Business Studies Year 12 & 13

Year 12 & 13 Course Modules - 3.1 What is Business?
Year 12 & 13 Course Modules - 3.2 Managers, leadership and decision making
  • 3.2.2 Understanding management decision making
    • The value of decision making based on data (scientific decision making) and on intuition
    • The use and value of decision trees in decision making
    • Influences on decision making
  • 3.2 Managers, leadership and decision making
    • The need to consider stakeholder needs when making decisions
    • Stakeholder needs and the possible overlap and conflict of these needs
    • Influences on the relationship with stakeholders
    • How to manage the relationship with different stakeholders
Year 12 & 13 Course Modules - 3.3 Decision making to improve marketing performance
  • 3.3.1 Setting marketing objectives
    • The value of setting marketing objectives
    • External and internal influences on marketing objectives and decisions
  • 3.3.2 Understanding markets and customers
    • The value of primary and secondary  marketing research
    • The value of sampling
    • The interpretation of marketing data
    • The value of technology in gathering and analysing data for marketing decision making
    • The interpretation of price and income elasticity of demand data
    • The value of the concepts of price and income elasticity of demand to marketing decision makers
    • The use of data in marketing decision making and planning
  • 3.3.3 Making marketing decisions: segmentation, targeting, positioning
    • The process and value of segmentation, targeting and positioning
    • Influences on choosing a target market and positioning
  • 3.3.4 Making marketing decisions: using the marketing mix
    • The elements of the marketing mix (7Ps)
    • The influences on and effects of changes in the elements of the marketing mix
    • Product decisions
    • Pricing decisions
    • Decisions about the promotional mix
    • Distribution (place) decisions
    • Decisions relating to other elements of the marketing mix: people process and physical environment
    • The importance of and influences on an integrated marketing mix
    • Understanding the value of digital marketing  and e-commerce
Year 12 & 13 Course Modules - 3.4 Decision making to improve operational performance
Year 12 & 13 Course Modules - 3.5 Decision making to improve financial performance
  • 3.5.1 Setting financial objectives
    • The value of setting financial objectives
    • The distinction between cash flow and profit
    • The distinction between gross profit, operating profit and profit for the year
    • Revenue, costs and profit objectives
    • Cash flow objectives
    • Objectives for investment (capital expenditure) levels
    • Capital structure objectives
    • External and internal influences on financial objectives and decisions
  • 3.5.2 Analysing financial performance
    • How to construct and analyse budgets and cash flow forecasts
    • The value of budgeting
    • How to construct and interpret break-even charts
    • How to calculate and illustrate on a break-even chart the effects of changes in price, output and cost
    • The value of break-even analysis
    • How to analyse profitability
    • How to analyse timings of cash inflows and outflows
    • The use of data for financial decision making and planning
  • 3.5.3 Making financial decisions: sources of finance
    • Internal and external sources of finance
    • Advantages and disadvantages of different sources of finance for short- and long-term uses
  • 3.5.4 Making financial decisions: improving cash flow and profits
    • Methods of improving cash flow
    • Methods of improving profits and profitability
    • Difficulties improving cash flow and profit
Year 12 & 13 Course Modules - 3.6 Decision making to improve human resource performance
Year 12 & 13 Course Modules - 3.7 Analysing the strategic position of a business
Year 12 & 13 Course Modules - 3.8 Choosing strategic direction
Year 12 & 13 Course Modules - 3.9 Strategic methods: how to pursue strategies
  • 3.9.1 Assessing a change in scale
    • The reasons why businesses grow or retrench
    • The difference between organic and external growth
    • How to manage and overcome the problems of growth or retrenchment
    • The impact of growth or retrenchment on the functional areas of the business
    • Assessing methods and types of growth
  • 3.9.2 Assessing innovation
    • The pressures for innovation
    • The value of innovation
    • The ways of becoming  an innovative organisation
    • How to protect innovation and intellectual property
    • The impact of an innovation strategy on the functional areas of the business
  • 3.9.3 Assessing internationalisation
    • Reasons for targeting, operating in and trading with international markets
    • Factors influencing the attractiveness of international markets
    • Reasons for producing more and sourcing more resources abroad
    • Ways of entering international markets and value of different methods
    • Influences on buying, selling and producing abroad
    • Managing international business including pressures for local responsiveness and pressures for cost reduction
    • The impact on internationalisation for the functional areas of the business
  • 3.9.4 Assessing greater use of digital technology
    • The pressures to adopt digital technology
    • The value of digital technology
    • The impact of digital technology on the functional areas of the business
Year 12 & 13 Course Modules - 3.10 Managing strategic change
  • 3.10.1 Managing change
    • Causes of and pressures for change
    • The value of change
    • The value of a flexible organisation
    • The value of managing information and knowledge
    • Barriers to change
    • How to overcome barriers to change
  • 3.10.2 Managing organisational culture
    • The importance of organisational culture
    • The influences on organisational culture
    • The reasons for and problems of changing organisational culture
  • 3.10.3 Managing strategic implementation
    • How to implement strategy effectively
    • The value of leadership in strategic implementation
    • The value of communications in strategic implementation
    • The importance of organisational structure in strategic implementation
    • The value of network analysis in strategic implementation
  • 3.10.4 Problems with strategy and why strategies fail
    • Difficulties of strategic decision making and implementing strategy
    • Planned vs emergent strategy
    • Reasons for strategic drift
    • The possible effect of the divorce between ownership and control
    • Evaluating strategic performance
    • The value of strategic planning
    • The value of contingency planning

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