Business Theme 1 Flashcards

1
Q

Features of a mass market

A

1.) products aimed at most of the market
2.) customer needs and wants are general
3.) associated with larger brands

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2
Q

Features of a niche market

A

1.)small segment
2.) less comp
3.) specialised products

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3
Q

Primary research examples

A

1.) first hand data collected
2.) observation/ focus groups
3.) questionnaires
4.) online surveys
pro - own collected data - only urs
con - time consuming, no data if new

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4
Q

secondary research examples

A

1.) research that already exists
2.) competitor websites
3.) google
pro - easy to extract
con - anyone can access

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5
Q

Market positioning

A

1.) Marketing map - shows 2 of the attributes or characteristics of a brand
ben - identifies gaps + analyses comps
con - gap doesn’t mean demand + does guarantee success
2.) Adding value - build strong identity + offer convenience
ben - charge higher prices + creates use

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6
Q

Product and design mix

A

1.) function
2.) aesthetics
3.) costs

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7
Q

Types of promotion

A

1.) above the line - informative, persuasive, reassuring
2.) below the line - coupons, loyalty cards, competition

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8
Q

Types of branding

A

1.) manufactured brands - brands created by the producers of goods and services
2.) own - label brands - (distributor or private brands) e.g f&f sold at Tescos
3.) generic brands - products that are only contain the name of the actual product category - e.g foil

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9
Q

Pricing strategies

A

1.) cost plus pricing - adds a % mark up to the cost of making/buying a product
2.) price skimming - charges high prices at release to earn high profits
3.) penetration pricing - lower price to attract customers
4.) predatory pricing - low prices to drive out comp
5.) competitive pricing - price to match competitors

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10
Q

Distribution

A

1.) direct selling - (internet or door to door)
2.) retailing - (superstores or online retailers)
3.) agent or brokers (estate agents)

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11
Q

Marketing strategy

A

1.) development stage - r and d, high initial costs
2.) introduction stage - new product/low sales - cash-flow neg
3.) growth - sales growing, cashflow becoming pos, advertising costs
4.) maturity stage - sales growth slow, pos cashflow, high profit for large MS
5.) decline stage - sales falling, market saturated

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12
Q

Extension strategies

A

1.) product adjustments
2.) promotion

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13
Q

Boston Matrix

A

1.) stars - high market growth + high market share
2.) cash cows - relatively high market share
3.) question marks - relatively low market share in growing markets
4.) dogs - low market share with low growth

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14
Q

Approaches to staffing x2

A

1.) staff as an asset - (value them and concern for their welfare
- holidays, sickpay, maternity leave
- safe and comfortable working environment
- job security + chances for promotion
2.) staff as a cost - (try to minimise)
- paying nmw
- 0 hour contracts/neglecting training
use of financial motives to raise productivity

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15
Q

Recruitment x2

A

1.) Internal
- cheaper and already familiar
- good motivational factor
2.) External
- New and different ideas
- can attract multiple applications

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16
Q

Training x3

A

1.) induction - help employees settle in faster by working with someone
2.) job rotation - spend period doing one job then moves onto the next
3.) apprenticeships - undertake 3-5 years training
4.) off the job training - college or uni

17
Q

Tall structures

A

hierarchical - long chain of commands
- those at the top (managers) have tighter control
- employees more closely supervised
- can help motivate employees

18
Q

Flat structure

A

short chain of control - wider span
- communication better - quicker
- management costs are lower
- decision maker quicker
- better motivation - employees more involved

19
Q

Matrix structure

A

used as a way of organising people (mainly used in projects)
- based on expertise and skills of employees

20
Q

centralised structure

A

decisions are made by senior management

21
Q

decentralised structure

A

share out authority to more junior staff

22
Q

Taylor’s motivation theory

A

scientific management - improve productivity
- ‘piece per rate’
- division of labour

23
Q

Mayo’s theory

A

Human relations
- relationship between manager and employees
- working in teams
- pay attention to them

24
Q

Maslow’s theory

A

Hierarchy of needs
- self actualisation - development of new skills
- self esteem - promotion, rewards - bonuses
- social needs - good working conditions, new
- safety - pensions, sickpay
- physical needs -

25
Q

Herztberg’s theory

A

2 factor theory
- hygiene - pay + working conditions
- motivation - recognition and achievements

26
Q

non financial motives x8

A

1.) delegation
2.) consultation
3.) empowerment
4.) team working
5.) job rotation
6.) job enrichment
7.) job enlargement
8.) flexible working

27
Q

financial motives

A

1.) bonuses
2.) profit sharing
3.) piece per rate
4.) commission
5.) performance

28
Q

Types of leadership

A

1.) autocratic - leader holds onto power, top down situation + formal
2.) Democratic - focus of power as a group, more delegation and consultation
3.) paternalistic - leader decides the best, links to mayo and needs, little delegatiom
4.) laissez-faire - left alone, leader as little input in day to day trading

29
Q

role of an entrepreneur

A

1.) creating and setting up a business
-innovators = make money out an idea
2.) running + expanding/developing a business
=keeping up to date with laws/regs
=hiring staff/ responsibilities + creation of tasks
3.) innovation within a business
=employ staff to do so
= undercover new opportunities

30
Q

Barriers to entrepreneurship x5

A

1.) lack of finance
2.) lack of skills
3.) lack of ideas
4.) legal barriers
5.) fear of failure

31
Q

financial motives for starting a business

A

1.) profit maximisation - desire to make as much profit as possible
2.) profit satisficing - sufficient profit to enable good standard of living

32
Q

non financial motives for starting a business

A

1.) ethical stance
2.) social entrepreneurship
3.) independence
4.) flexible working

33
Q

difficulties to become a leader

A

1.) trust
2.) sharing ownership
3.) stress
4.) lack of leadership qualities

34
Q

Business choices

A

1.) opportunity costs - measures the benefit lost from the next best alternative to the choice made
2.) trade off - arises where having more of one thing results in making less of another

35
Q

Forms of business

A

1.) public sector - refers to any activity that is funded through taxes/govt spending
2.) private sector - where ownership/control is through private individuals/companies