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AQA A-Level Business

A-Level · AQABusiness Studies47 notes in 10 folders, 265 KB

Notes for AQA A-Level Business (7132), in folders for the specification's ten topic areas in order, from the nature of business through marketing, operations, finance and people to strategic analysis, direction, methods and change. Each folder has one note per sub-topic or small group of sub-topics, with calculations worked through. Delete the last four folders if you take AS only.

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What is inside

  • What is business
    • Business objectives and mission6 KB
    • Business forms and ownership7 KB
    • The external environment and business5 KB
  • Managers, leadership and decision making
    • Management and leadership styles6 KB
    • Decision making6 KB
    • Stakeholders5 KB
  • Marketing management
    • Marketing objectives and market research5 KB
    • Sampling, interpreting marketing data and elasticity7 KB
    • Segmentation, targeting and positioning5 KB
    • Product decisions6 KB
    • Pricing, promotion and place5 KB
    • The extended mix, integration and digital marketing5 KB
  • Operational management
    • Operational objectives and performance data5 KB
    • Efficiency, capacity and lean production6 KB
    • Improving quality4 KB
    • Inventory management4 KB
    • Supply chains, matching supply to demand and outsourcing5 KB
  • Financial management
    • Financial objectives, profit and profitability6 KB
    • Budgets and variance analysis4 KB
    • Cash flow forecasts5 KB
    • Break-even analysis5 KB
    • Sources of finance6 KB
    • Improving cash flow and profits4 KB
  • Human resource management
    • Human resource objectives, approaches and data6 KB
    • Organisational structure and design5 KB
    • Managing the human resource flow6 KB
    • Theories of motivation5 KB
    • Methods of motivation6 KB
    • Employer-employee relations5 KB
  • Analysing the strategic position of a business
    • Mission, objectives, strategy, tactics and SWOT6 KB
    • Financial ratio analysis6 KB
    • Overall performance and the triple bottom line5 KB
    • Political and legal change6 KB
    • Economic change7 KB
    • Social and technological change and corporate social responsibility6 KB
    • Porter's five forces6 KB
    • Investment appraisal5 KB
  • Choosing strategic direction
    • The Ansoff matrix5 KB
    • Strategic positioning and competitive advantage6 KB
  • Strategic methods
    • Growth and retrenchment9 KB
    • Innovation and intellectual property6 KB
    • Globalisation and international business7 KB
    • Digital technology4 KB
  • Managing strategic change
    • Managing change7 KB
    • Organisational culture5 KB
    • Strategic implementation and network analysis6 KB
    • Why strategies fail6 KB

The first note

What is business / Business objectives and mission

## Why businesses exist A business exists to combine resources (land, labour, capital and enterprise) into goods or services that customers will pay for, and to do so well enough to keep going. Who it does this for depends on who owns it: a company owned by shareholders usually exists to earn them a return, a charity exists to serve a cause, and a cooperative exists for its members. The owners' purpose shapes what the business tries to achieve, which is set out in its mission and its objectives. The **mission** is a statement of the business's overall purpose: what it does, for whom and to what standard. It is broad, rarely changes and is not measurable. A mission such as providing affordable, healthy food to families gives direction, but it does not say what to do this year. An **objective** is a specific, measurable target that moves the business towards its mission. Objectives are what managers are judged against, so they need a number and a date: raising market share from 12% to 15% within three years, for instance. The mission and the objectives are linked in one direction. The mission sets the boundaries, and the objectives are chosen inside them. A business whose mission is to be the most trusted name in its market will reject an objective of rapid growth if reaching it would mean cutting quality. The objectives then feed down into the targets of each function, such as marketing, operations, finance and human resources, which is how a mission ends up shaping daily…

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