assesment 1 Flashcards

1
Q

Private Limited Companies

A

Controlled by a board of directors, financed through private shares (meaning shareholders must be invited to invest, e.g. family and friends), owners and shareholders have limited liability (meaning that if the business fails, they will only lose their initial investment)

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2
Q

Public Limited Companies

A

Controlled by a board of directors, financed through public shares (meaning shares can be bought on the stock market) and debentures (a type of long-term loan that is not backed by collateral), owners and shareholders have limited liability (meaning that if the business fails, they will only lose their initial investment)

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3
Q

Private Sector

A

Consists of businesses whose main objective is to maximise profits and are owned and controlled privately. These businesses could be Sole Traders, Partnerships, Private Limited Companies or Public Limited Companies. They can be financed in many ways, e.g. owners own money, retained profits, loans and the sale of goods and services.

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4
Q

Public Sector

A

Consists of government owned organisations whose main objective is to provide a necessary service to the community, e.g. the NHS, schools. They are financed through taxes and controlled by elected politicians.

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5
Q

Third Sector – Charities

A

Set up with the sole purpose of raising money for a social cause and to help a specific issue. They are owned by a trust and controlled by a board of trustees, as well as paid management. They are financed through donations.

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6
Q

Third Sector – Social Enterprises

A

Operates like private sector businesses, however their main objective is not to maximise profits for themselves – but for a social cause or a specific group. They can be sole traders, partnerships etc. They can be financed in many ways, e.g. a grant – which is likely to be awarded.

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7
Q

Maximising Profits

A

All businesses in the private sector aim to maximise profits, as well as social enterprises – for their cause.

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8
Q

Maximising Sales Revenue

A

To make as much money as possible from sales, this could mean selling products for cheaper and not being too concerned about gross profit – high profits can then be made in after sales services.

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9
Q

Provide a Quality Service

A

All businesses aim to provide a quality service for their customers and/or members.
- Private Sector: encourage repeat custom and good reputation
- Public Sector: satisfy community needs and avoid complaints
- Third Sector: satisfy stakeholders

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10
Q

Increasing Market Share

A

To increase the percentage of total sales the business has in the market, if the business has the biggest percentage they are known as the market leader.

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11
Q

Survival

A

All businesses want to survive – avoid going out of business.

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12
Q

Satisficing

A

Aiming for a satisfactory result, e.g. lowering expectations during tricky times.

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13
Q

Managerial Objectives

A

Managers aiming to achieve objectives which they believe will improve their status and reputation, e.g. developing new technology.

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14
Q

Corporate Social Responsibility (CSR)

A

Organisations acting in an ethical way or in a way that benefits either society or the environment, e.g. using renewable energy or sustainable materials.

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15
Q

Tall Structure

A
  • Pyramid Structure
  • Organisations that have a hierarchy; different levels of authority and responsibility
  • Instructions and commands come from the decision makers at the top, throughout the workers down to the bottom; this is a chain of command
  • Many levels of management
  • They are typically large organisations with many specialise departments
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16
Q

Tall Structure Advantages

A
  • Clear structure
  • Many opportunities for promotion
  • Narrow span of control; managers have more time and can support subordinates
17
Q

Tall Structure Disadvantages

A
  • Slower communication and decision-making
  • Can make reactions to changes in the market slower
  • Managers can put staff under pressure by examining work closely (narrow span of control)
18
Q

Flat Structure

A
  • Another pyramid structure
  • Fewer levels of management
  • Shorter chain of command
  • Typically small to medium organisations
19
Q

Flat Structure Advantages

A
  • Information can be passed between levels quickly
  • Can make changes to suit the market quickly
  • Wide span of control; staff don’t feel closely supervised
20
Q

Flat Structure Disadvantages

A
  • Less opportunities for promotion
  • More tasks will be delegated staff; may result in too much pressure
  • Subordinates have less support
21
Q

Methods of Internal Growth

A
  • Launching new products or services
  • New branches/offices/factories
  • Introduce e-commerce
  • Hire new staff
  • Expand already existing or increase production capacity
22
Q

Horizontal Integration

A

When two businesses from the same sector of industry become one business, e.g. two farms merging.

23
Q

Lateral Integration

A

A business merging or taking over a business that makes similar goods to them but are not in direct competition, e.g. a bakery and a wedding cake shop.

24
Q

Lateral Integration Advantages

A
  • Competition is reduced; could raise prices
  • Can compete with or be the market leader on a wider range of products
  • Can cut expenses through rationalisation, e.g. 1 CEO rather than 2
25
Q

Lateral Integration Disadvantages

A
  • Quality may suffer due to lack of competition
  • If new branding is put in place, loyal customers may be put off
  • Often become too big and complex to manage
  • May breach competition rules
26
Q

Forward Vertical Integration

A

When two businesses from different sectors of industry become one business
FORWARD vertical integration is when a business takes over/merges with a business in a later sector of industry, e.g. an american wholesaler buying superdry

27
Q

FVI Advantages

A
  • Can control supply of their products, could decide not to supply to competition
  • Can control marketing/image
  • Increase profits; ‘cutting out the middle man’
28
Q

Backward Vertical Integration

A

When a business takes over a business in an EARLIER sector of industry; their supplier. For example Starbucks buying coffee plantations.

29
Q

Advantages of BVI

A
  • Guaranteed and timely supply of stock
  • Supplies are cheaper
  • Can lower prices for customers
  • Product’s quality is strictly controlled
30
Q

Disadvantages of Vertical Integration (as a whole)

A
  • Training and rebranding can be costly
  • Monopolies have legal reprucussions
  • Can have a bad affect on core activties
  • Company may find it difficult to manage new activities effectively
31
Q

Conglomerate Integration

A

When businesses in different markets join together, e.g. Virgin buys businesses in many markets.

32
Q

Conglomerate Integration Advantages

A
  • Spread risk
  • Meets the needs of other markets
  • Overcome seasonal fluctuations in their markets
33
Q

Conglomerate Integration Disadvantages

A
  • Failure can occur due to limited experience in other markets
  • Can lose focus on core activities
  • The business may become too large and ineffecient to manage