GCSE Business: Business in the Real World — Revision Notes

Condensed for the final weeks. For the full explanation, use the Business in the Real World study guide.

Purpose and enterprise

Businesses satisfy needs (essential) and wants (desirable) and create added value:

added value = selling price - cost of bought-in materials

Increase it by branding, better design, superior service or convenience — or by cutting input costs. Added value is not profit; wages, rent and overheads still come out of it.

Entrepreneurs organise resources, take risks and make decisions. Motives: profit, independence, pursuing an interest, filling a gap in the market. Risks: losing personal savings, and unlimited liability for sole traders.

Ownership

Structure	Liability	Advantages	Disadvantages
Sole trader	Unlimited	Easy to set up, all profit, full control	All the risk, limited capital, no continuity
Partnership	Unlimited	More capital, shared workload and skills	Shared profit, disagreements, joint liability
Private limited (Ltd)	Limited	Separate legal identity, easier to raise capital	Formation costs, accounts filed publicly
Public limited (plc)	Limited	Large capital from the stock market, prestige	Expensive, public accounts, takeover risk, divorce of ownership from control

Unlimited liability means personal assets can be taken to pay business debts. Limited liability means the owner loses only what they invested. That phrase — personal assets — is what mark schemes reward.

A plc is private sector, not government-owned. Confusing “public limited company” with “public sector” is a very common error.

Franchising: the franchisee gains a proven brand, training and lower risk, but pays fees and royalties and has little independence. The franchisor expands rapidly with limited capital, but risks brand damage from a badly run outlet.

Stakeholders

Owners, employees, customers, suppliers, government, local community, lenders.

Conflict, not lists, is where the marks are:

• Owners want lower costs; employees want higher pay.
• Owners want higher margins; customers want lower prices.
• Expansion brings jobs to a community but also traffic and noise.

A top answer names the conflict, explains why the interests oppose, then judges whose interest should take priority in that specific business.

Business aims and objectives

Survival (the priority for a start-up), profit, growth, market share, customer satisfaction, and social or environmental objectives.

Objectives change over time — survival first, then profit and growth once established — and differ by size and sector.

SMART objectives are Specific, Measurable, Achievable, Relevant, Time-bound. “Increase sales” is not an objective; “increase sales by 10% within twelve months” is.

Location

Factors: proximity to the market, to raw materials, to labour, transport links, cost of premises, competitors, and government incentives.

Weight-losing industries locate near raw materials, because moving the lighter finished product is cheaper. Weight-gaining and service industries locate near the market. E-commerce weakens the pull of the physical market but increases the need for good distribution.

Growth

Internal (organic) — new products, outlets or markets. Slower but retains control and carries less risk.

External — merger or takeover:

Type	Meaning
Horizontal	Same industry, same stage
Vertical forward	Towards the customer
Vertical backward	Towards the supplier
Conglomerate	Unrelated industry, spreading risk

Economies of scale lower average cost; diseconomies raise it when the business grows too large to communicate and coordinate well.

Business planning

A business plan contains the business idea, aims and objectives, target market and market research, marketing plan, operations, finances and cash-flow forecast, and details of the people involved.

Its two purposes are distinct: it secures finance from lenders and investors, and it forces the owner to think through risks before committing money. Plans can become out of date quickly and are based on forecasts that may prove wrong — a fair evaluation says so.

A business plan is still valuable even for a self-funding entrepreneur who is not seeking external finance: it forces them to think through practical detail before committing their own money, reducing the risk of costly mistakes, and it lets them judge for themselves whether the idea is genuinely financially viable rather than relying on optimism alone.

Exam traps

• Confusing added value with profit.
• Saying limited liability means limited debts.
• Treating a plc as government-owned.
• Listing stakeholders instead of explaining a conflict.
• Objectives that are not SMART.
• Saying economies of scale reduce total costs.
• Generic answers not applied to the business in the case study.

Self-test

1. Define added value and give two ways of increasing it.
2. Distinguish unlimited from limited liability.
3. Why is a plc part of the private sector?
4. Explain one stakeholder conflict in full.
5. Give the two main purposes of a business plan.

Answers: 1. Selling price minus the cost of bought-in materials; raise it by branding or improved design and service, or by reducing input costs. 2. Unlimited liability means the owner’s personal assets can be seized to pay business debts; limited liability restricts losses to the amount invested. 3. It is owned by shareholders who buy its shares on the stock market, not by the government — “public” refers to who may buy shares. 4. For example, owners want to cut costs to raise profit while employees want higher wages and better conditions; the same money cannot satisfy both. 5. To raise finance from lenders or investors, and to force the owner to think through the risks before committing money.