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AQA A-Level Business

A-Level · AQABusiness Studies1967 cards

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Flashcards for AQA A-level Business (7132), split into the specification's ten content sections (3.1 What is business? to 3.10 Managing strategic change) and then by sub-section in its order. Every paper can draw on every section, so there is no split by paper. Formulae come with short worked examples, and models and theories are named.

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What is inside (72 subdecks)

  • 3.1 What is business?151 cards
    • 3.1.1 Understanding the nature and purpose of business54 cards
    • 3.1.2 Understanding different business forms66 cards
    • 3.1.3 Understanding that businesses operate within an external environment31 cards
  • 3.2 Managers, leadership and decision making146 cards
    • 3.2.1 Understanding management, leadership and decision making50 cards
    • 3.2.2 Understanding management decision making57 cards
    • 3.2.3 Understanding the role and importance of stakeholders39 cards
  • 3.3 Marketing management320 cards
    • 3.3.1 Setting marketing objectives28 cards
    • 3.3.2 Understanding markets and customers88 cards
      • Elasticity24 cards
      • Interpreting data28 cards
      • Research and sampling36 cards
    • 3.3.3 Making marketing decisions: segmentation, targeting, positioning44 cards
    • 3.3.4 Making marketing decisions: using the marketing mix160 cards
      • Digital marketing and e-commerce13 cards
      • Place decisions and other elements24 cards
      • Pricing decisions31 cards
      • Product decisions51 cards
      • Promotion decisions30 cards
      • The elements and the mix overall11 cards
  • 3.4 Operational management167 cards
    • 3.4.1 Setting operational objectives27 cards
    • 3.4.2 Analysing operational performance31 cards
    • 3.4.3 Making operational decisions to improve performance: increasing efficiency and productivity39 cards
    • 3.4.4 Making operational decisions to improve performance: improving quality25 cards
    • 3.4.5 Making operational decisions to improve performance: managing inventory and supply chains45 cards
  • 3.5 Financial management188 cards
    • 3.5.1 Setting financial objectives31 cards
    • 3.5.2 Analysing financial performance87 cards
      • Break-even34 cards
      • Budgets and cash flow forecasts29 cards
      • Profitability and cash timings24 cards
    • 3.5.3 Making financial decisions: sources of finance49 cards
    • 3.5.4 Making financial decisions: improving cash flow and profits21 cards
  • 3.6 Human resource management244 cards
    • 3.6.1 Setting human resource objectives28 cards
    • 3.6.2 Analysing human resource performance27 cards
    • 3.6.3 Making human resource decisions: improving organisational design and managing the human resource flow86 cards
      • Design34 cards
      • Human resource flow34 cards
      • Structures18 cards
    • 3.6.4 Making human resource decisions: improving motivation and engagement73 cards
      • Financial methods17 cards
      • Non-financial methods21 cards
      • Theories35 cards
    • 3.6.5 Making human resource decisions: improving employer-employee relations30 cards
  • 3.7 Analysing the strategic position of a business300 cards
    • 3.7.1 Mission, corporate objectives, functional objectives and strategy31 cards
    • 3.7.2 Analysing the existing internal position of a business to assess strengths and weaknesses: financial ratio analysis68 cards
      • Financial statements22 cards
      • Ratios46 cards
    • 3.7.3 Analysing the existing internal position of a business to assess strengths and weaknesses: overall performance29 cards
    • 3.7.4 Analysing the external environment to assess opportunities and threats: political and legal change28 cards
    • 3.7.5 Analysing the external environment to assess opportunities and threats: economic change40 cards
    • 3.7.6 Analysing the external environment to assess opportunities and threats: social and technological31 cards
    • 3.7.7 Analysing the external environment to assess opportunities and threats: the competitive environment32 cards
    • 3.7.8 Analysing strategic options: investment appraisal41 cards
  • 3.8 Choosing strategic direction75 cards
    • 3.8.1 Strategic direction: choosing which markets to compete in and what products to offer36 cards
    • 3.8.2 Strategic positioning: choosing how to compete39 cards
  • 3.9 Strategic methods: how to pursue strategies209 cards
    • 3.9.1 Assessing a change in scale83 cards
    • 3.9.2 Assessing innovation44 cards
    • 3.9.3 Assessing globalisation and internationalisation52 cards
    • 3.9.4 Assessing greater use of digital technology30 cards
  • 3.10 Managing strategic change167 cards
    • 3.10.1 Managing change78 cards
    • 3.10.2 Managing organisational culture30 cards
    • 3.10.3 Managing strategic implementation35 cards
    • 3.10.4 Problems with strategy and why strategies fail24 cards

Some of its cards

  • Management
    Organising resources and people to meet objectives, mainly through planning, coordinating and controlling day-to-day activity
  • A model that shows four growth strategies, by whether the business sells existing or new products in existing or new markets
    Ansoff matrix
  • The combination of decisions on product, price, promotion, place, people, process and physical environment used to sell a product
    Marketing mix
  • The way a business arranges its people into layers and groups, showing who reports to whom
    Organisational structure
  • The total value of goods and services produced in a country in a period
    Gross domestic product
  • Return on capital employed
    A profitability ratio that shows the operating profit made for each pound of capital employed
  • Competitive advantage
    An edge over rivals that allows a business to earn above-average returns, from lower costs or a more valued product
  • Money raised from within the business, such as retained profit or the sale of assets
    Internal source of finance
  • The proportion of a business's workforce that leaves in a period
    Labour turnover
  • Investment appraisal
    The process of assessing whether a spending project is likely to be worthwhile, using its forecast costs and returns

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