1.5 Growth & Evolution Flashcards

1
Q

what is Business growth

A

growth is one of the metrics used to determine the size of the business

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2
Q

examples of metrics to measure business growth

A

sales revenue
profit
market share
market capitalisation
employees

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3
Q

reasons why a business might want to grow

A
  • higher sales revenue and potentially higher profit
  • higher market share, meaning more power in the market e.g. better placement in shops
  • better brand recognition by customers
  • economies of scale - increased production should lower costs of production
  • more power over suppliers
  • sense of achievement for owners
  • can invest in research & development - ways in which we can make the business’ product better
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4
Q

Reasons why a business might want to stay small

A
  • easier for the owner to manage
  • quicker decision making - less stakeholders involved - less employees
  • more personal service to customers - less customers in theory
  • growing may require additional investment, which may mean giving up some ownership - could lead to loss of control - might be a family business
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5
Q

the ideal size for a business depends on

A

objectives of the business
size of the market
level of control wanted

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6
Q

Internal growth

A

expansion of a business by using it’s resources and not involving other businesses
might be financed through loan capital, share capital, retained profits
- e.g. opening new shops/factories
- e.g. expanding overseas

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7
Q

External Growth

A

Expansion involving other organisations
e.g.
- mergers and acquisitions
- takeover
- joint venture
- strategic alliance
- franchise

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8
Q

Economies of scale

A

when a firm’s average cost decreases as it increases its scale of production
as the firm produces more, it becomes more cost efficient

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9
Q

Internal economies of scale

A

economies of scale resulting from the firm producing more output

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10
Q

Examples of internal economies of scale

A

purchasing economies
financial economies
managerial economies
marketing economies
technical economies

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11
Q

Purchasing economies

A

bulk-buying discounts - can negotiate better deals for larger orders
e.g. buying 10kg apples versus buying 10 tonnes of apples

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12
Q

financial economies

A

larger firms are likely to be trusted more by banks
lower costs of borrowing (lower interest rate)

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13
Q

Managerial economies

A

can hire specialists in each area - e.g. marketing, finance
rather than having a general manager do everything

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14
Q

marketing economies

A

can spread the same marketing campaign over more units of sales

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15
Q

technical economies

A

large firms are more likely to be able to afford to use better machines/technology
can mass produce

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16
Q

External economies of scale

A

Economies of scale resulting from the whole industry growing in size

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17
Q

examples of external economies of scale

A

infrastructure improvements
more skilled labour
supplier become more efficient

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18
Q

diseconomies of scale

A

when average costs go up as output increases
usually from the problems managing too large a business

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19
Q

examples of diseconomies of scale

A

communication improvements
poor coordination and control
staff morale

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20
Q

infrastructure improvements

A

e.g. better roads, trains, internet
governments will often improve infrastructure to help a certain industry

21
Q

more skilled labour

A

leads to more productive workers
e.g. silicon valley

22
Q

communication improvements

A

slow communication and decision making
paperwork, filing, meetings etc

23
Q

suppliers become more efficient

A

suppliers grow and gain internal economies of scale

24
Q

poor coordination and control

A

harder to manage departments when they are spread out
time zones, different cultures

25
staff morale
more difficult to make everyone feel part of a large company overspecialisation of labour
26
differences between internal and external growth
internal growth: - business grows using its own resources - no use of another business - retained profit, loan capital, share capital - a lot slower External growth: - using another company to help our growth - happens a lot quicker
27
Mergers
when two firms agree to combine to form one larger business the shareholder of X and Y become shareholders of Z
28
Acquisition
when one company buys another company or a controlling interest, meaning >51% of shares
29
takeover
when one company buys another company who doesn't want to be bought
30
horizontal integration
integration with firm in the same industry and at same stage of production
31
pros and cons of horizontal integration
P: - greater market share and dominance - can enter new market (i.e. geographic) - economies of scale C: - leadership and culture clash - regulatory attention (gov't starts watching cus bus. becomes too powerful) - potential for diseconomies of scale
32
Vertical Integration
integration with firm in same industry and at different stage of production
33
backwards vertical
integration with a supplier less advanced in the supply chain
34
Forwards vertical
integration with a customer further along the supply chain
35
Pros of vertical integration
can control own supply chain (BVI) Greater knowledge of the market (FVI) Economies of Scale
36
Cons of Vertical integration
costs of acquiring other businesses lose focus on core business activities potential for diseconomies of scale
37
Conglomerate Integration
Integration with firm in a different industry
38
A conglomerate business
a business with operates in a number of different industries
39
Pros of conglomerate integration
spread risk through diversification access to new customers and markets economies of scale
40
Cons of conglomerate integration
costs of acquiring other businesses lose focus on core business activities potential for diseconomies of scale
41
strategic alliance
agreement between two firms to work together but still remain independent companies
42
joint ventures
when two businesses combine their resources to set up a new business the two businesses remain independent the new business created has its own legal identity the business split the costs and rewards, control and risk
43
Pros of strategic alliance and joint ventures
share knowledge and expertise remain independent business to enter foreign market
44
cons of strategic alliance and joint ventures
disagreement about the terms of the deal clash over key decisions culture clash
45
Franchise
when a business allows another business to use their brand names, product and business model franchisee may be able to use - brand name, logo, supply chain, marketing, training manual Franchisee will likely have to pay - a license fee for the franchise, a % sales/profits
46
Pros of franchise
can grow quickly do not need to pay for the expansion
47
cons of franchise
need to ensure quality is maintained in each franchise one bad franchise can ruin the whole brand
48
pros of franchise for the franchisee
benefits from the brand image of the franchise also benefit from their marketing, supply chain, training etc
49
cons of franchise for the franchisee
have to pay part of the sales/profit to the franchisor no say in the running of the business