Business | 9609

flexible working contracts and the advantages and disadvantages of temporary or flexible contracts including zero hours, part-time, full-time, annualised hours, flexi-time, home working, shift working, job sharing, compressed hours and the gig econom 1.5.1 Business objectives - the importance of business objectives 1.1 Enterprise – The nature of business activity - the purpose of business activity 1.1 Enterprise – The nature of business activity - the factors of production needed for business activity: land, labour, capital and enterprise 1.1 Enterprise – The nature of business activity - the concept of adding value 1.1 Enterprise – The nature of business activity - the nature of economic activity, the problem of choice and opportunity cost 1.1 Enterprise – The nature of business activity - the dynamic business environment 1.1 Enterprise – The nature of business activity - why businesses succeed or fail 1.1 Enterprise – The nature of business activity - differences between local, national, international and multinational businesses 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - the qualities entrepreneurs and intrapreneurs need for success 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - the role of entrepreneurship in creating and starting up a business 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - the role of intrapreneurship in the ongoing success of a business 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - barriers to entrepreneurship 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - business risk and uncertainty 1.1 Enterprise – The role of entrepreneurs and intrapreneurs - the role of business enterprise in the development of a country 1.1 Enterprise – Business plans - the meaning and purpose of business plans 1.1 Enterprise – Business plans - the key elements of business plans 1.1 Enterprise – Business plans - the benefits and limitations of business plans 1.2 Business structure – Economic sectors - the primary, secondary, tertiary and quaternary sectors and businesses within those sectors 1.2 Business structure – Economic sectors - the public and private sectors and businesses within those sectors 1.2 Business structure – Economic sectors - the reasons for and consequences of the changing relative importance of these sectors 1.2 Business structure – Business ownership - the main features of different types of business ownership: sole traders, partnerships, private limited companies, public limited companies, franchises, co-operatives, joint ventures and social enterprises 1.2 Business structure – Business ownership - the appropriateness of different types of business ownership 1.2 Business structure – Business ownership - the concepts of unlimited liability and limited liability and their importance 1.2 Business structure – Business ownership - the advantages and disadvantages of changing from one type of business ownership to another 1.3 Size of business – Measurements of business size - the appropriateness of different methods of measuring the size of a business 1.3 Size of business – Significance of small businesses - the advantages and disadvantages of being a small business 1.3 Size of business – Significance of small businesses - the strengths and weaknesses of family businesses 1.3 Size of business – Significance of small businesses - the importance of small businesses and their role in the economy 1.3 Size of business – Significance of small businesses - the role of small businesses as part of the industrial structure in some industries 1.3 Size of business – Business growth - why and how a business might grow internally (organic growth) 1.3 Size of business – Business growth - the different types of external growth through merger and takeover: horizontal, vertical (backward and forward), conglomerate diversification, friendly merger, hostile takeover 1.3 Size of business – Business growth - the impact of a merger or takeover on stakeholders 1.3 Size of business – Business growth - why a merger or takeover may or may not achieve objectives 1.3 Size of business – Business growth - the importance of joint ventures and strategic alliances as methods of external growth 1.4 Business objectives – Business objectives in private and public sectors - the objectives of businesses in the private sector, public sector and social enterprises 1.4 Business objectives – Business objectives in private and public sectors - the importance of business objectives 1.4 Business objectives – Business objectives in private and public sectors - corporate social responsibility (CSR) and the triple bottom line – economic (financial), social and environmental objectives 1.4 Business objectives – Business objectives in private and public sectors - the relationship between mission statement, aims, objectives, strategy and tactics 1.4 Business objectives – Objectives and business decisions - the different stages of business decision-making and the role of objectives in the stages of business decision-making 1.4 Business objectives – Objectives and business decisions - how objectives might change over time 1.4 Business objectives – Objectives and business decisions - the translation of objectives into targets and budgets 1.4 Business objectives – Objectives and business decisions - the need for communication of objectives and their likely impact on the workforce 1.4 Business objectives – Objectives and business decisions - SMART (specific, measurable, achievable, realistic, time-limited) objectives 1.4 Business objectives – Objectives and business decisions - how ethics may influence business objectives and activities 1.5 Stakeholders – Business stakeholders - individuals or groups with an interest in the activities of a business 1.5 Stakeholders – Business stakeholders - internal stakeholders and external stakeholders 1.5 Stakeholders – Business stakeholders - the roles, rights and responsibilities of stakeholders 1.5 Stakeholders – Relative importance and influence - the impact of business decisions on stakeholders and their reactions 1.5 Stakeholders – Relative importance and influence - the impact of stakeholder aims on business decisions 1.5 Stakeholders – Relative importance and influence - how and why a business needs to be accountable to its stakeholders 1.5 Stakeholders – Relative importance and influence - how conflict might arise from stakeholders having different aims and objectives 1.5 Stakeholders – Relative importance and influence - how changing business objectives might affect stakeholders 2.1 HRM – Purpose and roles of HRM - the role of human resource management (HRM) in meeting organisational objectives 2.1 HRM – Workforce planning - the reasons for and role of a workforce plan 2.1 HRM – Workforce planning - measurement of labour turnover 2.1 HRM – Workforce planning - the implications of high and low labour turnover for a business 2.1 HRM – Recruitment and selection - recruitment of employees: process including job descriptions and person specifications and recruitment methods such as job advertisements, employment agencies and online recruitment 2.1 HRM – Recruitment and selection - internal and external recruitment 2.1 HRM – Recruitment and selection - selection methods: curriculum vitae, résumé, application forms, interviews, references, testing and assessment centres 2.1 HRM – Recruitment and selection - employment contracts 2.1 HRM – Redundancy and dismissal - the difference between redundancy (voluntary and involuntary) and dismissal (fair and unfair) 2.1 HRM – Morale and welfare - the relationship between HRM, employee morale and welfare in a business, including the concept of work–life balance 2.1 HRM – Morale and welfare - the impact of diversity and equality in the workplace on a business 2.1 HRM – Training and development - different types of training: induction, on-the-job and off-the-job 2.1 HRM – Training and development - the impact of training and development on a business 2.1 HRM – Training and development - employee development to encourage intrapreneurship 2.1 HRM – Training and development - employee development to encourage multi-skilling and flexibility 2.1 HRM – Management and workforce relations - how cooperation between management and the workforce can be of benefit to both 2.1 HRM – Management and workforce relations - the impact on employers and employees of trade union involvement in the workplace including their role in collective bargaining 2.2 Motivation – Motivation as a tool - the need to motivate employees to achieve the objectives of a business 2.2 Motivation – Human needs - a simple explanation of human need 2.2 Motivation – Human needs - how human needs may or may not be satisfied at work 2.2 Motivation – Motivation theories - the ideas of the main content theories of motivation: Taylor, Mayo, Maslow, Herzberg and McClelland 2.2 Motivation – Motivation theories - the ideas of Vroom's process theory of motivation 2.2 Motivation – Methods in practice - the application of motivation theories in practical situations 2.2 Motivation – Methods in practice - different payment methods: time based pay, salary, piece rates, commission, bonuses, profit sharing, performance-related pay and fringe benefits 2.2 Motivation – Methods in practice - different types of non-financial motivators: training, opportunities for promotion, development, status, job re-design, team working, empowerment, participation and job enrichment 2.2 Motivation – Methods in practice - ways in which employees can participate in the management and control of business activity 2.3 Management – Management and managers - traditional manager functions: planning, organising, directing and controlling 2.3 Management – Management and managers - the role of managers, including the contributions of Fayol and Mintzberg 2.3 Management – Management and managers - the contribution of managers to business performance 2.3 Management – Management and managers - management styles: autocratic, democratic, laissez-faire and paternalistic 2.3 Management – Management and managers - McGregor's Theory X and Theory Y managers 3.1 The nature of marketing – Role of marketing - marketing objectives 3.1 The nature of marketing – Role of marketing - the link between marketing objectives and corporate objectives 3.1 The nature of marketing – Demand and supply - the factors influencing the demand for and supply of the products of a business 3.1 The nature of marketing – Demand and supply - interactions between demand, supply and price 3.1 The nature of marketing – Markets - how markets may differ: consumer and industrial markets; local, national and international markets 3.1 The nature of marketing – Markets - the difference between product orientation and customer (market) orientation 3.1 The nature of marketing – Markets - measurement of market share and market growth 3.1 The nature of marketing – Markets - the implications of changes in market share and market growth 3.1 The nature of marketing – Consumer and industrial marketing - the classification of products 3.1 The nature of marketing – Consumer and industrial marketing - how marketing might differ for consumer products (B2C) and industrial products (B2B) 3.1 The nature of marketing – Mass and niche marketing - the features of mass and niche markets 3.1 The nature of marketing – Mass and niche marketing - the advantages and disadvantages of mass marketing and niche marketing 3.1 The nature of marketing – Market segmentation - methods of market segmentation: geographic, demographic and psychographic 3.1 The nature of marketing – Market segmentation - the advantages and disadvantages of market segmentation 3.1 The nature of marketing – Customer relationship marketing (CRM) - the aims of customer relationship marketing 3.1 The nature of marketing – Customer relationship marketing (CRM) - the costs and benefits of customer relationship marketing 3.2 Market research – Purposes - identification of main features of a market: size, growth and competitors 3.2 Market research – Purposes - identification of customer and consumer characteristics, profiles, wants and needs 3.2 Market research – Primary and secondary research - the distinction between primary research and secondary research and the main features of each 3.2 Market research – Primary and secondary research - usefulness of data collected using primary research methods 3.2 Market research – Primary and secondary research - usefulness of data collected from secondary research sources 3.2 Market research – Sampling - the need for and limitations of sampling 3.2 Market research – Market research data - the reliability of the data collected 3.2 Market research – Market research data - analysis of quantitative and qualitative data 3.2 Market research – Market research data - interpretation of information presented in tables, charts and graphs 3.3 The marketing mix – Elements of the marketing mix - the 4Ps: Product, Price, Promotion and Place (distribution channels) 3.3 The marketing mix – Product - the difference between goods and services 3.3 The marketing mix – Product - tangible and intangible attributes of products 3.3 The marketing mix – Product - the importance of product development 3.3 The marketing mix – Product - product differentiation and unique selling point (USP) 3.3 The marketing mix – Product portfolio analysis - product life cycle and decisions about extension strategies 3.3 The marketing mix – Product portfolio analysis - Boston Matrix analysis and its uses 3.3 The marketing mix – Product portfolio analysis - impact of product portfolio analysis on marketing decisions 3.3 The marketing mix – Pricing methods - objectives and usefulness of different pricing methods: competitive, penetration, skimming, price discrimination, dynamic, cost-based and psychological 3.3 The marketing mix – Promotion methods - the objectives and usefulness of different promotion methods 3.3 The marketing mix – Promotion methods - advertising promotion 3.3 The marketing mix – Promotion methods - sales promotion 3.3 The marketing mix – Promotion methods - direct promotion 3.3 The marketing mix – Promotion methods - developments in digital promotion 3.3 The marketing mix – Promotion methods - the role of packaging in promotion 3.3 The marketing mix – Promotion methods - the role of branding in promotion 3.3 The marketing mix – Place (distribution) - the objectives and usefulness of different channels of distribution 3.3 The marketing mix – Place (distribution) - digital and physical distribution 4.1 The nature of operations – The transformational process - the use of factors of production: land, labour, capital and enterprise 4.1 The nature of operations – The transformational process - the stages of the transformational process: inputs to outputs 4.1 The nature of operations – The transformational process - the contribution of operations to added value 4.1 The nature of operations – Efficiency, effectiveness, productivity and sustainability - the importance of efficiency, effectiveness, productivity and sustainability 4.1 The nature of operations – Efficiency, effectiveness, productivity and sustainability - measurement of labour productivity 4.1 The nature of operations – Efficiency, effectiveness, productivity and sustainability - the impact on a business of measures to improve sustainability of operations 4.1 The nature of operations – Capital and labour intensive operations - the benefits and limitations of capital intensive operations 4.1 The nature of operations – Capital and labour intensive operations - the benefits and limitations of labour intensive operations 4.1 The nature of operations – Operations methods - differences between job, batch, flow and mass customisation methods and the advantages and disadvantages of each 4.1 The nature of operations – Operations methods - the problems of changing from one method of production to another 4.2 Inventory management – Managing inventory - the purpose of inventory within a business, including raw materials, work in progress and finished products 4.2 Inventory management – Managing inventory - the costs and benefits of holding inventory 4.2 Inventory management – Managing inventory - buffer inventory, re-order level and lead time 4.2 Inventory management – Managing inventory - interpretation of simple inventory control charts 4.2 Inventory management – Managing inventory - the importance of supply chain management 4.2 Inventory management – Just in Time (JIT) - the purpose of Just in Time (JIT) and Just in Case (JIC) inventory management 4.2 Inventory management – Just in Time (JIT) - the impact of adopting a JIT approach on a business 4.3 Capacity utilisation and outsourcing – Capacity utilisation - the measurement of capacity utilisation 4.3 Capacity utilisation and outsourcing – Capacity utilisation - the impact of operating under or over maximum capacity on a business 4.3 Capacity utilisation and outsourcing – Capacity utilisation - methods of improving capacity utilisation 4.3 Capacity utilisation and outsourcing – Outsourcing - the impact of outsourcing on a business 5.1 Business finance – The need for business finance - reasons why businesses need finance to start up, to grow and to survive 5.1 Business finance – The need for business finance - the distinction between short and long term need for finance 5.1 Business finance – The need for business finance - the difference between cash and profits 5.1 Business finance – The need for business finance - business failure as a consequence of lack of finance, including bankruptcy, liquidation and administration 5.1 Business finance – Working capital - the meaning and importance of working capital 5.1 Business finance – Working capital - managing trade receivables and trade payables 5.1 Business finance – Working capital - the distinction between capital expenditure and revenue expenditure 5.2 Sources of finance – Business ownership and sources - the relationship between the form of business ownership and availability of sources of finance 5.2 Sources of finance – Internal and external sources - internal sources of finance: owners investment, retained earnings, sale of unwanted assets, sale and leaseback of non-current assets and working capital 5.2 Sources of finance – Internal and external sources - external sources of finance: share capital, debentures, new partners, venture capital, bank overdrafts, leasing, hire purchase, bank loans, mortgages, debt factoring, trade credit, micro-finance, crowd funding and government grants 5.2 Sources of finance – Factors affecting choice - the factors influencing the choice of sources of finance in a given situation: cost, flexibility, need to retain control, the use to which it is put and level of existing debt 5.2 Sources of finance – Selecting the source of finance - the appropriateness of each possible source in a given situation 5.3 Forecasting and managing cash flows – Cash flow forecasts - the meaning and purpose of cash flow forecasts 5.3 Forecasting and managing cash flows – Cash flow forecasts - the interpretation and amendment of simple cash flow forecasts including calculating opening and closing balances 5.3 Forecasting and managing cash flows – Cash flow forecasts - different methods of improving cash flow 5.4 Costs – Cost information - the need for accurate cost information 5.4 Costs – Cost information - different types of costs: fixed, variable, direct and indirect 5.4 Costs – Approaches to costing - the differences between full costing and contribution costing 5.4 Costs – Approaches to costing - the uses and limitations of the full costing method 5.4 Costs – Approaches to costing - the nature of the technique of contribution costing 5.4 Costs – Approaches to costing - the difference between contribution and profit 5.4 Costs – Approaches to costing - the limitations of contribution costing 5.4 Costs – Approaches to costing - situations in which contribution costing would be and would not be used 5.4 Costs – Uses of cost information - cost information for decision-making purposes, e.g. average, marginal and total costs 5.4 Costs – Uses of cost information - how costs can be used for pricing decisions 5.4 Costs – Uses of cost information - how costs can be used to monitor and improve business performance, including using cost information to calculate profits 5.4 Costs – Uses of cost information - contribution costing as a means to help make special order decisions 5.4 Costs – Break-even analysis - the meaning and importance of break-even analysis 5.4 Costs – Break-even analysis - calculation and interpretation of break-even level of output, contribution, margin of safety and level of profit in numeric and graphic form 5.4 Costs – Break-even analysis - the uses and limitations of break-even analysis 5.5 Budgets – Meaning and purpose of budgets - the measurement of performance using budgets 5.5 Budgets – Meaning and purpose of budgets - the benefits and drawbacks from the use of budgets 5.5 Budgets – Meaning and purpose of budgets - the meaning and use of incremental budgets, flexible budgets and zero budgeting 5.5 Budgets – Meaning and purpose of budgets - the uses of budgets for measuring performance, allocating resources, controlling and monitoring a business 5.5 Budgets – Variances - the meaning of adverse variances and favourable variances 5.5 Budgets – Variances - the calculation and interpretation of variances 6.1 External influences – Political and legal - the advantages and disadvantages of privatisation in a given situation 6.1 External influences – Political and legal - the advantages and disadvantages of nationalisation in a given situation 6.1 External influences – Political and legal - how a government might use the law to control employment practices, conditions of work including health and safety, wage levels, marketing behaviour, competition, location decisions and particular goods and services 6.1 External influences – Political and legal - the impact of changes in political and legal factors on business and business decisions 6.1 External influences – Economic - how government might intervene to help businesses and encourage enterprise 6.1 External influences – Economic - how government might intervene to constrain business activity 6.1 External influences – Economic - how government might deal with market failure 6.1 External influences – Economic - the key macroeconomic objectives of governments: low unemployment, low inflation and economic growth 6.1 External influences – Economic - how macroeconomic objectives and the performance of an economy can impact business activity 6.1 External influences – Economic - government policies used to achieve macroeconomic objectives: monetary, fiscal, supply-side and exchange rate policies 6.1 External influences – Economic - the impact of changes in government macroeconomic policies on business and business decisions 6.1 External influences – Social and demographic - the impact of and issues associated with corporate social responsibility (CSR), such as accounting practices, paying incentives for contracts and social auditing 6.1 External influences – Social and demographic - why businesses need to consider the needs of the community including pressure groups 6.1 External influences – Social and demographic - demographic changes at local, national and global level 6.1 External influences – Social and demographic - the impact of social and demographic change on business and business decisions 6.1 External influences – Technological - the impact of technological change on business and business decisions 6.1 External influences – Competitors and suppliers - the impact of competitors on business and business decisions 6.1 External influences – Competitors and suppliers - the impact of suppliers on business and business decisions 6.1 External influences – International - the importance of international trading links and their impact on business and business decisions 6.1 External influences – International - how international trade agreements might have an impact on businesses 6.1 External influences – International - the role of technology in international trade 6.1 External influences – International - the advantages and disadvantages that a multinational might bring to a country 6.1 External influences – International - relationships between multinationals and governments 6.1 External influences – Environmental - how physical environmental issues might influence business behaviour 6.1 External influences – Environmental - how a business and its stakeholders may use an environmental audit 6.1 External influences – Environmental - the impact of the growing importance of sustainability on business and business decisions 6.2 Business strategy – Developing business strategy - the meaning and purpose of business strategy 6.2 Business strategy – Developing business strategy - the meaning and purpose of strategic management: analysis, choice and implementation 6.2 Business strategy – Developing business strategy - approaches to develop business strategy such as blue ocean strategy, scenario planning, SWOT analysis, PEST analysis, Porter's five forces, core competence framework, Ansoff matrix, force field analysis and decision trees 6.2 Business strategy – Corporate planning and implementation - the meaning and importance of corporate planning 6.2 Business strategy – Corporate planning and implementation - the meaning of corporate culture and its impact on business decision-making 6.2 Business strategy – Corporate planning and implementation - the meaning and importance of transformational leadership 6.2 Business strategy – Corporate planning and implementation - the management and control of strategic change 6.2 Business strategy – Corporate planning and implementation - the meaning and importance of contingency planning and crisis management 7.1 Organisational structure – Objectives and structure - the relationship between business objectives and organisational structure 7.1 Organisational structure – Objectives and structure - the purpose and attributes of an organisational structure such as flexibility, meeting the needs of the business, allowing for growth and development and encouraging intrapreneurship 7.1 Organisational structure – Types of structure - the advantages and disadvantages of different types of structure: functional, hierarchical (flat and narrow) and matrix 7.1 Organisational structure – Types of structure - why some organisations are structured by product and others by function or geographical area 7.1 Organisational structure – Types of structure - the reasons and ways structures change, for example due to growth or delayering 7.1 Organisational structure – Types of structure - the features of a formal structure: levels of hierarchy, chain of command, span of control, responsibility, authority, delegation, accountability, centralised and decentralised 7.1 Organisational structure – Delegation and accountability - the relationship between delegation and accountability 7.1 Organisational structure – Delegation and accountability - the processes of accountability in a business 7.1 Organisational structure – Delegation and accountability - the impact of delegation on a business 7.1 Organisational structure – Control, authority and trust - the relationship between span of control and levels of hierarchy 7.1 Organisational structure – Control, authority and trust - the difference between authority and responsibility 7.1 Organisational structure – Control, authority and trust - the conflicts between control and trust that might arise when delegating 7.1 Organisational structure – Centralisation and decentralisation - the impact of centralisation and decentralisation on a business 7.1 Organisational structure – Line and staff - examples of and distinctions between line and staff functions and the conflicts between them 7.2 Business communication – Purposes of communication - situations in which communication is essential 7.2 Business communication – Methods of communication - the standard methods of communication used in business: spoken, written, electronic and visual 7.2 Business communication – Methods of communication - the strengths and weaknesses of different methods of communication 7.2 Business communication – Channels of communication - how communication works within a business 7.2 Business communication – Channels of communication - the difference between one-way and two-way communication and between vertical and horizontal communication 7.2 Business communication – Channels of communication - problems associated with different channels of communication 7.2 Business communication – Barriers to communication - barriers to communication and how to overcome them 7.2 Business communication – Role of management - the role of informal communications within a business 7.2 Business communication – Role of management - ways in which communication can influence the efficiency of a business 7.2 Business communication – Role of management - ways of improving communication in a given situation 7.3 Leadership – Leadership - the purpose of leadership 7.3 Leadership – Leadership - leadership roles in business: directors, managers, supervisors and worker representatives 7.3 Leadership – Leadership - the qualities of a good leader 7.3 Leadership – Theories of leadership - key leadership theories: trait, behavioural, contingency, power and influence and transformational 7.3 Leadership – Emotional intelligence (EQ) - Goleman's four competencies of emotional intelligence: self-awareness, social awareness, self-management and social skills 7.4 HRM strategy – Approaches to HRM - the difference between hard and soft human resource management (HRM) 7.4 HRM strategy – Approaches to HRM - the measurement, causes and consequences of poor employee performance 7.4 HRM strategy – Approaches to HRM - strategies for improving employee performance 7.4 HRM strategy – Approaches to HRM - Management by Objectives (MBO): implementation and usefulness 7.4 HRM strategy – Approaches to HRM - the changing role of Information Technology (IT) and Artificial Intelligence (AI) in HRM 8.1 Marketing analysis – Elasticity - the concept of elasticity of demand: price, income and promotional 8.1 Marketing analysis – Elasticity - calculation of price, income and promotional elasticity of demand 8.1 Marketing analysis – Elasticity - interpretation of elasticity results 8.1 Marketing analysis – Elasticity - the impact of elasticity measures on business decisions 8.1 Marketing analysis – Elasticity - the limitations of the concept of elasticity in its various forms 8.1 Marketing analysis – Product development - the process of product development 8.1 Marketing analysis – Product development - sources of new ideas for product development 8.1 Marketing analysis – Product development - the importance of research and development (R&D) 8.1 Marketing analysis – Sales forecasting - the need to forecast sales 8.1 Marketing analysis – Sales forecasting - time series analysis using four period centred moving average to forecast sales 8.1 Marketing analysis – Sales forecasting - qualitative sales forecasting 8.1 Marketing analysis – Sales forecasting - the impact of sales forecasting on business decisions 8.2 Marketing strategy – Planning the marketing strategy - the contents of a marketing plan: objectives, resources, research and marketing mix 8.2 Marketing strategy – Planning the marketing strategy - the benefits and limitations of marketing planning 8.2 Marketing strategy – Approaches to marketing strategy - the need for the marketing strategy to be consistent with the business, the product and the market 8.2 Marketing strategy – Approaches to marketing strategy - the need for and development of a coordinated marketing strategy 8.2 Marketing strategy – Approaches to marketing strategy - the development of marketing strategies focused on achieving specific marketing objectives 8.2 Marketing strategy – Approaches to marketing strategy - the changing role of Information Technology (IT) and Artificial Intelligence (AI) in marketing 8.2 Marketing strategy – International marketing - the implications for marketing of increased globalisation and economic collaboration 8.2 Marketing strategy – International marketing - the importance of international marketing for a business 8.2 Marketing strategy – International marketing - international markets – identification, selection and entry 8.2 Marketing strategy – International marketing - whether a business in a given situation should use pan-global marketing or maintain local differences 8.2 Marketing strategy – International marketing - choosing a strategy, in a given situation, to develop a global market 8.2 Marketing strategy – International marketing - the factors influencing the method of entry into international markets 9.1 Location and scale – Location - the factors that determine location and relocation 9.1 Location and scale – Location - the differences between local, national and international location decisions 9.1 Location and scale – Location - the reasons for and impact of offshoring and reshoring 9.1 Location and scale – Location - the impact of globalisation on location and relocation decisions 9.1 Location and scale – Scale of operations - the factors that influence the scale of a business 9.1 Location and scale – Scale of operations - causes and examples of internal and external economies and diseconomies of scale 9.1 Location and scale – Scale of operations - the links between economies and diseconomies of scale and unit costs 9.2 Quality management – Quality control and assurance - quality in terms of meeting customer expectations 9.2 Quality management – Quality control and assurance - the importance of quality 9.2 Quality management – Quality control and assurance - the impact of methods of quality control on a business 9.2 Quality management – Quality control and assurance - the impact of methods of quality assurance on a business 9.2 Quality management – Quality control and assurance - the impact of Total Quality Management (TQM) on a business 9.2 Quality management – Benchmarking - the importance of benchmarking in quality management 9.3 Operations strategy – Operational decisions - the influence of human, marketing and finance resource availability on operations decisions 9.3 Operations strategy – Operational decisions - the changing role of Information Technology (IT) and Artificial Intelligence (AI) in operations management 9.3 Operations strategy – Flexibility and innovation - the need for flexibility with regard to volume, delivery time and specification 9.3 Operations strategy – Flexibility and innovation - process innovation, including changing current processes or adopting new ways of producing products or delivering services 9.3 Operations strategy – Enterprise resource planning (ERP) - the main features of an enterprise resource planning (ERP) programme 9.3 Operations strategy – Enterprise resource planning (ERP) - how ERP can improve a business' efficiency in relation to inventory control, costing and pricing, capacity utilisation, responses to change, workforce flexibility and management information 9.3 Operations strategy – Lean production - the aims and purposes of lean production 9.3 Operations strategy – Lean production - Kaizen, quality circles, simultaneous engineering, cell production, JIT manufacturing and waste management as operational strategies to achieve lean production 9.3 Operations strategy – Lean production - the limitations of operational strategies to achieve lean production 9.3 Operations strategy – Lean production - the links between lean production and inventory control, quality, employee roles, capacity management and efficiency 9.3 Operations strategy – Operations planning and CPA - the need for planning operations 9.3 Operations strategy – Operations planning and CPA - network diagrams as tools to plan operations 9.3 Operations strategy – Operations planning and CPA - the main elements of a network diagram: activities, dummy activities and nodes 9.3 Operations strategy – Operations planning and CPA - using network diagrams for Critical Path Analysis (CPA), including identification of minimum project duration and the critical path 9.3 Operations strategy – Operations planning and CPA - calculation of total and free float and interpretation of CPA results 9.3 Operations strategy – Operations planning and CPA - how minimum duration and floats might be used in project management 9.3 Operations strategy – Operations planning and CPA - the benefits and limitations of CPA as a management tool 10.1 Financial statements – Statement of profit or loss - the meaning and purpose of the statement of profit or loss 10.1 Financial statements – Statement of profit or loss - the contents of a statement of profit or loss: revenue, cost of sales, gross profit, expenses, profit from operations (operating profit), taxation, profit for the year, dividends and retained earnings 10.1 Financial statements – Statement of profit or loss - amendment of a statement of profit or loss 10.1 Financial statements – Statement of profit or loss - the impact on the statement of profit or loss of a given change 10.1 Financial statements – Statement of financial position - the meaning and purpose of the statement of financial position 10.1 Financial statements – Statement of financial position - the contents of a statement of financial position including non-current assets, current assets, current liabilities, net current assets, net assets, non-current liabilities, reserves and equity 10.1 Financial statements – Statement of financial position - amendment of a statement of financial position 10.1 Financial statements – Statement of financial position - the relationships between items in the statement of profit or loss and the statement of financial position 10.1 Financial statements – Inventory valuation - the difficulties of valuing inventory 10.1 Financial statements – Inventory valuation - the net realisable value method of valuing inventory 10.1 Financial statements – Depreciation - the role of depreciation in the accounts 10.1 Financial statements – Depreciation - the impact of depreciation (straight-line method only) on the statement of financial position and the statement of profit or loss 10.2 Analysis of published accounts – Liquidity ratios - the meaning and importance of liquidity 10.2 Analysis of published accounts – Liquidity ratios - current ratio: calculation and interpretation 10.2 Analysis of published accounts – Liquidity ratios - acid test ratio: calculation and interpretation 10.2 Analysis of published accounts – Liquidity ratios - methods of improving liquidity 10.2 Analysis of published accounts – Profitability ratios - the meaning and importance of profitability 10.2 Analysis of published accounts – Profitability ratios - return on capital employed (ROCE): calculation and interpretation 10.2 Analysis of published accounts – Profitability ratios - gross profit margin: calculation and interpretation 10.2 Analysis of published accounts – Profitability ratios - profit margin: calculation and interpretation 10.2 Analysis of published accounts – Profitability ratios - methods of improving profitability 10.2 Analysis of published accounts – Financial efficiency ratios - the meaning and importance of financial efficiency 10.2 Analysis of published accounts – Financial efficiency ratios - rate of inventory turnover: calculation and interpretation 10.2 Analysis of published accounts – Financial efficiency ratios - trade receivables turnover (days): calculation and interpretation 10.2 Analysis of published accounts – Financial efficiency ratios - trade payables turnover (days): calculation and interpretation 10.2 Analysis of published accounts – Financial efficiency ratios - methods of improving financial efficiency 10.2 Analysis of published accounts – Gearing ratio - the meaning and importance of gearing 10.2 Analysis of published accounts – Gearing ratio - gearing ratio: calculation and interpretation 10.2 Analysis of published accounts – Gearing ratio - methods of improving gearing 10.2 Analysis of published accounts – Investment ratios - the meaning and importance of return to investors 10.2 Analysis of published accounts – Investment ratios - dividend yield: calculation and interpretation 10.2 Analysis of published accounts – Investment ratios - dividend cover: calculation and interpretation 10.2 Analysis of published accounts – Investment ratios - price/earnings (P/E) ratio: calculation and interpretation 10.2 Analysis of published accounts – Investment ratios - methods of improving investor return 10.3 Investment appraisal – Concept of investment appraisal - the need for investment appraisal 10.3 Investment appraisal – Payback and ARR - the meaning, calculation and interpretation of payback as an investment appraisal method 10.3 Investment appraisal – Payback and ARR - the meaning, calculation and interpretation of accounting rate of return (ARR) 10.3 Investment appraisal – Net present value (NPV) - the meaning, calculation and interpretation of net present value (NPV) 10.3 Investment appraisal – Investment appraisal decisions - quantitative results and their impact on investment decisions 10.3 Investment appraisal – Investment appraisal decisions - qualitative factors and their impact on investment decisions 10.3 Investment appraisal – Investment appraisal decisions - comparison of investment appraisal methods, including their limitations 10.4 Finance and accounting strategy – Use of accounting data - the use of financial statements in developing strategies 10.4 Finance and accounting strategy – Use of accounting data - the contents of an annual report and their usefulness to business and other stakeholders 10.4 Finance and accounting strategy – Accounting data and ratios - assessment of business performance over time and against competitors 10.4 Finance and accounting strategy – Accounting data and ratios - the impact of accounting data including ratio results on business strategy 10.4 Finance and accounting strategy – Accounting data and ratios - the impact of debt or equity decisions on ratio results 10.4 Finance and accounting strategy – Accounting data and ratios - the impact of changes in dividend strategy on ratio results 10.4 Finance and accounting strategy – Accounting data and ratios - the impact of business growth on ratio results 10.4 Finance and accounting strategy – Accounting data and ratios - the impact of other business strategies on ratio results 10.4 Finance and accounting strategy – Accounting data and ratios - the limitations of using published accounts and ratio analyses