3.2 Business Growth Flashcards

1
Q

How is Diseconomies of Scale defined?

A

Rising long-run average costs as a business expands beyond its minimum efficient scale.

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2
Q

How is Economies of Scale defined?

A

The reduction in average costs enjoyed by a business as output increases.

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3
Q

How is External Economies of Scale defined?

A

The cost reductions available to all businesses as the industry grows.

e.g. local colleges may offer specialist training courses to improve the relevant skills levels of the local workforce

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4
Q

How is Internal Economies of Scale defined?

A

The cost reductions enjoyed by a single business as it grows.

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5
Q

How is Minimum Efficient Scale defined?

A

The output that minimises long-run average costs.

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6
Q

What is Growth?

A
  • Growth is a measured increase in the key indicators of a business, such as sales revenue, units sold or profits.
  • It can also be viewed in the context of asset ownership or increases in number of employees.
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7
Q

What is Economies of Scale?

A

Reductions in unit cost caused by the growth of a business

  • the size of a business has a major impact on average costs of product, there is a range of output over which average costs fall as output rise –> economies of scale.
  • In this instance, a business can negotiate better deals against smaller rivals or suppliers who want business.
  • Businesses can also invest in more efficient machinery to allow them to reduce average costs per unit.
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8
Q

What is the Law of Diminishing Returns?

A
  • As a firm keeps expanding its operations the same level of output can be produced more efficiently e.g. with a bigger plant
  • Furthermore in the long-run the average costs fall due to economies of scale and will continue to do so until they hit minimum efficient scale –> the point where average costs cannot be reduced any further through expansions
  • Clearly you can’t just keep getting better deals through size. At a certain point, production capacity will be reached.
  • If the business then increases capacity through new machinery, or increased facilities, this leads to increased capital costs this is called diseconomies of scale
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9
Q

What are Internal Economies of Scale?

A

Internal economies arise within the business as a result of the growth of the firm.

  • Purchasing and marketing economies - greater buying power
  • Technical economies - buy specialized machinery / equipment to reduce unit costs
  • Managerial economies - employ specialist managers - e.g. Training Manager and Recruitment Manager not just HR Manager
  • Specialisation economies
  • Financial economies
  • Risk bearing economies
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10
Q

What are Purchasing and Marketing Economies as part on Internal Economies of Scale?

A
  • Large firms are likely to get better rates when buying raw materials and components in bulk
  • Also administration costs involved do not rise in proportion –> therefore the cost to process and order of 1000 units doesnt treble when processing 3000 unit
  • A number of marketing economies exist. A large company may find it cost-effective to acquire its own fleet of vans and lorries
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11
Q

What is Technical Economies as part of Internal Economies of Scale?

A
  • Technical economies arise because larger plants are often more efficient
  • Principle of increase dimensions –> the capital costs and the running costs of plants do not rise in proportion to their size –> increasing size may mean doubling output but not doubling cost therefore average costs with fall
  • Indivisibility –> I machine costs the same price if it is used only once or everyday, as the business expands, more use will be made of it and so the average cost of the machine will fall.
  • may switch to mass production techniques –> flow production allows greater use of specialised machinery which is more efficiency as labour is replaced by capital
  • law of multiples –> as a businesses expand its can buy more slow machines to match the capacity of faster machines, this way as they operate together they are running at full capacity
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12
Q

What is Specialisation and Managerial economies as part of Internal Economies of Scale?

A
  • As the firm grows it can afford to employ specialist managers –> finance, marketing, production etc.
  • if a business employs a specialist in these fields efficiency may improve and average costs fall
  • if employed in a small firm they would be an indivisibility
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13
Q

What is Financial Economies as part of Internal Economies of Scale?

A
  • Large firms have a wider variety of sources from which they can raise funds from compared to the like of a sole trader
  • Very large firms will often find it easier to persuade institutions to lend them money since they will have large assets to offer as security
  • large firms borrowing very large amounts of money can often gain better interest rates
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14
Q

What is Risk-bearing economies as part of Internal Economies of Scale?

A
  • As a firm grows it may well diversify to reduce risk e.g. more products, new markets
  • Large businesses can also reduce risk by carrying out research and development which may give them a competitive edge over smaller rivals
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15
Q

What are External Economies of Scale?

A

External economies usually occur when there is a growth in the industry the business operates in.

  • Labour
  • Ancillary services
  • Co-operation
  • Disintegration
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16
Q

What is Labour in External Economies of Scale?

A
  • The concentration of firms may lead to the build-up of a labour force equipped with the skills required by the industry
  • Training costs may be reduced if workers have gained skills at another firm in the same industry
  • Local schools and colleges, or even local government, may offer training courses which are aimed at the needs of the local industry
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17
Q

What is Ancillary and Commercial Services as part of External Economies of Scale?

A
  • An established industry, particularly if it is growing , tends to attract smaller firms trying to serve its needs
  • A wide range of commercial and support services may be offered. Specialist banking, insurance marketing, waste disposal, maintenance etc.
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18
Q

What is Co-operation as part of External Economies of Scale?

A
  • Firms in the same industry are more likely to co-operate if they are concentrated in the same region.
  • They might join forces to fund a research and development centre for the industry
  • An industry journal might be published, so information can be shared
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19
Q

What is Disintegration as part of External Economies of Scale?

A

Disintegration occurs when production is broken up so that more specialisation can take place.
- When an industry is concentrated in an area, firms might specialise in the production of one component and the transport it to a main assembly car plant.

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20
Q

How does a business gaining market power affect their Customers?

A
  • Dominant businesses can charge higher prices if competition becomes limited.
  • If there are less competitive forces in the industry, there is less need to spend money on new products.
  • This also reduces the need to spend resources on innovation and development
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21
Q

How does a business gaining market affect their Suppliers?

A
  • Dominant businesses can force cost reductions with suppliers of materials or commercial services
  • This will particularly be the case if the business is the main customer of the supplier.
  • However if a business becomes too dominant, it may draw the attention of the authorities, which could lead to investigation on competition grounds.
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22
Q

How does a business increasing market share affect its brand image?

A
  • As businesses grow, their share of the market is also likely to grow. This will give them more power and enjoy increased brand recognition.
  • As their market share increases, the business will become a greater part of the consumer’s conscious as they see the increased product placement in store or additional advertising.
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23
Q

What are the benefits of brand recognition?

A
  • As a brands becomes stronger a business may be able to:
  • Charge a higher price,
  • Differentiate the product from those of rivals,
  • Create customer loyalty,
  • Enhance product recognition,
  • Develop an image and launch new product
  • Larger businesses also attract more media attention, which increases promotion of the businesses
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24
Q

What are the benefits of increased profitability?

A
  • By combining the benefits of increased brand recognition through market share, by negotiating with customers and suppliers better pricing and by benefiting from economies and scale, a business will benefit from increased profitability.
  • This then further benefits the business’ growth potential as it allows for further investment and innovation, subject obviously to the Law of Diminishing returns
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25
Q

What problems arise from Growth?

A

Diseconomies of Scale - the inefficiencies related to growing as a business that can lead to upward pressure on unit costs

  • Poor internal communication - growth can lead to a worsening of comms in a org - messages need to pass through more layers, effectiveness of communication is affected by the motivation levels of sender and receiver which can have a negative impact on communication
  • Poor employee motivation - as a business grows personal contact between staff and mangers can reduce leading to a reduction in motivation
  • Poor managerial coordination - as org grows the boss has less time to spend with staff as he did when business was small. This failure to keep an eye on everything can lead to mistakes that drive up costs
  • Overtrading - occurs when a business experiences cash flow problems as a result of expanding too quickly without sufficient cash in the bank
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26
Q

What are the problems that arise from Internal Diseconomies of Scale if a business grows?

A
  • Communication becomes complicated and co-ordination of large firm, with multiple departments, is more difficult.
  • Control and co-ordination is demanding, managing thousands of employees and £bn budgets requires more supervision.
  • Motivation can be damaged as individuals see themselves as minor in the overall structure of the organisation.
  • Technical issues can arise where multiple plants needed due to the differing products being made
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27
Q

What are the problems with External Diseconomies of Scale if a business grows?

A
  • Over crowding of similar industry in a certain area may lead to reduction in resource availability.
  • The price of land, labour, services and materials increase as firms compete for resources
  • Congestion can also lead to delays in workers arriving or products being distributed.
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28
Q

What are the problems with Internal Communication if a business grows?

A
  • As businesses grow, internal communication can become an issue, as messages need to be disseminated across an increased number of people.
  • Whilst ICT has resolved some of these issues (email), its difficult to convey full meaning without a face to face meeting.
  • Resources could be wasted due to ineffective communication. Also, duplication of work or work being missed due to misunderstanding.
  • Departments can “silo”, where integration with other areas becomes limited, reducing efficiency and leading to missed opportunities.
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29
Q

What problems can arise from Overtrading if a business grows?

A
  • If a business grows too quickly there is the potential for it to suffer from overtrading. This is more likely to happen in young, rapidly growing businesses.
  • Over trading occurs when a business tries to fund large volume of new business without sufficient resources. This can lead to cash flow issues.
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30
Q

When does overtrading occur?

A
  • Businesses do not have sufficient capital. If they do not have enough cash to buy the resources needed to meet the growing orders
  • A business offers too much trade credit, this means that the business has to wait that length of of time, or more, to be paid. During this time it will be short of cash to buy the resources needed to meet new order
  • A business operates with slim profit margins, in order to make an impact in the market, a new business may offer its products at lower prices. However, with lower prices and subsequent lower profit margins, it may not generate enough profit to fund the growing volume of business
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31
Q

How is Backward Vertical Integration defined?

A

Joining with a business in the previous stage of production.

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32
Q

How is Forward Vertical Integration defined?

A

Joining with a business in the next stage of production.

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33
Q

How is Horizontal Integration defined?

A

The joining of businesses that are in exactly the same line of business.

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34
Q

How is Integration defined?

A

The joining of two businesses as a result of a merger or takeover.

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35
Q

How is Merger defined?

A

Occurs when two or more businesses join together and operate as one.

36
Q

How is Synergy defined?

A

The combining of two or more activities or businesses creating a better outcome than the sum of the individual parts.

37
Q

How is Takeover defined?

A

The process of one business buying another.

38
Q

How is Vertical Integration defined?

A

The joining of two businesses at different stages of production.

39
Q

What are the reason for Mergers and Takeovers?

A
  • Synergies
  • Faster than Organic
  • Cheaper than Organic
  • Excess cash reserves
  • Defensive reasons
  • Economic Charges
  • Access to Foreign Markets
  • Economies of Scale
  • Asset Stripping
40
Q

What is a Merger?

A
  • 2 or more businesses join together to operate as one larger business.
  • Mergers are usually agreed by both parties
  • Business will usually take on a new name, sometimes formed from the previous ones
  • Mainly because businesses see synergies that will allow for cost savings or increased innovation.
41
Q

What is a Takeover?

A
  • Otherwise known as an “acquisition”, occurs when one company buys another.
  • A company acquires another by owning at least 50.1% of the shares in issue.
  • Sometimes they are purchased through the stock market, or sometimes directly from the existing owner.
  • The reasons for takeovers, will mostly be the same as for merging.
  • Depending on the dispersion of shares, control can be acquired with a lot less than 50% of shares.
42
Q

What is Horizontal integration?

A

Occurs when 2 firms, at the same stage of production, join together.
The benefits are:
- Common knowledge of market
- Shared client lists
- Harmonisation of non productive departments - HR, accounting etc.
- Similar skills sets for employees
- Less disruption

43
Q

What is Vertical integration?

A
  • Occurs when 2 firms, at different stages in the production chain join together.
  • Forward integration is where a business joins with one in the next stage of production.
  • Backward integration when the partner is in the previous stage.
  • Businesses benefit from increased profit margins and lower material costs.
    If forward integration is with a retail firm, guarantees outlet for products.
44
Q

What are the Financial Rewards of Mergers and Takeovers?

A
  • Speedy Growth –> benefit from large market share, lower costs resulting from economies of scale, more market power and higher profitability.
  • Higher remuneration to senior staff
  • Rewards to previous owners
  • Increased profitability
45
Q

What are the Financial Risks of Mergers and Takeovers?

A
  • Regulatory intervention –> may attract the attention of the Competition and Markets Authority (CMA), causes delays and they have the power to recommend that the merger be blocked or to go ahead under certain conditions
  • Resistance from employees –> can result in job loss also there might be disrupting such as strikes
  • Integration costs –> technical changes, system changes, severance pay for dismissed workers, training etc.
  • Bidding wars –> can be more expensive than mergers
46
Q

What can be the Problems of Rapid Growth?

A
  • Drain on resources
  • Coping with change
  • Alienation of customers
  • Loss of Control
  • Shortage of Resources
47
Q

How can Rapid Growth cause a Drain on Resources?

A
  • the original purchase price in an acquisition is high, Three spent £10.5bn buying O2. This must be found from somewhere. Can lead to cash flow issues either through reduction in liquid assets or loan repayments.
48
Q

How can Rapid Growth cause a problem with copying with change?

A
  • different businesses have different cultures, sometimes employees may show resistance to change. Also if change if management not managed properly, it may lead to confusion and disorganisation, further impacting on morale.
49
Q

How can Rapid Growth alienation of customers?

A

businesses that grow too fast may alienate themselves from their customers. Clients who had previously enjoyed the more personal nature of a smaller business may object being lost in a larger customer base.

50
Q

How can Rapid Growth cause loss of control?

A

if growth is too rapid, the business may lose focus on its core objectives. Also with growth tends to come additional layers of management, which lengthens communication chains and chains of command. This may lead to loss of identity and diseconomies of scale.

51
Q

How can Rapid Growth lead to a Shortage of resources?

A

as a business grows, its need for resources will increase. A shortage in materials may lead to price increases is supply struggles to cope. However, this could be a benefit if business vertical integration has occurred.

52
Q

How is Inorganic Growth defined?

A

a business growth strategy that involves two (or more) businesses joining together or one business taking over another to form one much larger one

53
Q

How is Organic Growth defined?

A

a business growth strategy that involves a business growing gradually using its own resources without any merger or takeover activity

e.g. opening more branches or factories to expand its capacity

54
Q

What is the Distinction between Inorganic and Organic Growth?

A
  • Inorganic growth is much faster, organic growth is normally much slower, it takes time to develop and grow a business using its own resources
  • organic growth is said to be a safer strategy as the owners expand their businesses by developing their current expertise. However, with inorganic growth the integration process causes problems such as culture clashes etc.
55
Q

What are some Methods of growing organically?

A
  • New Customers
  • New Products
  • New Markets
  • New Business Model
  • Franchising
56
Q

How can New Customers lead to Organic Growth?

A
  • the easiest approach for organic growth is to rely on driving sales from existing activities
  • it may be possible to find new customers by exploiting new distribution channels
57
Q

How can New Products lead to Organic Growth?

A
  • Some businesses grow by developing new products
  • They may be very innovative and committed to research and development
  • Alternatively, a business might identify customers with slightly different needs
  • This could require adapting or modifying existing products to meet these needs. A business might need to invest some of its profits into product development
58
Q

How can New Markets lead to Organic Growth?

A
  • this could be within the same country or outside
  • however overseas markets carry more risk because of the unfamiliarity of markets abroad.
  • Growing by selling in new areas is sometimes called geographic expansion
59
Q

How can a New Business model lead to Organic Growth?

A
  • Developments in technology or social change may give rise to new business models
  • this approach could see the business grow very quickly because the size of the potential market opened up could be considerable - possible global
60
Q

What are the advantages of Organic Growth?

A

Leaders influence stays strong - prevents the need to merge 2 workforces and you can preserve the original org culture

Reduction of financial risk - tends to be slower than inorganic so finance required is smaller and can be funded from retained profits without needing to take on extra borrowing = debt

Secure career paths - as business grows internal candidates can grow too by being promoted to new positions. This enables them to develop their careers and skills whilst being retained in the business

  • Organic growth might be less risky than other growth strategies, Growth can be achieved by extending practices that are well known and understood
  • organic growth can also avoid the complication that might arise when integrating with another organisation
  • Might be relatively cheaper than using other methods. Can use retained profits whereas business that grow inorganically often have to borrow money or raise fresh capital which adds to the cost of growth
  • A business will gain more control when growing organically as there are no mergers or acquisitions taking place
  • The financial position of a business might be better protected with organic growth as growth is gradual, there is less strain on financial resources –> cash flow is stronger and the business will retain more liquidity. Inorganic growth often requires huge outlays of money
  • less likely to encounter diseconomies of scale. –> sharp increases in unit costs are not likely to occur if growth is steady and measured
61
Q

What are the Disadvantages of Organic Growth?

A

Limited speed leading to limited size - sticking to a organic strategy may mean missing out on the opportunity to grow

Failing to fully exploit an opportunity - may miss out if it firm fails to expand capacity before product reaches decline stage of life cycle

Predictability - it may lead to a company doing the same thing year after year and it losing its employees who want more challenge and opportunity and may be innovative

  • The pace of organic growth may be too slow for some stakeholders who may want the business to provide quicker returns on their investments –. if shareholders are unhappy they may sell there shares lead to share prices falling, possibly making the company vulnerable to a takeover
  • Organic growth may prevent the business from ‘tapping into’ the resources owned by other businesses –> may miss out on profitable developments
  • growing slowly may mean that a business gets left behind in the market –> small in comparison tho competitors who used inorganic growth and may lose its ability to compete effectively
  • May take some time before a business can fully exploited economies of scale –> may mean that a business is having to operate with higher costs for longer periods of time –> lower profit margins and make them less competitive
  • if a market is growing rapidly, organic growth may not be appropriate –> businesses making the best progress in fast pace markets such as the phone market were growing through mergers or acquisitions.
62
Q

Why would a business want to stay small?

A
  • Customer Service - great CS can be delivered by highly motivated staff part of small close knit workforce
  • Owner’s preference
  • Flexibility and Efficiency - with nimble management structures small businesses have greater speed of response to market changes
  • E commerce - small businesses cam reach a global market via Internet
  • Product differentiation and USPs - it might be easier for a small business to find a point of differentiation in a niche market
  • Lowers Costs
  • Low Barriers to Entry
  • Can provide Monopoly
63
Q

Why would a business want to stay small for Personal Service?

A
  • As a firm expand it becomes increasingly difficult to deal with individuals, rather than departments or automated systems.
  • Many people prefer to do business with the owner of the company directly and are prepared to pay higher prices for the privilege
  • By staying small a business may be able to serve niche markets where it is usually easier for a business to deliver a personal service in such circumstances
64
Q

Why would a business stay small for the Owner’s preference?

A
  • Some entrepreneurs may be content with the current level of profits, for instance remaining below the VAT threshold to avoid the administrative burden of increase correspondence with HMRC
  • Some will want to avoid the added responsibilities that growth brings
65
Q

Why would a business stay small for Flexibility and Efficiency?

A
  • Small firms are more often flexible and innovative. they may be able to react more quickly to changes in market conditions or technology
  • Management can make decisions quickly, with out following lengthy procedures
66
Q

Why would a business stay small for Lower Costs?

A
  • In some cases, small firms might have lower costs than larger producers in the same markets
  • For example, large firms often have to pay their employees nationally agreed wage rates, a small firm may be able to pay lower wages to non-union workers
67
Q

Why would a business stay small for Low Barriers to Entry?

A

In some types of business activity, such as grocery, gardening services, windowing cleaning and many online businesses, the set-up costs are relatively low.
- There is little to stop competitors setting up in business

68
Q

Why would a business stay small for so it can Monopolise?

A
  • Many small firms survive because they supply a service to members of the local community that no other business does
  • People often use their local shop, for instance because it provides a convenient, nearby service, saving them the trouble of travelling
69
Q

Why must a small business Differentiate its Product or create a USP?

A
  • Even in competitive markets that may be dominated by large players, its still possible to flourish as a small business.
  • One way in which they can achieve this is through developing a USP. Small businesses can offer a wider range of bespoke products, not relying on established brands for their revenue
  • In beer industry Whilst Coors and Heineken rely on mass produced beers such as Carling etc, smaller craft brewers can be creative in their brewing. Creating new flavours and tastes that can attract customers attention.
  • Most real ale drinkers enjoy trying new beers, even if they end up not liking the taste. However, someone drinking from the main brewers expect consistency and do not except changes in quality.
70
Q

Why may a Small Business need to be Flexible in responding to Customer Needs?

A

Small firms can exist alongside larger ones due to their ability to be flexible to the customers needs. Examples include:

  • Smaller businesses can often make changes to customers orders even though a start has been made on production e.g. Bespoke tailors who will make clothes to fit, rather than generic clothing “off the peg”
  • Small house building firms can adjust design specifications of buildings to fit the clients needs as the buildings develop. Larger firms are restricted to plan as they have a large number of properties to build in a short space of time.
  • Larger businesses are usually tied to specific financing or sales models, allowing limited movement. Smaller businesses can adjust deals to fit the needs of the customer, whilst still making a profit.
  • A smaller business can often respond to changes in external factors such as a shift in customer needs , exchange rates or legislation more quickly than larger rivals. e.g they may be able to bring a new product to the market more quickly because there will be fewer people involved in its creation
71
Q

Why may a Small Business need to offer good Customer Service?

A
  • Small businesses can add value through their customers service. Whilst this is not restricted to small businesses and many large chains have excellent employees, it is easier to give a personal service in a small form, where the number of employees is less, so a rapport is generated between the customer and business.
  • Local businesses provide a geographical advantage over larger businesses. Small convenience stores can be positioned near houses, whereas larger supermarkets tend to positioned on the outskirts of developments. This allows for the small business to benefit from the quick purchase of a couple of small items.
  • Communication is easier and issues can be resolved quickly without the rigid internal processes of larger businesses.
72
Q

How has the development of the internet helped small business?

A
  • The development of e-commerce platforms has allowed for many small businesses to set up, with little or no overheads.
  • Websites do not cost too mush to create and a professional looking, well presented website will compete with high street brands.
73
Q

What are the different forms of E-commerce that exist?

A
  • Online Shops –> Simple model of a shop, selling via a website, usually with little overheads, products distributed via post
  • Social Media Consultants –> Business have developed offering services to monitor and maintain other businesses social media content.
  • They will either advise on what to post or actually run the site for them
  • Information and Advice Sites –> Businesses have formed offering advice and information on multiple areas. From What Pub, a site that tells you where to find good beer, to online doctors who will offer skype calls to diagnose symptoms and even prescribe medicines.
  • Tutoring, Training or Mentoring –> Many website have been set up to provide help and assistance for areas like learning a language or online training courses.
74
Q

What are 2 benefits of increasing market share and brand recognition ?

A

Customers tend to buy brands they recognise so increased recognition leads to increased sales

As brand recognition increases you can cut marketing costs which reduces the firms overall operating expenses

75
Q

Growth can be achieved through mergers and takeovers

Name 4 reasons for mergers and takeovers ?

A

Growth - ability to increase size, market share and profits

Cost synergies - increased size can lead to economies of scale allowing it to reduce unit costs and other duplicate jobs
Synergies - are the benefits of 2 things coming together that could not exist when they are separate

Diversification - company can spread the level of risk for its business by using a merger or takeover to enter new markets with new products reducing its reliance on one market or one product

Market power - the combined business is likely to increase its power over customers, maybe by increasing prices which will boost margins

76
Q

What’s the difference between a merger and a takeover ?

A

A takeover occurs when one business buys OVER 50% of another business shares thus effectively gaining control

77
Q

Name the 4 types of integration ?

A

Backward - with a supplier
Forward - with a customer
Horizontal - merging with a competitor
Conglomerate - merging with a unrelated business

78
Q

Name a benefit and drawback of each for of Integration ?

A

backward
Benefit = secures supplies and should lower cost of supplies
Drawback - can tie bsuiness into a supplier that may not be the best option

Forward
benefit = guaranteed outlet for businesses products
Drawback = consumers may resent the loss of choice with one firm dominating these outlets

Horizontal
Benefit = likely to provide clear economies of scale
Drawback = can lead to diseconomies

Conglomerate
Benefit = diversifies the business - spreading risk into different markets
Drawback = may distract management from original business due to slowness to integrate

79
Q

What are the risks of each stage of integration ?

A

According to ANSOFF
Horizontal = low risk as in essence its market penetration
Conglomerate = HIGH risk as its a combination of a new product and a new market - Note it could bring the highest rewards though !!!

Risk level also higher whether forward, backward or horizontal if takeover in a different country

80
Q

What are the financial risks of takeovers ?

A

Often increase borrowing to fund takeover so if economic downturn interest rates likely to increase and this could impact on the performance of a previously sound business

81
Q

name 8 business objectives ?

A

Survival smaller firms have lower fixed costs making it easier to break even BUT changes in the market can destroy a small firm quickly

Profit Max bigger firms are able to generate higher total profits due to their higher revenues as well as economies of scale

Sales Max maximising sales is inextricably linked to growth as a business

Mkt share small firms enjoy healthy shares of market niches but to attain signif market share in a mass market requires growth

Cost efficiency Although growth brings eco of scale, diseco of scale are likely to arise as a result of growth….Smaller firms identify wastage more easily

Employee welfare larger firms often offer bigger bonuses and fringe benefits working in a large firm can leave employees without a sense of belonging unlike a small business

Cust Satisf with fewer customers small businesses are better placed to build a personal relationship

Social Objs many social enterprises are set up to address local needs and thus want to stay small

82
Q

Why would a business want to grow ?

A

Increased profitability
Economies of scale
Increased power in the market

83
Q

If a business grows too quickly for its capital base it can fall victim to ……?

A

Overtrading

84
Q

What’s the difference between organic and inorganic growth ?

A

Organic = occurs without mergers or takjeovers and tends to be a slower but safer option than inorganic

85
Q

What’s the difference between a takeover and a merger ?

A

Takeover = when one business buys another

Merger = 2 firms agree to come together to forma single business

86
Q

What is Ansoffs tool a useful tool for ?

A

Analyzing the risks associated with takeovers

87
Q

Name 3 benefits of staying as a small business ?

A

Faster reaction to change
easier differentiation
Potential for better levels of customer service