of scale products are made in such a way that they meet certain minimum quality standards in each country Factors encouraging pan global marketing large size & global presence a technical product w/ high development costs that can be spread experience of being involved in international marketing consumer behaviour/segment similar across the world standard distribution method Factors encouraging maintaining local differences small size & limited international markets little experience in international marketing varying regulations & cultural attitudes & product area local distribution methods ❖ choosing a strategy, in each situation, to develop a global market. Analyse business resources, global marketplace including the competition set clear marketing objectives in line w/ corporate objectives select possible countries & conduct thorough market research, including legal, political & cultural factors use the market researcher to site target market & segments in selected countries investigate then select entry methods to markets in chosen countries implement global marketing mix strategy w/ local addaptations, all within budgets monitor & review in relation to objectives ❖ factors influencing the method of entry into international markets. - Exporting – small businesses benefiting from low trade barriers, home production advantages & easy distribution. Licencing – businesses w/ strong property rights & clear knowledge base Franchising – service industries Joint ventures – businesses w/ weak expertise in some areas that may be provided by partner business. FDI – large businesses, often multinational, seeking tax advantages & avoidance of tax barriers, & pursuing a long-term strategy. Page 35 of 66 Vishakha Mirchandani 4 Operations & project management 4.2 Operations planning 4.2.1 Enterprise resource planning (ERP) ❖ main features of an ERP programme - - - https://youtu.be/A98X_bvX2QA Enterprise resource planning: the use of a single computer application to plan the purchase & use of resources in an organisation to improve the efficiency of operations. ERP deals w/: • Supply chain management – ordering of raw materials. • Production – transforming inputs to outputs. • Customer relations management – dealing w/ customers’ enquiries, orders & delivery. Every business involved in production will be able to find out: • What has been ordered? • How many components / raw materials / what type are needed. • Whether raw material is in stock? • The progress of an order. • Stocks available to meet orders. • Whether payment has been requested / paid. Advantages Disadvantages Reduces costs at all stages of the supply chain – materials & products are electronically tracked at all stages. Supply only according to demand Just-in-time ordering of inventories Improved delivery times & better customer service. Departments linked more closely together by the system Management information increased The costs of the database & computer systems must be considered The multiple ways of operating in different departments now must be reduced to one common system It is estimated that in most businesses the full implementation of ERP can take one to three years & a lot can happen in business during this time ❖ how ERP can improve a business’ efficiency Process Benefits to efficiency Inventory control All departments know exactly how much Inventory is held. Customer orders can be linked to Inventory to minimise Inventory costs. ERP system keeps track of the order & can Inform the customer. Products delivered as soon as they are produced Costing & prising Precise costs of each order can be calculated. Prices can be customised for each Individual order. Reduces the administrative costs of pricing. Capacity utilisation Enables planning of production to ensure that operations are working at / close to full capacity. By ensuring efficient use of all equipment production costs fall. Responses to change Indicates changes in orders so all departments know simultaneously. Management can react quickly & flexibly to changes. Reduces the cost of identifying & reacting to change Management information Management knows about events as they happen. Decisions can be based on accurate, up-to-date Information. Reduces the cost of obtaining information. 4.4 Capacity utilisation 4.4.1 Measurement & significance of capacity ❖ how capacity utilisation can be measured. - https://youtu.be/CbZrPY4hh9Y; https://youtu.be/2oo1GdYH1sY; https://youtu.be/ScgBG5fuaDY; https://youtu.be/kWYTiiRka5Y Capacity utilisation: the proportion of maximum output capacity currently being achieved. Page 36 of 66 Vishakha Mirchandani 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑜𝑢𝑡𝑝𝑢𝑡 𝑙𝑒𝑣𝑒𝑙 - Rate of capacity utilisation (%) = - In manufacturing businesses, it enables the business to know exactly what orders there are, what orders might be coming in, when the orders must be fulfilled & what materials are needed for them. Because all departments have this information, production can be planned to ensure that the equipment is being used as near to full capacity as possible as often as possible, w/ all the materials ordered & stocked to make this possible. All of this reduces the cost of production, so efficiency is increased. When utilisation is at a high rate, average fixed costs will be spread out over many units – unit fixed costs will be relatively low. When utilisation is low, fixed costs will have to be borne by fewer units & unit fixed costs will rise. - 𝑚𝑎𝑥𝑖𝑚𝑢𝑚 𝑜𝑢𝑡𝑝𝑢𝑡 𝑙𝑒𝑣𝑒𝑙 × 100 ❖ implications of operating under / over maximum capacity. - Excess capacity: exists when the current levels of demand are less than the full capacity output of a business – also known as spare capacity. Rationalisation: reducing capacity by cutting overheads to increase efficiency of operations, i.e., closing a factory / of ice department, often involving redundancies. Full capacity: when a business produces at maximum output. Implications of under-capacity operation: Positive Ability to take & meet sudden large orders quickly Flexibility in production - Negative Higher unit fixed costs = pressure to increase prices Under- / unemployed resources, leading to poor motivation Unsold output, leading to higher inventory costs Inefficiency in production, leading to higher costs Implications of over-capacity operation: • Some customers are disappointed / receive late delivery. • Quality may fall. • Employees & managers may become stressed. • Regular machinery maintenance may be difficult. • Costs increase because of steps taken to increase production. 4.4.2 Increasing capacity utilisation. ❖ choosing methods of improving capacity utilisation Long-term over-capacity problems Advantage Method Subcontract – paying another business to undertake part of the tasks required to produce a product / service. Capital investment in expansion of production facilities • • • • • • • No major capital investment is required. Should be quite quick to arrange. Offers much greater flexibility than expansion of facilities – if demand falls back, then the contracts w/ other firms can be ended Long-term increase in capacity Firm is in control of quality & final delivery times. New facilities should be able to use latest equipment & methods. Other economies of scale should be possible too • • • • • • • • Disadvantage Less control over quality of output May add to administration & transport costs. May be uncertainty over delivery times & reliability of delivery. Unit cost may be higher than ‘in-house’ production due to the supplier’s profit margin Capital cost may be high. Problems w/ raising capital. Increases total capacity, but problems could occur if demand should fall for a long period. Takes time to build & equip a new facility – customers may not wait <, Short-term under-capacity problems Advantage Method Maintain output & produce stocks • • • • • Introduce greater flexibility into the production process • • No part-time working for staff Job security for staff No need to change production schedules / orders from suppliers. Stocks may be sold at times of rising demand Production can be reduced during slack periods & increased when demand is high. Other products can be produced that may follow a different demand pattern. Avoids stock build-up • • • • • • Disadvantage unsuitable for perishable stocks or those that go out of date quickly. stockholding costs can be very substantial. demand may not increase as expected – the goods may have to be sold at a substantial discount. Staff may be demotivated by not having full-time, permanent contracts. Fully flexible & adaptable equipment can be expensive. Staff may need to be trained in more than one product – may add to costs Page 37 of 66 Vishakha Mirchandani Long-term under-capacity problems Advantage Method Rationalise existing. operations & cut capacity, e.g., by closing factory/offices • • • • • • Reduces overheads. Higher capacity utilisation • • Research & development into new products • Will replace existing products & make business more competitive. If introduced quickly enough, might prevent rationalisation & the problems associated w/ this • • • Disadvantage Redundancy costs for staff payments Staff uncertainty over job security Possible threats of industrial action Capacity may be needed later if economy picks up / if firm develops new products. Business may be criticised for not fulfilling social responsibilities May prove to be expensive. May take too long to prevent cutbacks in capacity & rationalisation. Requires long-term planning as new products introduced in haste, w/o a clear market strategy, may be unsuccessful 4.4.3 Outsourcing ❖ benefits of outsourcing in each situation. - https://youtu.be/RW5VltZI5Fg; https://youtu.be/DcQraUl1Zjg Outsourcing: using another business (a ‘third party’) to undertake a part of the production process rather than doing it within the business using the firm’s own employees. Advantages Disadvantages Reduction & control of operating costs – cheaper to ‘buy in’ specialist services as & when they are needed. Loss of jobs within the business – a negative impact on staff motivation. Increased flexibility – fixed costs are converted into variable costs. Customer resistance Improved company focus – management can concentrate on the main aims Quality issues – internal processes will be monitored by the firm’s own quality-assurance system. Access to quality service / resources that are not available internally. Security – using outside businesses to perform important IT functions may be a security risk Freed-up internal resources for use in other areas. 4.5 Lean production & quality management 4.5.1 Lean production ❖ links between lean production & inventory control, quality, employees’ roles, capacity management & efficiency - https://youtu.be/6QRX4OD6ttk; https://youtu.be/PEZGGsi_dDE Lean production: producing goods & services w/ minimum waste while maintaining high quality. The seven main sources of waste in industry are: • Excessive transportation of components & products. • Excessive inventory holding. • Too much movement by working people, e.g., to get supplies of components. • Waiting time – delays in the production process. • Overproduction – producing ahead of demand. • Over-processing – making goods that are too complex as they could have been designed more simply. • Defects – products that do not come up to quality standards & have to be rejected / corrected. Advantages Waste of time & resources is substantially reduced / eliminated. Disadvantages Employees may require training which can be costly to the business Unit costs are reduced, leading to higher profits. The business may not be able to increase the supply of goods when demand increases Working area is less crowded & easier to operate in. There is less risk of damage to stocks & equipment. New products launched more quickly. Lean production leads to job loses which may damage reputation Sometimes employees may be unwilling to take on responsibility. Employees may be resistant to change. - Lean production & links w/ production processes • Inventory control – low inventory levels using just-in-time. • Quality – continuous quality assurance using total quality management. Page 38 of 66 Vishakha Mirchandani • - Employees’ roles – highly skilled, teamwork, flexible in roles, responsible for quality using cell production. • Capacity management – flexible production when require meeting orders using flexible specialism & time-based management. • Efficiency – lower costs, lower waste, planned movements of materials. Lean production methods that increase efficiency • Cell production: splitting flow production into self-contained groups that are responsible for whole work units. The cell is responsible for dealing w/ material/component orders, word rotas, quality & use of equipment. This motivates employees, gives them control & enables better quality. • Flexible specialism – flexibility in equipment & employees enables a basic product to be produced w/ a range of options. Changing from one design of product to another requires flexible working in three main areas: ▪ Flexible employment contracts that allow non-core workers to be called in / not employed as demand conditions change. ▪ Flexible & adaptable machinery – often computer-controlled – that can be quickly switched from one design to another. ▪ Flexible & multiskilled workers able to perform different jobs on different product ranges. • The great benefits of this flexible approach will be seen in quicker responses to consumer demand changes, wider ranges of products offered to customers, reduced stock holdings as goods can be made to order, & higher productivity. • Simultaneous engineering: product development is organised so that different stages are done at the same time instead of in sequence. This enables a business to bring a new product to the market to meet the customers’ demands much more quickly. 4.5.2 Kaizen ❖ Kaizen (continuous improvement) in the context of lean production - https://youtu.be/kuLKWKqQQTM; https://youtu.be/F42aOtPkdWM Kaizen: Japanese term meaning continuous improvement. Kaizen involves all workers being continuously responsible for making improvements in production processes that lead to greater efficiency, higher quality & less waste. It relies on workers taking on this responsibility & managers being prepared to allow them to do so. Benefits Improvement in productivity Less wastage A lower breakeven level of output More responsiveness to customer needs Greater employee motivation & involvement Costs Training employees & managers in new attitudes Setting up teams & empowering employees Dealing w/ employees who do not want greater involvement Making sure that all staff are involved 4.5.3 Just in Time (JIT) ❖ JIT in the context of lean production - https://youtu.be/AH5Bn8iguNM; https://youtu.be/FMidebp7kaA Just-in-time: this inventory-control method aims to avoid holding inventories by requiring supplies to arrive just as they are needed in production & completed products are produced to order. Just-in-time production can be applied as a tool of lean production to reduce the waste of materials by ensuring the business holds as little stock as possible & that as soon as products are completed, they are immediately delivered to customers. Page 39 of 66 Vishakha Mirchandani ❖ implications & justification of adopting a JIT approach. - Just in time will require: • Relationships w/ suppliers must be excellent. • Production staff must be multiskilled & prepared to change jobs at short notice. • Equipment & machinery must be flexible. • Accurate demand forecasts. • Excellent employee–employer relationships. • Quality must be everyone’s priority. Benefits The business can save rent & insurance costs Limitations The firm is vulnerable to action taken by employees As inventory is obtained when needed, less working capital tied up in stock Production is very reliant on suppliers, & if deliveries are not on time the whole schedule can be delayed. There is less likelihood of products becoming obsolete / out of date No spare finished product available to meet unexpected orders Avoids the build-up of unsold finished products that can occur w/ sudden changes in demand There is little room for mistakes as minimal inventory is kept for reworking faulty product 4.5.4 Quality control & assurance ❖ quality in terms of what the customer demands - - https://youtu.be/ghR_yZfOqDk; https://youtu.be/JD2Mc6oDcII; https://youtu.be/mN8oudE9HUo Quality product: a good / service that meets customers’ expectations & is therefore ‘fit for purpose’. Quality standards: the expectations of customers expressed in terms of the minimum acceptable production / service standards. A quality product does not have to be made w/ the highest quality materials to the most exacting standards – but it must meet consumer requirements for it. This means it is vital to know what the customer is demanding & to produce this at minimum cost to the business. The advantages of producing quality products & services are: • Easier to create customer loyalty. • Saves on the costs associated w/ customer complaints, e.g., compensation, replacing defective products & loss of consumer goodwill. • Longer life cycles • Less advertising may be necessary as the brand will establish a quality image through the performance of the products. • A higher price – a price premium – could be charged for such goods & services. Quality can, therefore, be profitable. ❖ the importance of quality assurance - - https://youtu.be/P6FcEmQ2BF0; https://youtu.be/0hzqHwu1i_I Quality assurance: a system of agreeing & meeting quality standards at each stage of production to ensure consumer satisfaction. It is often based on the idea that each production process acts as a supplier to an internal customer – the next stage. This means that faults are picked up during production & quality control is built into production. Quality assurance is closely linked to Kaizen & is essential for lean production. Advantages Greater employee involvement & motivation Disadvantages Greater demands on employees may reduce motivation Lower costs as defects can be corrected as they occur (right first time) Not all products need a high standard of quality, so time is wasted. Employees are in the best position to detect & correct faults Business gains accreditation for quality awards Cost of training & time for checking at each stage Conflicts w/ focus on levels of output ISO 9000: this is an internationally recognised certificate that acknowledges the existence of a quality procedure that meets certain conditions. To obtain the ISO 9000 certificate the firm must demonstrate that it has: • Staff training & appraisal methods • Methods for checking on suppliers. • Quality standards in all areas of the business Page 40 of 66 Vishakha Mirchandani • • Procedures for dealing w/ defective products & quality failures. After-sales service ❖ methods of quality control: inspection, testing, random sampling, involving the workforce in quality control. - https://youtu.be/tZ6g9UztPb8; https://youtu.be/18cN8MZvJRA; https://youtu.be/oi1cARLWI5c; Quality control: this is based on inspection of the product / a sample of products. There are methods to effective quality control: • Prevention – the product follows the requirements of the customer & allows for accurate production. • Inspection – quality is checked by inspecting products at the end of the production process. • Random sampling – quality checks are used during the production process & statistical techniques are used to record & respond to results. • Correction & improvement – correcting faulty products & correcting the process. Advantages Disadvantages Not every product has to be checked Not every product is checked – the method relies of statistical techniques Experts check quality Negative for employees as the focus is on detecting faults Regular production problems can be highlighted & corrected No responsibility on employees for quality, so they are less likely to monitor their production Faulty products are removed Wastage as faulty products are only found when finished ❖ the link between quality & training - All successful methods of quality assurance / quality control rely on employees who are checking quality being properly trained & equipped. Quality control requires employees to understand sampling methods & statistical tests. Quality assurance & TQM requires employees to understand the organisation’s quality standards. Total quality management requires understanding of kaizen & internal customers/suppliers. Training must be updated as production methods, customer requirements & quality standards change. 4.5.5 Total Quality Management ❖ aims & effectiveness of TQM. - https://youtu.be/2PlRGWsJ-EA; https://youtu.be/_DfQ5UORamg Total quality management: approach to quality that aims to involve all employees in quality-improvement. Quality circles: voluntary groups of workers who meet to discuss work-related problems & issues. Benefits Improves quality through joint discussion of ideas & solutions. Improves motivation through participation. Makes full use of the knowledge & experience of the staff. - Conditions determining success Circle members must be committed to improving quality. Training given in holding meetings & problem-solving. Full support from management. Team should be empowered to implement the recommendations. Internal customers: people within the organisation who depend upon quality of work done by others. Elements of TQM are: • Top management commitment & involvement – leadership through quality • Customer involvement – focus groups • Design products for quality – designing for robustness. • Design production processes for quality • Control production processes for quality • Developing supplier partnerships • Customer service, distribution & installation • Building teams of empowered employees – quality circles Benefits Improved customer satisfaction Repeated sales due to brand loyalty Costs Training of staff which may be expensive Inspection costs may increase It will be easy for the business to introduce new products in the future Stopping production to trace & correct quality problems will disrupt output Page 41 of 66 Vishakha Mirchandani All a higher price to be charged The firm will gain a competitive advantage over its rivals High profits Avoiding heavy penalties when customers complain Cut on costs of remaking the product Promotes teamwork Resistance to implement TQM from staff Market research to establish expected customer requirement needs to be done. ❖ the potential of Kaizen in TQM - - TQM incorporates Kaizen as a part of its plan. TQM demands that all employees: • Are committed to continuous improvement. • Share problem solving. • Are educated & trained to take responsibility for quality. These are vital components of the kaizen approach to continuous improvement. Methods used to enact this include quality change of internal supplier / customer relationships & quality circles where group of employees meet to discuss quality improvement ideas. 4.5.6 Benchmarking ❖ the importance of benchmarking in quality control - https://youtu.be/8mY2YrYAE-U Benchmarking: involves management identifying the best firms in the industry & then comparing the performance standards – including quality – of these businesses w/ those of their own business. Successful benchmarking results in an improvement in quality. Being at least equal to the best will mean a business can present its products as market leader & gain a reputation for reliability & quality. Stages in the benchmarking process • Identify the aspects of the business to be benchmarked – ask to customers & find out what they consider to be most important. • Measure performance in these areas e.g., Reliability records; delivery records & possibly the number of customer complaints • Identify the firm in an industry that are the best – get information from management consultants / government benchmarking schemes. • Use comparative data from the best firms to establish the main weaknesses in the business – obtain data from published accounts, contacting suppliers / customers. • Set standards for improvement – use / modify standards set by the best firm. • Change process to achieve the standards set – introduce a new way of doing things. • Re-measurement – The changes to the process need to be checked to see if the new, higher standards are being reached. Advantages Disadvantages Encourages the generation of new ideas It can be expensive when the firm fails to recover all the cost incurred in the comparison exercise If workforce is involved in the comparison exercise, then employees may be motivated by their participation in the program The business is relying on copying ideas from other firms which then discourages innovation Increased market share when the identified problems are solved It is a faster & cheaper way of solving problems Benchmarking exercise may be misleading if the information obtained is not relevant / up to date. 4.6 Project management 4.6.1 The need for projects & project management ❖ projects as a response to the need for change - Project: a specific & temporary activity w/ a start & end date, clear goals, defined responsibilities & a budget. Project management: using modern management techniques to carry out & complete a project from start to finish to achieve pre-set targets of quality, time & cost. Examples of Projects • Building a new factory • Organising a staff training day Page 42 of 66 Vishakha Mirchandani - - • Rationalising business operations • Designing a new piece of computer software. Project management skills required. • Good communications skills to communicate to people what is being done & what must be done. • Good people skills to pick the right team & to keep the team working well together. • Good planning skills to establish what can be done by when & by whom. • Good management skills to review progress & keep project moving forward. Business environments are always changing, & projects are often a result of the need to react to change – e.g., prices change so that a business decides it is worthwhile opening a factory in another country. This becomes a project. ❖ reasons & impact of project failure, including examples. - Here are several reasons why projects may fail: • Changes in the business environment • Poor project management / interference by other managers • Weaknesses in the project management team • Cost overruns because prices rise unexpectedly. • Loss of focus on the business benefits • Warning signs on lateness / cost overruns are ignored. • Inadequate / misleading communication w/ customers - Project failure includes one / more of the following: • The project is not complete at all. • The project is not completed in the time allowed. • The project costs more than the amount budgeted. • Quality is not what was planned for. - Possible implications of failure include: • Loss in reputation & possible future business • Penalty payments for lateness / inadequate quality • Loss of profit if cost overrun. 4.6.2 Network diagrams ❖ main elements of a network diagram: activities, dummy activities, nodes - https://youtu.be/pRF1GWR1OXQ; https://youtu.be/o5bUSzbl8T4; https://youtu.be/poOyKIt7M1g; https://youtu.be/NLVlozz_OGs Critical path analysis: a planning technique that identifies all tasks in a project, puts them in the correct sequence & allows for the identification of the critical path. Network diagram: the diagram used in critical path analysis that shows the logical sequence of activities & the logical dependencies between them – so the critical path can be identified. Activity – one of the specified tasks involved in completing a project. Node – identifies the start & finish of an activity. Each is given an identifying number. Dummy activity – an activity that has a duration of zero & indicates when an activity cannot start until two other activities w/ the same starting & ending nodes have finished. Non-critical activity – an activity within a project that can be delayed w/o delaying the overall project. ❖ construction of a network from given data. - https://youtu.be/zgITFKJUCyM; https://youtu.be/pCnF3dUODCE How to contrast a network diagram: • Draw a start node. • Draw activities as line, each one starting & ending at a node. • Make sure that activities that require a completed previous one follow from the correct node. • Check for any dummy activities & how these as a dotted line. • Show a finishing node to draw all activities to the conclusion. Page 43 of 66 Vishakha Mirchandani 4.6.3 Critical Path Analysis (CPA) ❖ finding the minimum project duration & the critical path & how it might be used in project management. - - Critical path: the sequence of activities that must be completed on time for the whole project to be completed by the agreed date. In the example above, the critical path goes via the dummy activity. Critical activities can be identified by nodes which have EST which is equal to LFT (EST=LFT). In the example above, activities A, B, C, D & H are critical activities. Minimum project duration – the shortest possible time in which a project can be completed. In the example above, the minimum project duration is 30 days. Earliest start time – the earliest possible time an activity can start relative to the beginning of the project. Work from left to right & enter the ESTs. Add the EST of the previous node & add the activity duration. Take the highest EST where there are two routes to a node. Latest finish time – the latest possible time an activity can finish relative to the beginning of the project. Work from right to left & enter the LFTs, starting w/ the EST in the finishing node as the LFT at that point. Deduct the activity duration from the previous LFT. Use the lowest LFT at each node. ❖ calculation of total & free float & interpretation of the results of the analysis of a network - Total float – the maximum time an activity can be delayed w/o delaying the overall project. Total float = 𝐿𝐹𝑇 − 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 − 𝐸𝑆𝑇 e.g., total float for activity E = 24 − 4 − 18 = 2, this means that activity E can be delayed for 2 days & the projects will still finish in 30 days. Free float – the maximum time an activity can be delayed w/o delaying the next activity in the sequence. Free float = 𝐸𝑆𝑇(𝑛𝑒𝑥𝑡 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦) − 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 − 𝐸𝑆𝑇(𝑡ℎ𝑖𝑠 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦) E.g., free float for activity E = 24 − 4 − 18 = 2, meaning that activity E can be delayed for 2 days until day 20 because H must start on day 24. Page 44 of 66 Vishakha Mirchandani ❖ CPA as a management tool - - Calculate project duration, enabling deliveries for supplies & other resources to be planned. Shows when activities are scheduled to happen, enabling resources to be available at exactly those times, prioritising the critical activities. Use EST & LFT to monitor progress & transfer resources from non-critical to critical activities if necessary, to prevent lateness. Use total float & free float to help decide which activities might need to be focused on. Those w/ high floats can spare resources more critical activities. Decide which tasks can be carried out simultaneously. Indicate when there might be resource constraints, especially labour. It may be impossible to carry out several activities at the same time, but will there be enough resources to do this? CPA can show how to use a minimum of resources for the project. Programmed into software packages to enable lean production, & good supplier & customer relations. Use ‘what if’ analysis to judge the effect of different possible scenarios, i.e., the effect of taking more time for one activity. ❖ Limitations of CPA - it relies on accurate data; these may not be available, especially as many projects are new. It encourages rigid thinking & does not guarantee success. It needs constant review, monitoring & management to be effective. It encourages a focus on timing & speed rather than quality of flexibility. Finance & accounting 5.3 Costs 5.3.1 Approaches to costing: full, contribution ❖ Important concepts - - Cost centre: a section of a business, i.e., a department, to which costs can be allocated / charged. Profit centre: a section of business to which costs & revenues can be allocated – profit can be calculated. Overhead costs • Production overheads – these include factory rent & rates, depreciation of equipment & power. • Selling & distribution overheads – these include warehouse, packing & distribution costs & salaries of sales staff. • Administration overheads – these include of ice rent & rates, clerical, & executive salaries. • Finance overheads – these include the interest on loans. Unit cost = 𝑡𝑜𝑡𝑎𝑙 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑝𝑟𝑜𝑑𝑢𝑐𝑖𝑛𝑔 𝑡ℎ𝑖𝑠 𝑝𝑟𝑜𝑑𝑢𝑐𝑡 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑢𝑛𝑖𝑡𝑠 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑 ❖ differences between full & contribution costing - Full costing: a method of costing in which all fixed & variable costs are allocated to products, services, / divisions of a business. Contribution / marginal costing: costing method that allocates only direct costs to cost/profit centres, not overhead costs. uses & limitations of the full costing method. Contribution per unit = 𝑝𝑟𝑖𝑐𝑒 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 − 𝑣𝑎𝑟𝑖𝑎𝑏𝑙𝑒 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 Total contribution = 𝑡𝑜𝑡𝑎𝑙 𝑟𝑒𝑣𝑒𝑛𝑢𝑒 − 𝑡𝑜𝑡𝑎𝑙 𝑣𝑎𝑟𝑖𝑎𝑏𝑙𝑒 𝑐𝑜𝑠𝑡 Uses Limitations Full costing is relatively easy to calculate & understand There is no attempt to allocate each overhead cost to cost/profit centres based on actual expenditure incurred. Full costing is relevant for single-product businesses Arbitrary methods of overhead allocation can lead to inconsistencies between departments & products. All costs are allocated (compared w/ contribution costing) so no costs are ‘ignored’. The full unit cost will only be accurate if the actual level of output is equal to that used in the calculation. Full costing is a good basis for pricing decisions in single product firms It is essential to allocate on the same basis over time – otherwise comparisons cannot be made The cost figures arrived at can be misleading Page 45 of 66 Vishakha Mirchandani ❖ the nature of the technique of contribution costing - As a rule of thumb, a product that makes a positive contribution to fixed costs should continue to be produced so long as there is spare capacity in the firm, it does not take the place of a product w/ a higher contribution & there is not another option that has a higher contribution. There are many firms that have excess capacity & hence use contribution-cost pricing to attract extra business that will absorb the excess capacity. ❖ the difference between contribution & profit - Contribution cost per unit = 𝑠𝑒𝑙𝑙𝑖𝑛𝑔 𝑝𝑟𝑖𝑐𝑒 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 − 𝑣𝑎𝑟𝑖𝑎𝑏𝑙𝑒 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 Profit per unit = 𝑠𝑒𝑙𝑙𝑖𝑛𝑔 𝑝𝑟𝑖𝑐𝑒 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 − 𝑢𝑛𝑖𝑡 𝑐𝑜𝑠𝑡 - Unit cost = 𝑡𝑜𝑡𝑎𝑙 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑝𝑟𝑜𝑑𝑢𝑐𝑖𝑛𝑔 𝑡ℎ𝑖𝑠 𝑝𝑟𝑜𝑑𝑢𝑐𝑡 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑢𝑛𝑖𝑡𝑠 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑 / 𝑣𝑎𝑟𝑖𝑎𝑏𝑙𝑒 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 + 𝑓𝑖𝑥𝑒𝑑 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 ❖ limitations of contribution costing Uses Overheads not allocated – avoids inaccuracies Limitations Focus on contribution – opportunity cost for higher profits Decisions are made based on contribution to overheads – full cost may be inaccurate Contribution costing does not consider that some products & departments may incur much higher fixed costs than others Excess capacity is more likely to be effectively used Qualitative factors may be important too, i.e., the image a product gives the business. ❖ situations in which contribution costing would be & would not be used. - - Contribution costing can be used in the following situations: • ‘One-off’ special orders – a firm may be willing to supply a batch of products at a lower price if it has the spare capacity if regular customers do not find out & fixed costs have been covered by the other products. What are the dangers in accepting an order below full cost, even if it positively contributes to fixed costs? ▪ Existing customers may learn of the lower prices being offered & demand similar treatment. ▪ When high prices are a key feature in establishing the exclusivity of a brand, then to offer some customers lower prices could destroy a hard-won image. ▪ Where there is no excess capacity, sales at contribution cost may be losing sales based on the full cost price. ▪ In some circumstances, lower-priced goods / services may be resold into the higher-priced market. • ‘Make / buy’ decisions – business can often choose to manufacture all its products / to buy some of them from other manufacturers. This choice depends upon contribution costing to compare the price of production & the cost of purchasing. • Deciding whether to stop a production of a product – if a product produces positive contribution, it aids to cover fixed costs. • When entering a new market – decide on selling price for penetration costing & ensure it covers production costs. Fixed costing can be used in the following situations: • When a business that produces a range of products / services needs to calculate the price it should charge for specific product / service. the business needs to know the full cost of each product. • Allocate / apportion overhead / fixed costs to each product / service, this can help w/ decision making & measuring efficiency. 5.3.2 Solutions to costing problems. ❖ solution of numerical problems involving costing methods. ❖ using contribution costing to help w/ ‘accept/reject’ order decisions. 5.6 Budgets 5.6.1 The purposes of budgets ❖ measuring performance https://youtu.be/ntSZl24-12g; https://youtu.be/8_1bVLKI6c0; https://youtu.be/3VnOhCr6FHE Page 46 of 66 Vishakha Mirchandani - Budget: a detailed financial plan. Budget holder: individual responsible for the initial setting & achievement of a budget. Delegated budgets: delegate authority over the setting & achievement of budgets to junior managers. Budgets Sales Production Marketing Financial Project Capital expenditure Master Explanation Plans the volume & value of sales over specified period. Plans production levels & input costs over a specified period. Plans the finance required for marketing strategies over a specified period. Plans the need for external sources of finance over a specified period. Plans the tasks, timings, & costs of a project over a specified period. Plans the level of capital expenditure over a specified period. The total of all budgets aggregated into one main budget over a specified period. ❖ benefits & drawbacks from the use of budgets. Budgets can be useful for ... allocating resources monitoring & evaluating business performance identifying problems before they happen improving decision-making motivating employees managing money affectively planning Budgets can present problems if ... based on unrealistic assumptions managers unskilled in budgeting they are over optimistic there is no previous experience of a project there is a lack of data available unrealistic target set manage are stick rigidly to budgets & cannot adapt to change ❖ how budgets might be produced 1. The most important organisational objectives for the coming year are established. 2. The key / limiting factor that is most likely to influence the growth / success of the organisation must be identified, it is most likely to be sales. Therefore, the sales budget will be the first to be prepared. 3. The sales budget is prepared after discussion w/ all sales managers of the business. 4. The subsidiary budgets are prepared, which will now be based on the plans contained in the sales budget. 5. These budgets are coordinated to ensure consistency. 6. A master budget is prepared that contains the main details of all other budgets & concludes w/ a budgeted income statement & Statement of financial position. 7. The master budget is then presented to the board – hopefully for the directors’ approval. ❖ use of flexible budgets & zero budgeting. - Incremental budgeting: uses last year’s budget as a basis & an adjustment is made for the coming year. Zero budgeting: setting budgets to zero each year & budget holder must argue their case to receive any finance. Flexible budgeting: cost budgets for each expense can vary if sales / production varies from budgeted levels. ❖ purposes of budgets for allocating resources, controlling, & monitoring of a business. - Resource allocation – setting of budgets is likely to encourage a detailed plan of what resources will be needed & how resources are to be allocated to achieve the best outcome for the business. Controlling & monitoring • Inefficient use of resources can be identified & corrected. • Progress towards achieving corporate / department objectives. • Over-spending budget holders can be identified & the cause of any over-spend can be investigated (not all over-spending is unnecessary; circumstances may have changed since the budget was set). • The performance & progress of a departments / division can be measured against the budget. • Departments requiring additional funding can be identified. Page 47 of 66 Vishakha Mirchandani ❖ role of budgets in appraising business - - https://youtu.be/NdnJJgOpwkQ Variance analysis: calculating differences between budgets & actual performance, & analysing reasons for such differences. During the period covered by the budget & at the end of it the actual performance of the organisation needs to be compared w/ the original targets, & reasons for differences must be investigated. Analysing these variances is an essential part of budgeting for several reasons: • It measures differences from the planned performance of each department both month by month & at the end of the year. • It assists in analysing the causes of deviations from budget. E.g., if actual profit is below budget, was this due to lower sales revenue / higher costs? • An understanding of the reasons for the deviations from the original planned levels can be used to change future budgets to make them more accurate. The success of a business can be measured by how well it meets the targets contained in its budgets. These budgets may be closely related to business objectives. A business that exceeds the expectations in the budgets would be judged to be successful, while one that continually fails to meet the expectations outlined in its budgets would need to investigate the reasons for the underperformance. It might be that the budgets were set at an unrealistic level. 5.6.2 Variances: adverse, favourable ❖ the meaning of variances - Adverse variance: exists when the difference between the budgeted & actual figure leads to a lower-thanexpected profit. Favourable variance: exists when the difference between the budgeted & actual figure leads to a higher than-expected profit. ❖ calculation & interpretation of variances [but not price/volume variances] - - Variance = 𝑎𝑐𝑡𝑢𝑎𝑙 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 − 𝑏𝑢𝑑𝑔𝑒𝑡𝑒𝑑 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑎𝑛𝑐𝑒 Expense variances: negative (–) = favourable positive (+) = adverse Actual expense higher than budgeted = lower profits than budgeted Sales variances: negative (–) = adverse positive (+) = favourable Actual sales higher than budgeted = higher profits than budgeted Causes of adverse variances Lower sales revenue = fewer units sold / lower selling price (competition) Higher raw material costs = higher output / cost per unit increased Higher Labour costs = higher wages (shortage of workers) / more time taken Higher overheads = increased rents (more than budgeted) Causes of favourable variances Higher sales revenue = higher economy growth / problem w/ competitors’ products Lower raw material costs = lower output / lower cost per unit Lower Labour costs = lower wages / less time taken Lower overheads = reduced advertising rates 5.7 Contents of published accounts 5.7.1 The income statement ❖ amendment of an income statement from given data. https://youtu.be/IDbQW-xpl_Q; https://youtu.be/or3bOLtAV4s ❖ the impact on the income statement of a given change. 5.7.2 The statement of financial position ❖ amendment of a statement of financial position from given data. https://youtu.be/CNiUSRw2RGE; https://youtu.be/Syu2sKv05rQ Page 48 of 66 Vishakha Mirchandani ❖ the relationships between items in the income statement & the statement of financial position https://youtu.be/6_sS389oMYk; Cause of change Impact on statement of financial position Impact on income statement Sale of inventories for cash (sold for same price is valued in accounts) Reduced inventories under current assets Increased cash / account receivable under current assets Reduced closing inventory under cost of goods sold. Increased sales revenue Increased gross & net profits Sale of inventories for cash - sold at higher price & valued in accounts Value of inventories will fall. Cash balance of trade receivables will increase under current assets Reduced closing inventory under cost of goods sold. Increased sales revenue Increased gross & net profits Depreciation of equipment Decreased value of non-current assets. Decreased shareholders’ equity Increased expenses Reduced profits Intangible assets are valued Increased non-current assets. Increased shareholders’ equity Account payable accreditors ask for speedier payment Decreased account payables under current assets. Decreased cash Additional share sold & share capital is raised to buy property Increased shareholders’ equity Increased noncurrent assets < ❖ the impact on the statement of financial position of a given change in valuing noncurrent assets / inventories. 5.7.3 Inventory valuation ❖ the difficulties of valuing inventory - The price paid for inventory (historical cost) would give a factually correct value but that one was in the past. The current value may be higher / lower. Damaged stock is unlikely to sell unless repairs undertaken. This adds to the cost of inventory. Therefore, the cost of repair must be added to the price paid for the items. Inventory is valued on one day. The value may be different on every other day due to purchases / sales of inventory having taken place. Some items might be never sold, & their value is of little / no benefit to the business. Incomplete goods / work in progress may have a different value at every stage of production. The date inventory is checked may not represent other times of the year due to seasonal fluctuations in sales / unusual circumstances. ❖ the net realisable value method [Note: LIFO & FIFO will not be examined] - - Net realisable value: the amount for which an asset (usually an inventory) can be sold minus the cost of selling it – it is only used on Statements of financial position when NRV is estimated to be below historical cost. NRV = 𝑠𝑒𝑙𝑙𝑖𝑛𝑔 𝑝𝑟𝑖𝑐𝑒 𝑝𝑒𝑟 𝑢𝑛𝑖𝑡 − 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑟𝑒𝑝𝑎𝑖𝑟 Only the lower cost between the historical value & the NRV will be used in the statement of financial position. 5.7.4 Depreciation ❖ the role of depreciation in the accounts - - https://youtu.be/IKihYinXmIg; Depreciation: the decline in the estimated value of a non-current asset over time. Assets decline in value for two main reasons: • normal wear & tear through usage • technological change, making asset, / the product it is used to make, obsolete. Net book value: the current Statement of financial position value of a non-current asset = original cost – accumulated depreciation. Page 49 of 66 Vishakha Mirchandani ❖ the impact of depreciation (straight line method only) on the statement of financial position & the income statement - Straight-line depreciation: a constant amount of depreciation is subtracted from the value of the asset each year. - Annual depreciation expense = - The value of non-current assets in the statement of financial position will decrease each year according to the depreciation charge of that period. At the same time, the depreciation value will be included as an expense in the income statement & will be deducted from the profit. This process will help spread out the cost of the non-current assets throughout its useful life instead of expensing it in the year of purchase which will overstate expenses & understate profits. It is important to remember that depreciation does not affect cash flow of the business. Cash outflow only occurs when purchasing the non-current asset. - 𝑜𝑟𝑖𝑔𝑖𝑛𝑎𝑙 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑎𝑠𝑠𝑒𝑡−𝑒𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑟𝑒𝑠𝑖𝑑𝑢𝑎𝑙 𝑣𝑎𝑙𝑢𝑒 𝑒𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑢𝑠𝑒𝑓𝑢𝑙 𝑙𝑖𝑓𝑒 𝑜𝑓 𝑎𝑠𝑠𝑒𝑡 (𝑦𝑒𝑎𝑟𝑠) 5.8 Analysis of published accounts https://youtu.be/GoKIZqSFMIE; https://youtu.be/bmBsYrTzCpw 5.8.1 Profitability ratio ❖ return on capital employed. - https://youtu.be/Jbywtc7VqiE; https://youtu.be/wrk_XZJYXy4; https://youtu.be/dY4wX-7-dtI; https://youtu.be/ROqkmlVuXKU Profitability ratios – used to measure the performance of a company – &, therefore, by implication the performance of the management team too. Return on capital employed (ROCE) – the rate at which assets / capital employed generate profits. - Return on capital employed (%) = - Capital employed: the total value of all long-term finance invested in the business. Capital employed = 𝑛𝑜𝑛 − 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑎𝑠𝑠𝑒𝑡𝑠 + 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑎𝑠𝑠𝑒𝑡𝑠 − 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠 = 𝑛𝑜𝑛 − 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠 + 𝑠ℎ𝑎𝑟𝑒ℎ𝑜𝑙𝑑𝑒𝑟 ′ 𝑠 𝑒𝑞𝑢𝑖𝑡𝑦 - 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑝𝑟𝑜𝑓𝑖𝑡 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑑 × 100 5.8.2 Financial efficiency ratios ❖ inventory turnover, days’ sales in receivables - https://youtu.be/OkNNZ1j3ywI; https://youtu.be/rOd4JnPE2wc; https://youtu.be/oIN86FQGmg4 Financial efficiency ratios – indicate of how efficiently a business is using its resources & collecting its debts. Inventory turnover ratio – records the number of times the inventory of a business is bought in & resold in a period. The higher the number, the more efficient the managers are in selling inventory rapidly. 𝑐𝑜𝑠𝑡 𝑜𝑓 𝑔𝑜𝑜𝑑𝑠 𝑠𝑜𝑙𝑑 - Inventory turnover ratio (times) = - Day’s sales in receivables = - Day’s sales in receivables ratio – measures how long, on average, it takes the business to recover payment from customers who have bought goods on credit – the trade receivables. The shorter this time is, the better the management is at controlling its working capital. 𝑣𝑎𝑙𝑢𝑒 𝑜𝑓 𝑖𝑛𝑣𝑒𝑛𝑡𝑜𝑟𝑖𝑒𝑠 𝑡𝑟𝑎𝑑𝑒 𝑎𝑐𝑐𝑜𝑢𝑛𝑡𝑠 𝑟𝑒𝑣𝑒𝑖𝑣𝑎𝑏𝑙𝑒 𝑟𝑒𝑣𝑒𝑛𝑢𝑒 × 365 5.8.3 Gearing ratio ❖ gearing ratio, interest cover. - https://youtu.be/3offFagEWKg; https://youtu.be/zTy-pAJcdMA; https://youtu.be/nwrutKvKE98 Gearing ratios – examine the degree to which the business is relying on long-term loans to finance its operations. It reflects a business’s financial strategy. The greater the reliance of a business on loan capital, the more ‘highly geared’ it is said to be. - Gearing ratio = - Interest cover ratio – how many times a firm could pay its annual interest charges out of current net / operating (before tax & interest) profit. - 𝑛𝑜𝑛−𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠 𝑠ℎ𝑎𝑟𝑒ℎ𝑜𝑙𝑑𝑒𝑟𝑠’ 𝑒𝑞𝑢𝑖𝑡𝑦 + 𝑛𝑜𝑛−𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠 × 100 = 𝑙𝑜𝑛𝑔−𝑡𝑒𝑟𝑚 𝑙𝑜𝑎𝑛𝑠 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑑 × 100 Page 50 of 66 Vishakha Mirchandani - The higher this figure is, then the less risky the current borrowing levels are for the business. If the result is around 1, however, it means that all the operating profits are being used to pay back interest costs – bad news for shareholders & for the firm’s capital investment plans. - Interest cover = 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑝𝑟𝑜𝑓𝑖𝑡 (𝑏𝑒𝑓𝑜𝑟𝑒 𝑡𝑎𝑥 𝑎𝑛𝑑 𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡) 𝑎𝑛𝑛𝑢𝑎𝑙 𝑖𝑛𝑡𝑒𝑟𝑒𝑠𝑡 𝑝𝑎𝑖𝑑 5.8.4 Investor ratios ❖ dividend yield, dividend cover, price/earnings ratio - https://youtu.be/8_EF-duWgeg; Shareholder ratios – used by existing / potential shareholders to assess the rate of return on shares & the prospects for their investment. Share price: the quoted price of one share on the stock exchange. Dividend: the share of the company profits paid to shareholders. Dividend yield ratio – measures the rate of return a shareholder gets at the current share price. - Dividend yield ratio (%) = - Dividend per share = - Dividend cover ratio – the number of times the ordinary share dividend could be paid out of current profits after tax & interest – the ‘profit for the year’. The higher this ratio, the more able the company is to pay the proposed dividends, leaving a considerable margin for reinvesting profits back into the business. - Dividend cover ratio = - - Price per earnings ratio – reflects the confidence that investors have in the prospects of the business. In general, a high P/E ratio suggests that investors are expecting higher earnings growth in the future compared w/ companies’ w/ a low P/E ratio Earnings per share: This is the amount of profit (after tax & interest) earned per share. - Price/earnings ratio = - Earnings per share = - 𝑑𝑖𝑣𝑖𝑑𝑒𝑛𝑑 𝑝𝑒𝑟 𝑠ℎ𝑎𝑟𝑒 × 100 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑠ℎ𝑎𝑟𝑒 𝑝𝑟𝑖𝑐𝑒 𝑡𝑜𝑡𝑎𝑙 𝑎𝑛𝑛𝑢𝑎𝑙 𝑑𝑖𝑣𝑖𝑑𝑒𝑛𝑑𝑠 𝑡𝑜𝑡𝑎𝑙 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑖𝑠𝑠𝑢𝑒𝑑 𝑠ℎ𝑎𝑟𝑒𝑠 𝑝𝑟𝑜𝑓𝑖𝑡 𝑓𝑜𝑟 𝑡ℎ𝑒 𝑦𝑒𝑎𝑟 𝑎𝑛𝑛𝑢𝑎𝑙 𝑑𝑖𝑣𝑖𝑑𝑒𝑛𝑑𝑠 𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑠ℎ𝑎𝑟𝑒 𝑝𝑟𝑖𝑐𝑒 𝑒𝑎𝑟𝑛𝑖𝑛𝑔𝑠 𝑝𝑒𝑟 𝑠ℎ𝑎𝑟𝑒 𝑝𝑟𝑜𝑓𝑖𝑡 𝑓𝑜𝑟 𝑡ℎ𝑒 𝑦𝑒𝑎𝑟 𝑎𝑛𝑛𝑢𝑎𝑙 𝑑𝑖𝑣𝑖𝑑𝑒𝑛𝑑𝑠 5.8.5 Practical use of ratio analysis ❖ how each of these ratios is used, reasons for the results obtained & strategies that businesses might adopt to improve ratio results Ratio Notes - The higher the value of this ratio, the greater the return on the capital invested in the business. The result can also be compared w/ the return from interest accounts e.g., Bank (5%). Can be raised by increasing the profitable, efficient use of the assets owned by the business, which were purchased by the capital employed - The ‘normal’ result depends on the industry. Little relevance for service-sector firms, as they are not selling products. Efficient management – i.e., Jit system – will give a higher ratio - There is no right / wrong result – it will vary between businesses & industries. High days’ sales in trade receivables ratio may be deliberate to attract sales. Reduced by giving shorter credit terms – 30 days instead of 60 days – / by improving credit control by refusing credit terms, interest charges, etc. Dividend yield ratio - Share price rises & unchanged dividend = the dividend yield will fall. Increased dividend & same share price = dividend yield will increase Use reserves for dividends when profits are low = higher ratio Lower annual dividends for higher retained earnings for future investments Dividend cover ratio - Higher dividends + same profits = lower ratio Low results = low retained earnings (future expansion plans) - Shows how much investors are currently willing to pay for each $1 of earnings. Shareholders in this company will wait 20 years at present earnings levels to receive payback on their investment in shares - A result of over 50%, using the ratio above, would indicate a highly geared business. Higher risk due to higher borrowing, higher interest charges, lower dividends, cash outflow Low gearing = safe business = limited growth = lower returns for investors Reduced by using non-loan sources of finance, i.e., Issue of shares / retained profits Return on capital employed Inventory turnover ratio Days’ sales in trade receivables ratio Price/earnings ratio (P/E ratio) Gearing ratio Page 51 of 66 Vishakha Mirchandani ❖ comparison of ratios results between businesses. - Comparisons can be made w/ Other businesses in same industry Other investment alternatives i.e., bank interest rates (5%) Industry averages Previous years (trends can be identifies) ❖ limitations of these accounting ratios - https://youtu.be/UuahUYKvV1k; The accuracy & usefulness of all the ratios can be influenced by different accounting techniques to calculate the profit i.e., different methods to calculate depreciation. Comparisons w/ companies in a different industry are unlikely to be of value. Comparing ratios of businesses of different sizes can be misleading. Financial statements may have been adjusted to present a particular financial condition to stakeholders. Economic conditions may have had an impact on the ratios for the particular year, leading to unrealistic figures, affecting trends. Ratios are quantitative & ignore qualitative aspects of business i.e., ethics & environmental friendliness. Do not provide solution to business problems. Some ratios have multiple formulas, different formulas will lead to different results. 5.9 Investment appraisal 5.9.1 The concept of investment appraisal ❖ the need for investment appraisal - Investment appraisal: evaluating the profitability / desirability of an investment project. Investment – spending money now w/ the aim of getting a return in the future that is larger than the original spending. In the business sense it usually means spending money on a major project. The need for investment appraisal: • To compare the expected outcomes of competing options • To estimate the costs, i.e., the costs of new premises, equipment, / training. • To estimate the revenue in terms of timescale & size of any return • To assess the possible risk involved / to compare the risks of two / more investment opportunities. ❖ the significance of risk in investment decisions - Potential risk can be minimised / avoided if businesses fully explore the implications of their decisions before embarking on any one course of action. The business is only able to estimate the costs & revenues associated w/ the project. Investment appraisal is an attempt to formalise those estimations & compare alternatives. A sudden economic downturn can change everything that has been predicted – anticipated sales may not occur, & costs may prove to be higher than expected if a period of higher inflation occurs. Investment decisions will be based on past information which cannot guarantee that the same trend will continue in the future. 5.9.2 Basic methods: payback, accounting rate of return (ARR) ❖ the meaning, calculation, & interpretation of payback & ARR - https://youtu.be/teg0avCfFfI; https://youtu.be/rZgaogeoynU; https://youtu.be/9ASz21HLqzY; https://youtu.be/qYsZcElRiX4; https://youtu.be/-ICsKIB6AzI; https://youtu.be/kEsZKO87TlU Payback period: time it takes for the net cash inflows to pay back the original cost of the investment. - Payback period = 𝑥 𝑦𝑒𝑎𝑟𝑠 + 𝑎𝑑𝑑𝑖𝑡𝑖𝑜𝑛𝑎𝑙 𝑛𝑒𝑡 𝑐𝑎𝑠ℎ 𝑖𝑛𝑓𝑙𝑜𝑤 𝑛𝑒𝑒𝑑𝑒𝑑 𝑎𝑛𝑛𝑢𝑎𝑙 𝑐𝑎𝑠ℎ 𝑓𝑙𝑜𝑤 𝑖𝑛 𝑛𝑡ℎ 𝑦𝑒𝑎𝑟 Benefits simple easy to compare many projects can easily use a range of forecast figures for ‘what if’ analysis gives an idea of how long it might take to repay if financed by a loan × 12 𝑚𝑜𝑛𝑡ℎ𝑠 Limitations does not take account of overall profitability does not consider cash flows after the payback period should be used w/ other methods Page 52 of 66 Vishakha Mirchandani - Accounting rate of return measures the annual profitability of an investment as a percentage of the initial investment. - ARR(%) = - average capital cost = 𝑎𝑛𝑛𝑢𝑎𝑙 𝑝𝑟𝑜𝑓𝑖𝑡 (𝑛𝑒𝑡 𝑐𝑎𝑠ℎ 𝑓𝑙𝑜𝑤) × 100 = 𝑎𝑛𝑛𝑢𝑎𝑙 𝑝𝑟𝑜𝑓𝑖𝑡 (𝑛𝑒𝑡 𝑐𝑎𝑠ℎ 𝑓𝑙𝑜𝑤) 𝑖𝑛𝑖𝑡𝑖𝑎𝑙 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑐𝑜𝑠𝑡 𝑎𝑣𝑒𝑟𝑎𝑔𝑒 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑐𝑜𝑠𝑡 𝑖𝑛𝑖𝑡𝑖𝑎𝑙 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑐𝑜𝑠𝑡−𝑟𝑒𝑠𝑖𝑑𝑢𝑎𝑙 𝑐𝑎𝑝𝑖𝑡𝑎𝑙 𝑣𝑎𝑙𝑢𝑒 × 100 2 Benefits easy to compare ARR & interest rates includes cash flows over the life of the project easy to compare w/ expected rate of return easy to compare projects Limitations more uncertainty further into the future assumes cash flows have the same value in the future as they do now (the time value of money) does not consider timing of net cash flows so be used w/ payback 5.9.3 Discounted cash flow methods: discounted payback, net present value (NPV), internal rate of return (IRR) ❖ the meaning, calculation, & interpretation of discounted payback & NPV - - - https://youtu.be/aj20v1P5vRQ; https://youtu.be/r3apah6l5zU; https://youtu.be/vEDEE_h2bMc; https://youtu.be/2GUVGx2KL-w; Net present value (NPV): today’s value of the estimated cash flows resulting from an investment. Net present value = 𝑡𝑜𝑡𝑎𝑙 𝑐𝑎𝑠ℎ 𝑓𝑙𝑜𝑤𝑠 − 𝑜𝑟𝑖𝑔𝑖𝑛𝑎𝑙 𝑖𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 Discounted payback – recognises the money received in 3- / 4-years’ time will not have the same value as if the money were in our possession today. The present value of a future sum of money depends on two factors: • The higher the interest rate, the less value future cash has in today’s money. • The longer into the future cash is received, the less value it has today. The three stages in calculating NPV are: • Multiply discount factors by the net cash flows. Cash flows in year 0 are never discounted, as they are today’s values already. • Add the discounted cash flows. • Subtract the capital cost to give the NPV. If discount factor is 10%, decimal form for each year can be found using 1 ÷ (1.10)𝑛 , where 𝑛 = 𝑦𝑒𝑎𝑟 Benefits Considers timing & size of cash flows Rate of discount can be varied for different situations Considers time value of money & opportunity cost Limitations Complex to calculate & explain Result depends on rate of discount - subjective Comparisons can only be made if initial cost is same ❖ the meaning & interpretation [but not the calculation] of IRR - https://youtu.be/b3sZIjkRpak Internal rate of return (IRR): the discount rate that gives a net present value of zero for a particular project. Example: Benefits Different projects costing different amounts can be compared Limitations Calculation is tedious w/o a computer Can be compared w/ the weight of interest / criterion rate of a business Exact results can be misleading & may represent false accuracy Avoids the need to choose an actual rate of discount Page 53 of 66 Vishakha Mirchandani < 5.9.4 Qualitative factors in investment appraisal ❖ qualitative factors that might influence an investment decision in each situation. - https://youtu.be/tM5cDJOLqI0 Attitude to risk – are the owners of a business ‘risk averse’ / risk takers? Impact on stakeholders Changes in the internal & external environment in which the business operates. Ease & availability of finance The fit w/ objectives & strategies Pollution – e.g., if a project will pollute the environment, it would hopefully not be pursued even though it may be highly profitable. Employment levels – social considerations are sometimes judged to be important e.g., the negative impact of employment levels if workers are replaced w/ machinery. Is the quality of the product likely to be the same? Will staff training be required? ❖ comparison of the investment appraisal methods, including their limitations. 6 Strategic management 6.1 What is strategic management? 6.1.1 Understanding what strategic management is. ❖ the meaning of corporate strategy, tactics, & strategic management - - https://youtu.be/icqu2Kl1Imc; https://youtu.be/VcWI3WVXmFk Corporate strategy: a long-term plan of action for the whole organisation, designed to achieve a particular goal. Tactic: short-term policy / decision aimed at resolving a particular problem / meeting a specific part of the overall strategy. Strategic management: the role of management when setting long-term goals & implementing cross-functional decisions that should enable a business to reach these goals. The three levels of strategic management Functional strategy • • specific strategy for functional areas i.e., marketing decisions on the specific methods of achieving a particular objective Business strategy • • general strategy for division / area of the business decisions made to complement the corporate strategy Corporate strategy • • overall purpose & general direction is the base for all further strategies & decisions Strategic decisions Long-term Difficult to reverse once made – committed resources Taken by directors &// senior managers Cross-functional – will involve all major departments of the business Tactical decisions Short- to medium-term Reversible, but there may still be costs involved Less work taken by managers & subordinates delegated authority Impact of tactical decisions is often only on one department ❖ the need for strategic management - defines & shares business aims & ethics. identifies strengths, weaknesses, opportunities, & threats. enables measurement of progress. enables informed decisions & planned actions. relates actions to resources. coordinate activities of departments & functional areas. detect & respond flexibly to changes. Page 54 of 66 Vishakha Mirchandani - evaluate & review progress towards objectives. ❖ Chandler’s assertion that strategy should determine organisational structure. - - - According to Chandler, strategic management – the determination of the basic long-term goals & objectives of an enterprise, & the adoption of courses of action & the allocation of resources necessary for carrying out the goals. Organisation structure – the design of organisation through which the enterprise is administered. Key findings: • Strategic management should be decided at the top / centre of an organisation. • Individual business units then decide tactics to carry out the strategy. • Structure follows strategy. Structure: • Corporate strategy was set by top management. • Product / geographic business units adopted their own tactics. • Central management coordinated. External environment & its changes opportunities in the market innovation in technology threat from competition Corporate strategy developed Organisation structures change to reflect strategy ❖ how business strategy determines competitive advantage in an increasingly competitive world - - Competitive advantage: a superiority gained by a business when it can provide the same value product/ service as competitors but at a lower price / can charge higher prices by providing greater value through differentiation. Strategic planning can provide planned methods to appropriate objectives linked to a full understanding of market conditions, internal resources, & possible actions. Moreover, the business will be better prepared for unforeseen circumstances than competitors, giving them a competitive edge. This is important because the marketplace is dynamic, especially due to globalisation. 6.2 Strategic analysis - Strategic analysis: the process of conducting research into the business environment within which an organisation operates, and into the organisation itself, to help form future strategies. 6.2.1 SWOT analysis ❖ undertake & interpret SWOT analysis in each situation. - https://youtu.be/4Yav51Jz9s0; https://youtu.be/7JmDXDZYx0s SWOT analysis: a form of strategic analysis that identifies & analyses the main internal strengths & weaknesses & external opportunities & threats that will influence the future direction & success of a business. Strengths • Internal factors. • Can be controlled to gain competitive advantage. • Acts as a building block for expansion/growth. Weaknesses • Internal factors. • Can be identified & influenced. • Should be removed/fixed/minimised to reduce weakness / a loss of competitiveness. Opportunities • Outside the business’s control. • Can be taken advantage of. • Will help the business/product succeed. Threats • Unable to be controlled. • Actions can be taken to minimise. • May hinder the progress of a business/product if ignored. Advantages It is relatively quick, cheap, & easy to understand. Disadvantages It may become outdated quickly. It can generate specific objectives & actions as part of strategic planning. Simple conclusions may be misleading - the situation may be more complex. It is subjective & depends on the person undertaking it. < Page 55 of 66 Vishakha Mirchandani ❖ development of the outcome of a SWOT analysis into strategic objectives Problem / decision identified Relevant data are factors identified • The main reason for a SWOT analysis to be utilised Potential solutions listed • All relevant internal & external factors listed & ranked • Allows for a variety of choices that may solve the problem / dilemma Most appropriate solution/choice made • This will be developed into an objective that can be actioned. < 6.2.2 PEST / External Environment analysis ❖ undertake & interpret PEST analysis in each situation. - https://youtu.be/-8y1aX0yNbw; https://youtu.be/sP2sDw5waEU PEST analysis: the strategic analysis of a firm’s macro-environment, including political, economic, social, & technological factors. Political & legal (government actions) • health & safety laws • competition policy • change of government Economic • taxes • changes in household income • tariff Social • ageing population • changing attitudes to drugs / car use • family size Technological • cell phone / tablet developments • 3D printers • more efficient machinery , Advantages relies heavily on secondary data relatively quick & easy to use easy to present & understand can explain & give details to a SWOT analysis Disadvantages can become outdated easily does not respond easily to market changes simplicity can be misleading relies on assumptions about future changes may be subjective due to the views of the author < 6.2.3 Business vision/mission statement & objectives ❖ evaluation of the role of business vision/mission statements & objectives in strategic analysis - - https://youtu.be/GMjHDTPBiV0 Mission statement: a statement of the business’s core purpose & focus, phrased in a way to motivate employees & to stimulate interest by outside groups. An effective mission statement should answer three key questions: • What do we do? • For whom do we do it? • What is the benefit? Vision statement: a statement of what the organisation would like to accomplish in the long term. Advantages define the real purpose of the business enable specific objectives to be set to achieve the vision/mission provide motivation & clarity for employees enable a strategic planning framework to follow Disadvantages can be very general – difficult to develop objectives takes up time & resources for little benefit if not used in planning can limit strategic planning - e.g., the shoe manufacturer has been limited to footwear Role of vision/mission statements & objectives in strategic analysis Defines the overall purpose of the organisation • identify the reason for the business products / services Sets the framework for strategic planning • allows a benchmark & aim for all organisational outcomes Shares the vision w/ internal & external stakeholders • • employees can know the guiding principles. customers know what to expect from a particular business , Page 56 of 66 Vishakha Mirchandani 6.2.4 Boston Matrix ❖ undertake & interpret Boston Matrix analysis on the product portfolio of a business. - https://youtu.be/BmambeXCfyg; https://youtu.be/JShTYqdA_d4; https://youtu.be/rW5SOENyq5g Boston Matrix: a method of analysing the product portfolio of a business in terms of market share & market growth. This analytical tool has relevance when: • analysing the performance & current position of existing product portfolios • planning action to be taken w/ existing products. • planning the introduction of new products. High market share Low market share High market growth Rising star • Potential high level of competition. • Growth phase. • Potential falling unit costs. • Potential large revenue & profit. Problem child • Possibly new products. • Insufficient marketing / exposure. • Negative cash flow; future potential excellent. • Launch/introduction phase Low market growth Cash cow • Steady in positive revenue stream. • Likely to be a mature product; future decline. • Past marketing & R&D spending. • Customer loyalty & advertising to maintain. • Used to fund/compensate other products Dog • • • • • Sales revenue likely to be low. products in decline phase (extension strategy) Outdated products / high competition. May be profitable if production efficient. May be discontinued in future. Advantages It is simple & easy to use & pinpoints the position of products Disadvantages Market situations may change quickly It indicates possible appropriate actions to maintain cash flows & decide on portfolio composition Using it might lead to simplistic thinking – the model indicates possibilities. It does not lay down set answers to situations. 6.2.5 Porter’s Five Forces ❖ use Porter’s Five Forces analysis as a framework for business strategy. - https://youtu.be/YAKEjmiqA7c; https://youtu.be/8l-P6X-8ag8; https://youtu.be/cm9SsMa56r4 Porter’s Five Forces analysis – analysis framework to analyse the level of competition from five external influences to influence business marketing strategy. The four forces / factors outlined influence how competitive a market is likely to be: • Threat of new competitors – new competitors arriving in a market will increase the competition & reduce the possible profits for existing businesses by increasing marketing costs &// by price reductions. • Threat of substitute products – substitute products will reduce prices & increase the price elasticity of demand for all existing products. • Bargaining power of customers – many customers will mean a more attractive market than if there are a few customers who have a high potential buying power. • Bargaining power of suppliers – if suppliers of materials, components, communication, / distribution systems have power, their prices will be high & so will business costs. This makes competition much less likely. Page 57 of 66 Vishakha Mirchandani Forces Action to take if high Threat of new competition Increase brand loyalty. Develop new products. Develop dedicated distribution Threat of substitute products Develop new products. Re-market existing products Bargaining power of customers Produce products w/ no substitutes. Forward vertical integration Bargaining power of suppliers Backward vertical integration Cooperation w/ others to buy bulk Reasons for Assess existing position / potential for entry into a new market Assess the chances of survival / growth Highlights external threats and opportunities Problems Market changes quickly leading to redundant analysis Difficult to reduce all influences on five forces Competition & customers are not simple Best for simple markets 6.2.6 Core Competencies ❖ Prahalad & Hamel’s Core Competencies as a framework for business strategy. - - - https://youtu.be/M9Rot4AWOWY Core competence: an important business capability that gives a firm competitive advantage. Core product: product based on a business’s core competences, but not necessarily for final consumer / end user. To be of commercial & profitable benefit to a business, a core competence should: • Provide recognisable benefits to consumers. • Not be easy for other firms to copy, e.g., a patented design. • Be applicable to a range of different products & markets. The use of core competencies • Focus efforts on customer requirements. • Utilise business strengths. • Develop complementary resources. • Identify reasons for purchasing decisions. • Outsource non-core activities. Three factors used to decide on core competencies. Market access Focused brand identity Marketing / customer relationship skills Uniqueness Difficulty in copying Level of product differentiation Customer perception Customer awareness Customer trust < - Downside/criticism of core competencies: • Over-enthusiastic outsourcing has damaged business competitiveness. • Difficulty to identify core competencies that are genuinely unique. • Possible for a business to become overconfident about its core competencies. 6.3 Strategic choice 6.3.1 The Ansoff Matrix ❖ the structure & how it analyses the link between business strategy & risk. - https://youtu.be/OhqMt_3A2WY; https://youtu.be/B3AGqrdDR4Q; https://youtu.be/CMFXsJxi05U Ansoff’s matrix: a model used to show the degree of risk associated w/ the four growth strategies of market penetration, market development, product development & diversification. Market Penetration: achieving higher market shares in existing markets w/ existing products. New Product Product Development: the development & sale of new products/new developments of existing products in existing markets Less Risk Existing Market Existing Product Page 58 of 66 Vishakha Mirchandani New Market Diversification: the process of selling different, unrelated goods / services in new markets Less Risk More Risk Market Development: the strategy of selling existing products in new markets More Risk Advantages it is simple & easy to draw up clear choices & associated levels of risk are shown it allows strategic choice w/ strategic planning framework Disadvantages it is simplistic & ignores many relevant factors indications of risk are general guidance only ❖ use of it to analyse & evaluate different business strategies in each situation. Methods • • • • increasing frequency of purchase finding different new customers brand loyalty & repeat purchases taking sales from competitors Factors for success Market Penetration • • • an unsaturated market low competition growing size of market Advantages • • Disadvantages already know & understand the market. may increase efficiencies • customer knowledge but untested product expands the product range utilising existing customers • product knowledge but unknown customer base expands the customer base meaning less reliance • potential new markets & revenue streams expanded product & customer portfolio spread risk • • lead to increased competition. reliance on limited market Product Development • • Altering existing products to appear new. producing new products • • • thorough market research strong brand identity & customer loyalty • • extensive R&D costs for new products market research also required Market Development • • • a new use of the product a new area for sales targeting a different type of customer / consumer • • • thorough market research core competencies are linked to the product • a real driving force for diversification exists, i.e., a failing existing market, / management growth objectives. Total market research & advice from product/market experts flexible organisation culture & high resource availability • • large market research costs increased spending on advertising an unknown brand Diversification • • The use of R&D linked to market research. Integration w/ another business • • • • • No experience of customers / markets huge investment into product development & market research 6.3.2 Force Field Analysis ❖ Force Field Analysis as a means of making strategic choices in each situation. https://youtu.be/ltzNGzfzuzM; https://youtu.be/oLU8COXdIVI; https://youtu.be/X9ujAtYAfqU Force-field analysis: technique for identifying & analysing the positive factors that support a decision (‘driving forces’) & negative factors that constrain it (‘restraining forces’). - Conducting a force-field analysis: • Analyse the current situation & the desired situation. • List all the factors driving change towards the desired situation. • List all the constraining factors against change towards the desired situation. • Allocate a numerical score to each force, indicating the scale / significance of each force: 1 = extremely weak & 10 = extremely strong. • Chart the forces on the diagram w/ driving forces on the left & restraining forces on the right. • Total the scores & establish from this whether the change is really viable – is it worth going ahead? If yes, then the next stage is important. • Discuss how the success of the change / proposed decision can be affected by decreasing the strength of the restraining forces & increasing the strength of the driving forces. - Possible management strategies include: • Staff could be trained (increase cost by 1) to help eliminate fear of technology (reduce staff concern about new technology, −2). • Show staff that change is necessary for business survival (add a new force in favour, +2). - Page 59 of 66 Vishakha Mirchandani • • • Show staff that new IT equipment would introduce new skills & interest to their jobs (add a new force in favour, +1). Raise wages to reward staff for higher productivity (higher cost, +1, lower cost by loss of staff, −2). More energy efficient IT machines could be selected (environmental impact of new technology, −1). Advantages it is simple to carry out & easy to understand it identifies clearly the forces acting on a decision it enables drivers to be strengthened & restrains to be reduced Disadvantages some forces may be omitted scores are subjective & could be inaccurate simplistic edition of scores ignores other factors 6.3.3 Decision trees ❖ construction of simple decision trees from information given. - - https://youtu.be/1Px2U0rprSs; https://youtu.be/k29jDYV7JvQ; https://youtu.be/n4oYw0kEsvA; https://youtu.be/90UehqeK6sY Decision tree: a diagram that sets out the options connected w/ a decision & the outcomes & economic returns that may result. Decision trees enable a choice between possible actions to be made, especially when there are: • alternative choices • numerical costs & benefits of the choices • probabilities of success / failure for each choice Working from left to right, a decision tree is drawn by setting out: • a square decision note showing that decision to be taken. • option choices indicated by lines ending in a decision note / outcome. • outcomes indicated by a circle (chance node) followed by probabilities of possible outcome. • the expected money value (EMV) of the outcome ❖ calculation of the expected monetary values from decision trees & use of the results to assist in selecting the most appropriate strategy. - Expected value: the likely financial result of an outcome obtained by multiplying the probability of an event occurring by the forecast economic return if it does occur. The following decision tree shown deals w/ whether to buy a new / a second-hand packaging machine: • Calculations are made from right to left. • Expected value = 𝐸𝑀𝑉 × 𝑝𝑟𝑜𝑏𝑎𝑏𝑖𝑙𝑖𝑡𝑦 (𝐴) • Add the expected values for each option (B) • Add the expected values for each outcome (chance node – C) • Expected value minus cost of each option (D) • Highest possible return (E) Page 60 of 66 Vishakha Mirchandani < - The new machine has a higher return ($235,000) then second hand one ($176,000), so the analysis recommends this option. There may be other quality factors involved that also affect the decision. In this case, these may be the condition of the second-hand machine, maintenance levels & relative lifespans. Other factors may include: • availability of finance • how the options relate to business objectives • accuracy of monetary information & probabilities • external economic environment ❖ the usefulness of decision trees and an assessment of the accuracy of the data Advantages They demand detailed & thorough research into costs & benefits. They set out choices & their value in money terms clearly. They take account of the risk & probability of an outcome. They demand clear thinking & analysis. Disadvantages The use of data may disguise poor / faulty research. They require reliance on accurate data & forecasts. They may become out of date. They may not consider all relevant factors. 6.4 Strategic implementation ❖ understand the meaning of strategic implementation. - Strategic implementation: the process of planning, allocating & controlling resources to support the chosen strategies. It involves ensuring that all the following factors are in place: • an appropriate organisational structure to deal w/ the change. • adequate resources to make the change happen. • well-motivated staff who want the change to happen successfully. • a leadership style & organisational culture that allow change to be implemented w/ wide-ranging support. • control & review systems to monitor the firm’s progress towards the desired final objectives. 6.4.2 Business plans ❖ key elements of business plans - https://youtu.be/SMcMwpL8C8E; https://youtu.be/O0lXFwG5o3w Business plan: a written document that describes a business, its objectives & its strategies, the market it is in & its financial forecasts. Executive summary • • business name, history, legal structure & basic introduction to product / services a brief statement of objectives & aims Product / service • • detailed outline of the main / core products / services focus on how the product / service meets a market need & any differentiation Market analysis • • size of market, competition, target customer & trends. Indication / outcome of market research Marketing plan • • the marketing mixes. explanation of how the customer needs will be met Production plan • • patents / licences held. goals & outline of premises, equipment, employees, & suppliers required Page 61 of 66 Vishakha Mirchandani Organisational plan • • the people in the business & their roles organisational structure Financial plan • • cash flow & profit & loss forecasts outlines current & future borrowing needs & returns Summary of long-term ambitions • • reason for investment future objectives & plans for growth & expansion ❖ the value of business plans for large & small, established & start-up businesses. - - Whatever the size of the business, the plan enables: • Close checking that an idea will be successful, indicating how to overcome possible problems. • Successful applications for a loan, grant, subsidy, / other finance • Detailed examination of the financial & organisational implications of a proposal based on research. • Detailed assessment of the internal & external resources needed for success. • A focus & sense of direction • Constant review of progress Disadvantages of business plans: • The cost of producing them & the possibility of inaccurate forecasts. • They may become inflexible if they are followed slavishly w/o being adapted to changing conditions. ❖ key elements & purpose of corporate plan - - Corporate plan: this is a methodical plan containing details of the organisation’s central objectives & the strategies to be followed to achieve them. Key elements of a corporate plan: 1. The overall objectives of the organisation within a given time frame. These could be: • profit target • sales growth • market share target. 2. The strategy / strategies to be used to attempt to meet these objectives. 3. The main objectives for the key departments of the business derived from the overall objective. Advantages Managers have clear focus on future targets & methods to be used Can be used to communicate this to staff Comparisons can be made to measure business performance Managers consider internal & external strengths & weaknesses Disadvantages Made obsolete by rapid unexpected internal / external changes Consideration on how to respond to unforeseen events Plans should be adaptable & flexible Time consuming Internal Operating capacity – sufficient if expansion plans approved? Culture of the organisation Managerial skill & experience – if diversification is chosen. Staff numbers & skills – workforce planning key in success of plan Financial resources – can the proposed strategies be afforded? External Macro-economic conditions – expansion on hold during recession. Central bank & government economic policy changes. Technological changes – could make best plans outdated rapidly. Competitors’ actions < 6.4.3 Corporate culture & strategic implementation ❖ different types of corporate culture i.e., power, entrepreneurial & task - https://youtu.be/5PeRdftWwEQ; https://youtu.be/iEgb1u-bhDY; https://youtu.be/MfL_0ko4T3o; Corporate culture: the values, attitudes & beliefs of the people working in an organisation that control the way they interact w/ each other & w/ external stakeholder groups. Role culture: each member of staff has a clearly defined job title & role. Typically: • Most associated w/ bureaucratic organisations • Power & influence come from a person's position in the organisation. Advantages Will defined organisational structure Everyone has a clear delegated authority Disadvantages Operate within the rules, show little creativity Page 62 of 66 Vishakha Mirchandani - Person culture: when individuals are given the freedom to express themselves fully & make decisions for themselves. Advantages Most creative - Disadvantages Conflict between individual goals & those of the whole organisation Power culture: concentrating power among just a few people. Typically: • Leadership is autocratic. • Decision-making is centralized. • Organisation structure is narrow & tall. • Communication channels are defined in a hierarchy. Advantages Decisions are made quickly & clearly Decisions are put into practise exactly Appropriate for Products w/ a long life Prospects for expanding internationally A great deal of competition Disadvantages Creativity is limited, little group / teamwork. Some employees are unmotivated as they have little control. Less suitable for Markets w/ an emphasis on high & new technology for new products < - Entrepreneurial culture: this encourages management & workers to take risks, to come up w/ new ideas & test out new business ventures. Typically: • Leadership is democratic / laissez-faire & empowering. • Decision-making is delegated. • Organisation’s structure is flat, wide / a matrix, & able to change. • Communication channels are informal & fast. Advantages Many ideas, quick to react to change Many employees are highly motivated Appropriate for An emphasis on high & new technology for new products High growth A great deal of competition - Disadvantages Time & resources are wasted & unworkable ideas Little control over employees Less suitable for Products that have a long life Task culture: based on cooperation & teamwork. Typically: • Leadership is democratic & empowering. • Decision-making is delegated. • Organisation structure is flat, wide / a matrix. • Communication channels are informal. Advantages Creativity is high Many employees are motivated by responsibility & team working Appropriate for Markets that have an emphasis on high & new technology for new products Disadvantages Slow decision making & team rivalry Changing teams is costly & disruptive Less suitable for Markets that are growing, / face a lot of competition Products are long lived Where there is a change of international expansion ❖ strong and weak culture Strong culture employees understand and follow culture employees agree on values and behaviours Weak culture employees do not understand culture; need procedures and rules different ideas about culture; conflict < ❖ importance of corporate culture in strategic implementation in each situation. - The culture of an organisation gives it a sense of identity & is based on the values, attitudes & beliefs of the people who work in it − especially senior management. Values, attitudes, & beliefs have a very powerful influence on the way staff in a business will act, take decisions, & relate to others in the organisation. They define what is ‘normal’ in an organisation. So, it is possible for the same person to act in different ways in different organisations. What we do & how we behave – in society in general & in business in particular – are largely determined by our culture. Page 63 of 66 Vishakha Mirchandani 6.4.4 Developing a change culture. ❖ importance of developing a change culture to allow effective implementations. - - - https://youtu.be/XjGYTXleY28; https://youtu.be/cYsdcMPN_rA; https://youtu.be/BZM5nRT30ac Businesses employees, markets, suppliers, competitors, & the economic environment are always changing. It is vital that a business also changes to adapt w/ this process, whether dealing w/ foreseen / unpredicted change. Flexibility must be built into the existing corporate culture. Processes for effective implementation of new strategies are crucial - the corporate culture should include culture of change to deal w/ unforeseen situations. Possible reasons for changing culture: • Respond to new market conditions. • Prevent bankruptcy. • Changing methods of production • Raise more finance by changing legal status / structure of business. • Recently privatised business would need a more profit-oriented & customer-based approach. • Cope w/ merger/takeover Problems of changing culture: • It can take several years for the culture to be completely accepted by staff & ‘converted’. • Resistance from employees due to insecurity & fear of the impact on them • A slow uptake of new products, techniques & markets that may cost a business market position. • Increased costs associated w/ a slow & difficult change. 6.4.5 Managing & controlling strategic change. ❖ the importance of leading & managing change. - https://youtu.be/9yysOwXbzRA?t=550 W/o effective management, leadership & communication, the employees will be unlikely to accept change. W/o acceptance & management, strategic change is unlikely to achieve organisational objectives. This will overcome resistance natural in any change situation by engaging in effective communication. Effective leaders & management can communicate the reasons & need for change involving all employees. Reasons for resistance to change: • Fear of the unknown • Fear of failure • Losing something of value • False beliefs about the need for change • Lack of trust • Inertia – many people suffer from reluctance to change & try to maintain the status quo. ❖ techniques to implement & manage change successfully. - Change management: planning, implementing, controlling, & reviewing the movement of an organisation from its current state to a new one. Understand what change means - recognise the major causes of change understand the stages of the change process lead change, not just manage it project groups / teams project champions Project champion: a person assigned to support & drive a project forward, who explains the benefits of change & assists & supports the team putting change into practice. Project champions are effective in implementing change. Champions must have real status w/ the workforce, a commitment to change & people skills to allow interaction w/ different types of employees. Project groups: these are created by an organisation to address a problem that requires input from different specialists. ❖ techniques to promote change. - Create urgency – all employees need to know there is a need for change & expected to come. Create a change team – prepare committed & respected managers are leaders at all levels. Page 64 of 66 Vishakha Mirchandani - Create a vision – decide on new values & beliefs contained in vision/mission statements & objectives. Communicate the vision – use all the communication channels in all functional areas. Empower people & remove obstacles – identify reasons for resistance to change & minimise these using leaders / project champions. Restructure & reward those working for change. Create short term gains – small steps for change mean all employees can see benefits & progress. Build on change – continue the process of change after each small step. Anchors change into corporate culture – build change into whatever culture there is by getting leaders to support change, telling success stories, inducting staff into change & rewarding change. Create urgency create a change team create a vision Communicate the vision empower people & remove the obstacles create short term gains build on the change anchor change into corporate culture ❖ development of a strategy to manage change in each situation. - Allow time for preparation & acceptance. Ensure sufficient resources available. Clear, communicated vision. Involve all layers of hierarchy. Provide training & support for new methods & procedures. Allow time for preparation & acceptance. Managers can help employees talk about their fears. Managers can give reasons for change. 6.4.6 Contingency planning & crisis management ❖ importance of contingency planning & crisis management - https://youtu.be/w2kOqmaSJj8 Contingency plan: preparing an organisation’s resources for unlikely events. Identify the potential disasters that could affect the business assess the likelihood of these occurring Advantages quick response reassure stakeholders helps senior managers generate favourable public relations maintains confidence minimise the potential impact of the crisis plan for the continued operation of the business Disadvantages uses valuable time & resources in preparing & training cost of reviewing procedures may lead to less planning to avoid disasters likely never to be used, so could be a waste of resources < Revision & how to answer questions. - https://youtu.be/uRfTzecyOfY https://youtu.be/3715wJqyPzM https://youtu.be/6ZJsFnrSKA4 https://youtu.be/KGETsGWUUEs https://youtu.be/yBIL4gNVqcA - https://youtu.be/WzEuiHbW9gY https://youtu.be/T32Yotp3J-0 https://youtu.be/2Y3zfbe5fBU https://youtu.be/s1uWf8PXz_Y https://www.caiebusiness.com Credits - Z Notes – Business 9609 AS Level - https://znotes.org/caie/as/business-9609/theory - CIE Notes - https://www.cienotes.com/as-and-a-level-business-studies-notes-9609/ - Notes for CIE - https://sites.google.com/site/notesforcie/as/business-studies - Cambridge International AS and A Level Business: Coursebook with CD-ROM Third Edition Publisher: Cambridge University Press Author: Alistair Farquharson and Peter Stimpson ISBN: 9781107677364 Page 65 of 66 Vishakha Mirchandani - Exam Success in Business for Cambridge AS & A Level Publisher: OUP Oxford Author: Peter Joyce, John Richards ISBN: 9780198412809 - Cambridge International AS and A Level Business Studies Revision Guide Publisher: Hodder Education Author: Sandie Harrison, David Milner ISBN: 9781444192056 - Cambridge International AS and a Level Business Studies Publisher: Hodder Education Group Author: Malcolm Surridge, Andrew Gillespie ISBN: 9781444181395 - Compiled by: Vishakha Mirchandani (mirchandanivishakha@gmail.com) Page 66 of 66 Vishakha Mirchandani