- •Череповецкий государственный университет
- •Кафедра экономики
- •Современный бизнес
- •Contents
- •Введение
- •Unit 1. The effects of demand and supply on business
- •1.1. Markets
- •Test Questions
- •Case study ‘Understanding the Market’
- •1.2. The Operation of Markets
- •If social costs exceed social benefits, the decision to produce a good or service makes society worse off even if the producers make a profit.
- •If social costs are less than social benefits, the decision to produce a good or service will make society better off. Test Questions
- •Case study ‘Record Industry’
- •1.3. The Effects of Government Policy on Markets
- •Indirect taxes
- •Test Questions
- •Unit 2. The competitiveness of a firm
- •2.1. The Performance of an Industry
- •International Trade
- •International comparisons
- •2.2. Government Action to Improve Competitiveness
- •2.3. Government Action and International Trade
- •2.4. Business Competitive Strategies
- •Test questions
- •Case Study
- •Unit 3. Business Organisations
- •3.1. Types of Business Organization
- •3.2. Organizational Structures
- •3.3. Factors Influencing the Organisational Structure
- •Internal factors
- •Test Questions
- •Case Study ‘Business Organisation & Structure’
- •Unit 4. Administrative systems
- •4.1. The Purpose of Administrative System
- •4.2. Administration Functions in Business
- •4.3. Evaluating Administrative Systems
- •4.4. Information Technology in Administration
- •Test Questions
- •Case Study ‘Satellite Supplies’
- •Unit 5. Communications Systems
- •5.1. Why Do Businesses Need Communications System?
- •5.2. The Objectives of Communication
- •5.3. Verbal Communication
- •Internal communications
- •5.5. Evaluating Communication Systems in Business
- •Test Questions
- •Case Study ‘Can You Communicate?’
- •Unit 6. Information Processing
- •6.1. The Purposes of Information Processing
- •6.2. Types of Information Processing Systems
- •Information Technology: positive and negative effects
- •6.3. Evaluating Information Processing Systems
- •Test Questions
- •Case Study “Information Technologies in Business”
- •Unit 7. The principles and functions of marketing
- •7.1. What is Marketing?
- •7.2. The Objectives of Marketing
- •7.3. Implementing the Marketing Mix
- •Test Questions
- •Unit 8. Market Research
- •8.1. What is Market Research?
- •8.2. Sources of Marketing Information
- •Information requirements
- •Internal sources
- •8.3. Primary Research
- •8.4. Market Changes
- •Information on sales
- •Test Questions
- •Case Study ‘Sun Rush’
- •4M Brits shrug off gloom in sun rush
- •Unit 9. Marketing Communications
- •9.1. Targeting an Audience
- •9.2. How to Reach a Target Audience
- •9.3. Product Performance
- •9.4. Guidelines and Controls on Marketing Communications
- •Test Questions
- •Case Study ‘Marketing Communication’
- •Unit 10. Customer Service and Sales Methods
- •10.1. ‘The Customer Is Always Right’
- •10.2. Placing the Product – Distribution
- •Indirect distribution via intermediaries
- •10.3. Closing the Sale
- •Test Questions
- •Case Study ‘Company Handbook’
- •Unit 11. Production
- •11.1. What is Production?
- •11.2. Just in Time Production and Total Quality Management
- •11.3. Improving the Productivity of Labour
- •11.4. Health and Safety at Work
- •11.5. Reducing Pollution from Production
- •In the working environment
- •In the natural environment
- •Test Questions
- •Case Study ‘Production and Productivity Consulting’
- •11.6. The Costs of Production
- •Identifying business costs
- •Indirect costs
- •Insurance
- •Variable costs
- •Test Questions
- •Case study ‘Waterhouse Waffles’
- •Unit 12. Pricing decisions and strategies
- •12.1. The Pricing Decision
- •12.2. Cost-Based Pricing
- •12.3. Market-Based Pricing
- •12.4. Competition-Based Pricing
- •12.5. Problems with Demand- and Competition-Based Pricing
- •Test Questions
- •Case Study ‘What Price Promotion?’
- •Unit 13. Monitoring business performance
- •13.1. Accounting for Business Control
- •13.2. Budgetary Control
- •Variance analysis
- •13.3. Ratio analysis
- •Test Questions
- •Case Study ‘Business Performance’
- •Unit 14. Preparing a business plan
- •14.1. What Is a Business Plan?
- •14.2. The Purposes of a Business Plan
- •14.3. Legal and Insurance Implications
- •Insurance
- •14.4. Business Resources
- •14.5. Potential Support for a Business Plan
- •Some review questions
- •Unit 15. Producing a Business Plan
- •15.1. Business Objectives and Timescales
- •15.2. The Marketing Plan
- •15.3. The Production Plan
- •15.4. The Financial Plan
- •15.5. Conclusion
- •Some Review Questions
- •Case Study ‘Business Plan’
14.5. Potential Support for a Business Plan
Why do businesses need support?
The main aims of a business are to raise finance from sources external to the business, such as banks, and to provide a means of monitoring and evaluating the progress of the business over time by comparing outturn to plans. Although a wide range of people may expect to see a business plan, would-be entrepreneurs are not expected to produce the business plan single-handed. A wide range of help and advice is available.
When writing a business plan for a new venture, the following kinds of expertise will be needed:
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Financial: to help construct a cashflow forecast, open a balance sheet and profit and loss statement, and advise on VAT, National Insurance, and income tax
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Legal: to assist in registering a company and drawing up contracts with suppliers, customers, and staff
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Human resources: to advise on employment law, advertising, recruitment, selection, and training
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Production: to help set up, run and manage production facilities, develop products, select suppliers, machinery, and premises, and negotiate contracts
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Sales and marketing: to organize market research, create and implement a sales and marketing plan, determine product promotion, distribution and selling strategies, sales targets and after-sales service
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Management: to assist in setting realistic and achievable deadlines and targets for parts of the business plan. This kind of experience is also needed in order to advise on establishing monitoring and review systems for the business.
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IT: increasingly firms are making use of new technology to help with administration, communications, and information processing. Buying and installing IT will require some technical knowledge.
For an existing business considering expansion into a new venture, advice on the above areas is likely to be available from staff already working in the accounts, administration, human resources, production, and sales and marketing departments. But for those businesses newly starting up, advice and support from a variety of external sources will be required. Existing organizations can also take advantage of this support.
External sources of business support
A wide range of organizations and individuals can provide advice to business start-ups:
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Accountants will be able to assist with the creation of cashflow forecasts and initial accounts, as well as with setting up accounting systems in the new firm.
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Banks now all have special business start-up advisers at their local branches, who will offer help, particularly on finance, or suggest other sources of advice.
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Independent financial advisers can investigate and advise on the best sources of business finance and the costs involved, but will charge for this service.
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Solicitors can advise on all legal matters relating to the purchase of leases or freeholds, registration of companies or partnerships, and contracts.
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‘Business Angels’ are individuals and organizations willing to invest money in small businesses in return for a share of profits.
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Local authorities can offer advice and information to businesses in their area to help with marketing, locating premises, training, and raising finance.
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Local Enterprise Agencies offer a ‘one-stop shop’, providing advice and counselling on all aspects of business start-up, often at little or no charge.
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Chambers of Commerce are run by local employers, and can be a good source of advice on practical matters. They will also be able to point out all of the available sources of advice to business start-ups.
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The Department for Trade and Industry (DTI) can provide practical help and guidance through its Enterprise Initiative. This includes:
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financial assistance to help small firms obtain specialist advice on marketing, design, business planning, management information systems, and other topics
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regional selective assistance to firms in development areas
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assistance for innovation, including grants towards collabourative research projects, and access to existing technology through case studies and information
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access to relevant overseas information and advice to exporters
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A host of specialist organizations and consultants exist to provide advice on every aspect of running a business from research and development to production and marketing, communications systems and management structure. However, this advice may be expensive.