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SQA Higher Business Management

Higher · SQABusiness Studies45 appunti in 5 cartelle, 244 KB

45 note di ripasso per SQA Higher Business Studies, create da cookie, in 5 sezioni che seguono gli argomenti del corso.

Notes for SQA Higher Business Management (course specification C810 76, version 3.0, valid from session 2026-27), in folders for the five areas of study in the specification's order: Understanding business, Management of marketing, Management of operations, Management of people and Management of finance. Each folder has a note for each topic, with theories, methods, costs and benefits set out and worked examples for the financial statements and ratios.

Aggiungendole, ne verrà copiata una versione nelle tue note, in una cartella dedicata con le cartelle qui sotto. Potrai modificarle e trasformarle in flashcard o in un mazzo di domande. Scaricandole otterrai un file zip con file markdown, che si aprono in qualsiasi app per prendere appunti.

Contenuto

  • Understanding business
    • The role of business in society4 KB
    • Private limited and public limited companies5 KB
    • Franchising and multinationals5 KB
    • Public-sector and third-sector organisations5 KB
    • Business objectives7 KB
    • Internal growth4 KB
    • External growth and outsourcing6 KB
    • External factors8 KB
    • Internal factors6 KB
    • Stakeholders5 KB
    • Organisational structures and groupings7 KB
    • Types of decisions and the role of a manager4 KB
    • Quality decisions, measuring success and SWOT analysis5 KB
  • Management of marketing
    • Customers5 KB
    • Market research and sampling7 KB
    • The marketing mix and the product4 KB
    • The product life cycle and extension strategies5 KB
    • Product portfolios and the Boston Matrix4 KB
    • Pricing strategies6 KB
    • Place6 KB
    • Promotion5 KB
    • People, process and physical evidence5 KB
    • Technology in marketing5 KB
  • Management of operations
    • Inventory management and control levels5 KB
    • Just-in-time, storage and warehousing5 KB
    • Methods of production4 KB
    • Quality control, quality assurance and quality management5 KB
    • Quality standards, benchmarking, quality circles and mystery shopping5 KB
    • Ethical and environmental operations5 KB
    • Technology in operations4 KB
  • Management of people
    • Workforce planning and recruitment6 KB
    • Selection methods5 KB
    • Training, development and appraisal6 KB
    • Motivation and motivation theories6 KB
    • Leadership styles4 KB
    • Employee relations7 KB
    • Employment legislation7 KB
    • Technology in human resources5 KB
  • Management of finance
    • Sources of finance8 KB
    • Cash budgets and cash flow6 KB
    • The Income Statement6 KB
    • The Statement of Financial Position5 KB
    • Ratio analysis: profitability6 KB
    • Ratio analysis: liquidity and efficiency6 KB
    • Technology in finance4 KB

La prima nota

Understanding business / The role of business in society

What business activity does

A business takes inputs such as raw materials, labour, premises and money, and turns them into goods or services that people want to buy. When the output is worth more to customers than the inputs cost, the business has added value. A baker who turns flour, yeast and an hour of work into bread that sells for far more than the ingredients cost has added value, and the difference pays the wages, the rent and the owner's return.

Businesses matter to society beyond the goods themselves. They create jobs, and those jobs give people an income to spend elsewhere in the economy. They pay taxes, which fund schools, hospitals and roads. They help satisfy the needs of customers, and because they compete for those customers they have a reason to improve products, cut prices and bring in new ideas. They also create wealth for owners and shareholders, and for the pension funds that hold shares on behalf of ordinary savers.

The same activity can cause harm. A factory may pollute a river, a retailer may pay low wages, and a company that closes a plant may leave a town without work. Society therefore expects businesses to operate within the law and increasingly within ethical standards, which is why social responsibility appears as an objective in its own right.

Customer needs change, and so does the environment businesses work in. New technology, a change in tastes or a new competitor can make a successful product out of date, so a business has to keep adapting if it is to keep adding value.

Sectors of industry

Industries are grouped by what stage of production they carry out.

SectorWhat it doesExamples
PrimaryExtracts or grows natural resourcesFarming, fishing, forestry, mining, oil and gas extraction
SecondaryTurns raw materials into finished or part-finished goodsManufacturing, construction, food processing, shipbuilding
TertiaryProvides servicesRetail, banking, transport, tourism, education, health care
QuaternaryDeals in knowledge and informationResearch and development, information technology, consultancy, data analysis

Each sector depends on the others. A fish farm in the primary sector supplies a processing plant in the secondary sector, which supplies a supermarket in the tertiary sector, and each of them may buy advice or software from the quaternary sector.

In developed economies such as the UK, most people are employed in the tertiary sector, with the primary sector employing relatively few because of mechanisation. As an economy develops, the weight of activity tends to move from primary towards secondary and then tertiary and quaternary work. The movement matters to a business because the skills it needs and the customers it serves change along with it.

Sectors of the economy

The economy can also be divided by who owns and controls the organisation.

  • The private sector is made up of organisations owned by individuals or groups of shareholders and run mainly to make a profit, such as sole traders, partnerships, private limited companies and public limited companies.
  • The public sector is made up of organisations owned and controlled by central or local government and paid for mainly from taxation, such as the NHS, state schools and local councils.
  • The third sector is made up of organisations that are neither owned by the government nor run to make a profit for owners: charities, voluntary groups and social enterprises. Any surplus they make goes back into their purpose.

Some activity sits across the boundary. A state-owned body that sells services at a charge, or a charity that runs shops, behaves partly like a private business, and a private company may deliver a service that the public sector pays for. Knowing which sector an organisation sits in tells a student its likely objectives, where its money comes from and who controls its decisions.

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