Caie A2 Business 9609 Theory v1
Caie A2 Business 9609 Theory v1
Caie A2 Business 9609 Theory v1
ORG
CAIE A2 LEVEL
BUSINESS (9609)
SUMMARIZED NOTES ON THE SYLLABUS
CAIE A2 LEVEL BUSINESS (9609)
1.1. Local, National and International 1.4. Free trade and Globalisation
businesses Free trade is when countries face no trade barriers while
exchanging goods and services
Local businesses operate in a small part of the country.
Globalisation is the increase in movement of labour,
They do not have expansion objectives
capital and goods and services between countries
National businesses have branches throughout the
Trade blocs and trade organisations help encourage
country but they do not operate in other countries
globalisation
International/multinational businesses operate in more
World trade organisation (WTO) – countries committed to
than one country
reduce trade restrictions
Free-trade blocs – groups of countries who trade without
1.2. International Trade restrictions. Ex. NAFTA, ASEAN, EU
Pros Cons
Why become a multinational?
Improved political and social Avoid tariffs
Loss of output and jobs
links Access to cheaper raw materials
Decline in domestic Lower labour costs
Higher GDP, employment
industries due to increased Lower transport costs
and living standards
imports Closer to the market
High competition making it Better control
difficult for new businesses Access to grants and subsidies
Increased chances of Economies of scale
dumping Cheaper rent and site costs
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Use internal sources of finance Provide protection & training from dangerous
Raise finance through issue of shares machines
During takeovers, offer shares rather than cash Give adequate breaks
Managerial
Management unable to cope with controlling large 3.2. Evaluating the impact on business
operations
Lack of coordination and communication on employment and health and safety
Original owner may find it difficult to be a leader and laws
manager
Adapt a new management system and structure Increase costs
Decentralise Supervisory cots
Marketing Higher wage costs
Original marketing strategy may not be appropriate Higher costs from giving holidays
Adopt focused strategies for each product, in each Increased number of workers
country Protective clothing & equipment
Conduct market research Benefits
Loss of control of original owners Workers feel more secure, increasing motivation
Occurs if sole trade/partnership turns public/private Reduce the risk of accidents
Original owners can try to remain as directors Avoid court cases
Ability to attract highly-skilled workers
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Good brand image
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Benefits of free and fair competition to consumers: Consumers main aim is high quality goods
Wider choice May be window dressed
Lower prices
Improve quality, design and performance of the 3.9. The impact of technology on
product
International competition will help strength domestic business activity
economy
Laws on competition: Technology – what does it mean?
Investigate and control monopolies
Limit uncompetitive practices Technology means the use of tools, machines and science
in an industrial context
High-technology machines and processes that are based
3.6. Monopolies on information technology (IT)
They are opening new product markets and making
There is only one supplier with 100% market share
businesses more flexible
Business applications of technology:
How do monopolies develop?
Word processing
Invention of new products Pagemaker and publishing programmes
Mergers and acquisitions Databases
Legal protection CAD
CAM
Existence of barriers to entry
Internet
How are consumers affected by monopolies? Benefits:
Accurate
Benefits: Fewer administrative staff
Lower prices Easier and quicker communication
Increased expenditure on R&D Lower costs
Drawbacks: Flexible
Higher prices Increased productivity & efficiency
Limited choice Add to a firm’s competitive advantage
Less investment due to complacency Wider target market
Lower efficiency
3.10. Applying technology to business –
3.7. Uncompetitive or restrictive limitations
practices
Increased capital costs
1. Refusal to supply a retailer if they don’t agree to Training costs
charge the prices determined by the manufacturer Redundancy costs
2. Full-line forcing – manufacturer forces retailer to stick Reduced job security
the whole range of products Fall in motivation
3. Market sharing agreements and price fixing Breakdowns can halt production
agreements Legal constrains on the use of IT
4. Predatory pricing – firms charge low prices to block Managers fear change
out other firms in the industry
3.11. IT and business decision-making
3.8. Social audits
Provision of huge amount of data to management
A report on the impact a business has on the society – through the use of IT is known as management
stakeholders, environment, community information systems
Benefits: Obtain data quickly
Identifies the social responsibilities met by a business Easy to process and analyse data
Sets targets for improvement Quick decision making
Improves company image Better communication
Increases sales Information overloads can lead to information lost
Drawbacks: Power can be abused
Expensive Reduction in authority and empowerment
Time taking Reduce job enrichment and motivation
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innovative
3.12. Introducing technology effectively
technologically skilled
Analyse – the use of IT keep changing jobs frequently
require greater training
Involve – managers and other staff
Having an older workforce:
Evaluate – different systems and programs (cost,
more loyal
efficiency, budget)
Plan – introduction of new system, training greater experience
Monitor – introduction and effectiveness of the system hard-working
demand higher wages
reluctant to change
3.13. Social and demographic
influences on business activity 3.14. Environmental constraints on
An ageing population
business activity
A larger part of the population is over retirement age
Smaller proportion is in lower age range The environment and corporate social
Businesses will have to adapt their goods and services responsibility
to cater to
older people when a firm accepts it legal and moral obligations to
Older population means lesser people in the stakeholders other than investors, it is said to be
workforce, increasing demand for workers, increasing accepting corporate social responsibility
wages
More training may be required Arguments for and against adopting
Businesses will have to be more aware of their environmentally friendly business strategies
employees retiring since they are of an older age
Since there are more dependents, cheaper products For:
may be more popular Marketing and promotional advantage
Changing role of women Better brand reputation
Better education facilities Avoid pressure group activity
Early retirement Avoid legal problems and court fees
Job insecurity Access to skilled employees
Long-term financial benefits
Patterns of employment Against:
Higher costs, increased prices, lost sales
Transfer of labour from secondary to tertiary sector Loss of competitive advantage
Increase in temporary and flexible employment contracts Reduced profits, limiting expansion
Increase in part time employment Not too strict laws regarding environment
Increasing pressure on pensions and healthcare services Economic development > environment – developing
due to an ageing population countries
Increase in student employment (on a part-time basis)
Capital is replacing labour 3.15. Environmental audits
Women returning back from maternity leave
Increase in number of women staying full time Assessing the impact of a business activities on the
Part time workers increase flexibility and lower fixed environment
costs Difficult to measure in monetary terms
But it becomes difficult to manage and encourage team No legal requirements
work Better publicity
Employing more women gives businesses a wider choice Higher sales
of staff and improved motivation amongst workers Better skilled workers
Gives access to higher quality and more qualified
workforce
But costs increase when they take maternity leaves
Social audits
Businesses which are able to quickly adapt to changing
Pollution
environments are able to survive successfully
Health and Safety
Having a younger workforce:
Supply Sourcing
cheaper
Customer Satisfaction
more flexible
Social Contribution
geographically mobile
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Encourage government to change rules and laws 4.3. The business cycle
Encourage businesses to change policies
Encourage consumers to change purchasing habits Economies grow at different rates over time
Boom –
How they achieve their goals? Very fast economic growth
Rising income and profits
1. Publicity through media coverage Rising inflation
2. Influencing consumer behaviour Shortages of skilled labour, higher wage rates
3. Lobbying of government Increased interest rates
Recession –
Falling demand
4. External Economic Real GDP growth slows down
House and asset prices fall
influences on business Incomes reduce
Profits fall
activity Slump –
A serious and prolonged recession
4.1. Economic objectives of Real GDP falls substantially
House and asset prices fall
governments Recovery and growth –
Real GDP begins to rise
Economic growth Rate of inflation falls
Low price inflation Products become more competitive
Low rate of unemployment Rising demand
Exchange rate stability
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Reduce investment
Lower profit margin
Lower debts and borrowing
Reduce credit period given to customers
4.5. Inflation
Reduce labour costs
Increase in the average price of goods and services
Fall in the value of money 4.7. Deflation
How to measure inflation Fall in the average price of goods and services
Rise in the value of money
Measured using CPI (consumer price index)
It records average changes in goods used by consumers Is deflation beneficial?
Compared with previous months prices
Weights are added to these price changes Consumers delay purchases
Then they are averaged and given an index number Discourage borrowing
Firms unwilling to invest
Causes of inflation Stocked up inventory reduces in value
Cyclical unemployment
This occurs during the recession stage
During recession, demand falls, encouraging
businesses to make employees redundant
Using anti-inflationary policies may lead to cyclical
unemployment
If currency appreciates, demand for domestic goods
will fall, leading to cyclical unemployment
Structural unemployment
Exists during rapid growth
4.6. The impact of inflation on business It occurs due to structural changes in an economy,
changing the demand for labour
strategy Causes of structural changes:
Change in consumer tastes and preferences
Benefits:
Increased use of technology, reducing the need to
Increase costs can be passed to consumers
employ workers
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Higher interest rates will lead to appreciation of a Market failure occurs when there is inefficiency in the
country’s currency market and some goods are overproduced (demerit
Reasons: goods) or under consumed (merit goods)
Speculation Private costs and benefits are borne by the people
directly involved in production and consumption
4.13. Exchange rate policy External costs and benefits are borne by third parties
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5.3. Employment contracts
1. Part time contracts – working for less than 40 hours a
week
2. Temporary contracts – contracts that last for a fixed
time period
3. Permanent contracts – there contract ends only when
the work is dismissed, made redundant or leaves on
their own accord
4. Flexi time contracts – allows employees to be called
when most convenient to employers
5. Outsourcing contracts – using an outside agency to
carry out a particular business function. Helps reduce
overhead costs
6. Zero-hour contracts – workers have no minimum
working hours and are called in and paid for
whenever needed
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Delegation gives subordinates authority to perform Internal communication is between different people or
tasks groups within the organisation
If done incorrectly, the worker is accountable for the External communication is when the communication
task occurs with outside parties – suppliers, government,
However, the overall responsibility of the task is to the customers, suppliers
manager
Centralisation and decentralisation 7.2. Why is effective communication
Line and staff relationships
Line managers are workers who have direct authority important?
over people, decisions and resources within the
hierarchy Higher staff motivation, labour productivity
Line managers have responsibility for achieving Improve in the number and quality of ideas generated by
specific business objectives the staff
Staff managers are specialists who provide support, Speeder decision making
information and assistance to line managers Quicker response to market changes
They do not have authority over line managers Reduced risks of errors
They perform a supporting role to the line managers, Effective coordination between departments
but do not make decisions
7.3. Communication methods – the
6.7. Informal organisations media used in communicating
The network of personal and social relations developed
Oral communication
between people over time in an organisation is known as
informal organisation One-on-one conversations, interviews, meetings
Power and influence are obtained from membership of Allows two-way communication and feedback
informal groups within a business Improves worker motivation
Conduct of individuals within these groups is governed by Message can be reinforced with body language
norms or normal standards of behaviour Maybe ambiguous
It may be that informal group leader may gain more No written record
power over the formal group leader Costly, time taking
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Inappropriate medium
Receiver forgot a part of the long message
Misleading or incomplete message
Excessive use of technical language, jargon
Too much information
Long communication channel
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Product – a brief summary of the existing products and Used to convince potential investors
planned changes and activities. Key features, USP, However, marketing plan is just one key aspect of a
branding, packaging and labelling details business plan, needs to be backed up by others
Price – depends on cost, PED, competitors price, market Marketing plans reduce the risk of failure during new
conditions, objectives & strategies product development and entering a new market
Place – details of channels used, range and number of Planning is essential, allows SMART objectives to be set
outlets and how they are liked to the market segment Provide direction and purpose
Promotion – advertising, sales promotion, public relations However, they must be made with integration of all
& personal selling. The image created depends on the departments
other 3P’s
Potential limitations
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A numerical measure of responsiveness of demand to a 3. Identify the estimated sales volume and
change in amount spent on promotional market share, break-even point
% change in demand/ % change in promotion spending 5. Product testing
1. Involves checking the technical performance of
1, elastic AED, good to increase spending the product
2. Whether or not customer expectations will be
<1, inelastic AED, shouldn’t increase spending
met
Cross elasticity of demand 3. Develop a prototype
4. Test in typical conditions
Numerical measure of responsiveness of demand of 5. Use focus group opinions
good A following a change in price of good B 6. Adapt the product from results
% change in demand of A/ % change in price of B 6. Test marketing
Substitutes – positive XED, fall in price of B, fall in demand 1. Small market must be a representative of a
of A larger market
Complements – negative XED, rise in price of B, fall in 2. Actual consumer behaviour can be observed
demand of A 3. Consumer feedback can be taken
4. Reduce the risk associated
5. Identify any weaknesses
8.10. Elasticity - evaluation 6. Maybe expensive
7. Competitors can identify a firm’s intentions
Other factors may affect sales, making AED unreliable
and create a copy
Economic conditions affect sales
7. Commercialisation
Competitors actions
1. Full scale launch of the product
Elasticity is calculated based on old data, not entirely
2. Introduction stage of the PLC
reliable to predict future
3. Filled up distribution channels
4. Crucial time in the PLC
8.11. New product development
A new product to succeed it must:
8.13. Research and development
Have desirable features
It is the scientific research and technical development of
Have a USP
new products and processes
Be marketed effectively
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Nature of industry
8.18. Consumer surveys
R&D plans of competitors
Business expectations Questions maybe quantitative or qualitative
Risk profile/culture of the business
Better accuracy – sample must be large, represent the
Government policies towards R&D target market
Time-taking
R&D – evaluation Can use an agency, expensive but accurate
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9.2. International marketing
Selling in foreign markets is risky and expensive
Globalisation – better communication, better transport,
freer trade
Allows them to increase sales and profits
Increased competition
Export directly
9. Globalisation and
International Marketing
9.1. Globalisation
Export indirectly
Globalisation occurs when products, labour and capital
are unrestricted by barriers
Barriers to trade are reduced
Increased MNCs gives greater freedom for capital
Freer movement of workers
2. International franchising
1. International franchising means that foreign
franchisees are used to operate a firm’s
activities abroad
2. Either 1 franchise owns all branches in one
country or different franchises for different
regions
3. Joint ventures
4. Licensing
1. Allows another company to produce the firm’s
branded products under the licence
2. There will be strict controls on quality
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\n Lack of coordination
Community against the product
Errors, wastage
Bad management, customers could not buy the product
Workers aren't motivated, not skilled enough,
incompetent
Economic situations (neg)
Outdated project, quickly changing market
Bad planning- resources aren't sufficient
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Price/earnings ratio (P/E ratio) They do not solve problems but rather just highlight the
issues
P/E ratio – current share price/earnings per share
Earnings per share – profit for the year/number of issued
shares 17. Investment Appraisal
It reflects the confidence the investors have in future
prospects of the business 17.1. What is meant by investment
Higher P/E ratio, investors expect higher earnings growth
The ratio should be compared with business in the SAME appraisal?
industry only
It involves evaluating the profitability or desirability of an
investment project
16.5. Gearing ratio These are quantitative techniques to assess the financial
feasibility
It measures the degree to which the capital of the
It helps managers understand whether future returns will
business is financed from long-term loans
be greater than the costs and by how much
Non-current liabilities/shareholders equity + non-current
Non-financial factors are equally important and should
liabilities * 100
also be considered
The ratio indicates the level of which the company’s
Quantitative methods of appraisal compare the cash
assets are financed from external long-term borrowing
outflows with the expected cash inflows of a project
Above 50% leads to highly geared
Higher the ratio, greater is the risk
Risk arises from 2 reasons: 17.2. Quantitative investment appraisal
Higher the borrowing, more interest must be paid
– what information is necessary?
Interest still has to be paid
Debts have to be paid eventually, affecting liquidity To be able to judge the profitability of a project through
negatively quantitative investment appraisal methods, the following
Low gearing ratio indicates a safe business strategy information is required:
Initial capital cost
16.6. Interest cover ratio Estimated life expectancy
Residual value of the investment
It assesses how many times a firm could pay its annual Forecasted net returns or net cash flows
interest charges out of current operating profit
Interest cover – operating profit/annual interest paid 17.3. Forecasting cash flows in an
Higher the figure, less risky the current borrowings are
uncertain environment
16.7. Ratio analysis – evaluation
We assume cash inflows equal annual revenues
Cash outflows equal annual operating costs
Help take important decisions –
Net cash flow = cash inflow – cash outflow
Whether or not to invest in a business
Net cash flow is compared to the initial investment cost
Whether or not to lend money to a business
External factors may reduce the accuracy of these
Whether profitability is rising or falling
estimates
Whether the management are using resources
efficiently
17.4. Payback period
16.8. Limitations of ratio analysis
Payback period is the length of time it takes for the net
cash inflows to pay back the original capital cost of
One ratio result is not helpful. These results must be
investment
compared with other business and past result
Step 1: list cash inflows
Inter-firm comparisons should only be done with
Step 2: calculate cumulative cash inflows
businesses in the same industry
Step 3: identify the year with last negative cash inflow
Trend analysis doesn’t take into account external factors
Step 4: Use formula: Additional net cash flow/annual cash
which affect business prospects
flow * 12
Different companies can use different methods of valuing
Example:
their assets leading to differences in results
Ratios only take into account quantitative data and ignore
qualitative information
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Objectives
Competition
Factors of production (resources)
Other strengths on the business
Users of the information maybe misled into assuming Strategy is long term, tactic is short term
that the results must be certain and definite Strategy can not be reversed
Due to uncertainties, investment appraisal methods Strategy is made by to management, tactic is made by
ONLY act as guides which help managers make their final department heads, subordinates
decision Strategies affect every department, tactics are
Different methods can lead to conflicting results. It department/division specific
depends on the manager’s attitude towards risk
Business objectives must be considered 18.6. Competitive advantage
It is an edge a business has over other businesses
18. What is Strategic Can be achieved through –
Cheaper price
Management? USP (product differentiation)
Quality
18.1. Corporate Strategy Brand loyalty
Same product, cheaper price
A strategy is a plan, used as a basis to create tactics. They Better quality, higher price
are used to help achieve overall objectives. How to achieve this –
Tactics are smaller, short-term plans to achieve strategies Market research
Strategic management involves managing resources Lean production
(factors of production) to achieve your plans and Training
strategies. Process innovation
Strategic management is a long term process. Decisions Technology/automation
are made by board of directions, CEO, CFO (senior
managers)
Organisational structure must be adapted to the strategy
19. Strategic Analysis
to continue efficient production
It is the process of conducting research into the business
environment within which an organisation operates, and
18.2. Stages of strategic management into the organisation itself, to help form future strategies
It involves looking in detail, at the current position and
1. Analyse the present situation
predict changes to the future, ensuring they fit with the
2. Set vision, mission and objectives
long term strategy
3. Prepare strategies
Answers 3 main questions:
4. Integration – coordinating between different
Where is the business now?
departments
How might the business be affected by what is
5. Allocate resources
happening or likely to happen?
6. Monitor, review and evaluate
How could the business respond to these likely
changes?
18.3. Factors considered when choosing \
a strategy?
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Planning action within existing products Helps firms identify whether or not to enter the market –
Planning introduction of new products profitability, competition, whether or not to stay in the
Business success depends on the accuracy of analysis, market
skills and experience of managers Develop strategies to improve competitive position
Can not predict future, tell what will have to future sales Product differentiation
Only a planning tool, very complex Buying out rivals
Assumes high profit and high market share are directly Market segmentation
linked Communicate and collude with competitors
Rapidly changing markets, may not remain the same
19.6. Porter’s Five Force Analysis Complex
Michael Porter identified 5 main forces that models an 19.7. Core competencies
industry
Core competence is an important business capability that
It can be used to build a competitive edge and helps gives a firm competitive advantage
understand the business’s external environment Develop core competencies to gain competitive
advantage as they help develop core products
Core products are products based on a business’s core
competences, but not necessarily for the final consumer
Being good at one product isn’t the same as their core
competence
It depends on integrating multiple technologies and
different product skills which already exist in the business
Doesn’t always require huge R&D expenditure
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21.4. Corporate plans - what do they 21.7. Corporate culture - what is meant
contain? by this
A corporate plan is a methodical plan containing the Corporate culture is the values, attitudes and beliefs of
details of the organisation’s central objectives and the the people working in an organisation that control the
strategies to be followed to achieve them way they interact with each other and with external
They include: stakeholder groups
Overall objectives Corporate culture - the way we do things around here
Strategies to meet objectives The culture of an organisation gives it a sense of identity
Main objectives of each key departments It effects the way employees act, take decisions
21.5. Corporate plans - what are they 21.8. The main types of corporate
for? culture
Helps have a clear focus and a sense of purpose Concentrating power among just a few people
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Lead change, not just manage it 21.15. Contingency planning and crisis
Managing change involves:
management
New objectives
It involves preparing an organisation’s resources for
Resources (FOP and finance) available for
unlikely events
implementation
It involves identifying how to minimise the potential
Actions to ensure change is introduced
impact of a disaster and prevent it from happening in the
Leading change involves:
first place
Worker motivation at all levels of hierarchy
Steps in contingency planning:
Dynamic leaders
Identify the potential disasters that could affect the
Corporate culture which encourages change
business
Support available for all managers to make the
Assess the likelihood of these occurring
process easier
Minimise the potential impact of risks
Involves protecting the company’s assets,
Project champion
reputation and public goodwill
Project champion is a person assigned to support and Plan for continued operations of the business
drive a project forward, who explains the benefits of Advantages and limitations of contingency planning:
change and supports the team in its implementation \
Someone who has enough influence in the organisation
Not involved in day-to-day planning and implementation
Help remove barriers to implementation
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Planning Benefits –
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