AQA Business for A Level (Marcouse) Answer Guide
Published on 26. February 2016
Book
Paperback/Softback
248 pages
978-1-4718-3564-3 (ISBN)
Description
- Covers all of the questions from the textbook
- Mirroring the textbook so you can quickly and easily find the material you are looking for.
- Mirroring the textbook so you can quickly and easily find the material you are looking for.
More details
Language
English
Place of publication
United Kingdom
Publishing group
Hachette Learning
Target group
College/higher education
Interest Age: From 16 to 19 years
Product notice
Paperback (UK-trade)
Dimensions
Height: 295 mm
Width: 217 mm
Thickness: 16 mm
Weight
753 gr
ISBN-13
978-1-4718-3564-3 (9781471835643)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Ian Marcouse is a former Chief Examiner as well as bestselling Business author. He launched the A-Z brand and has published several successful books as well as editing Business Review magazine.
Content
Section 1: What is Business?
Chapter 1: Understanding the nature and purpose of business
Chapter 2: Different business forms
Chapter 3: Issues in understanding different business forms
Chapter 4: Understanding that businesses operate within an external environment
Section 2: Managers, leadership and decision-making
Chapter 5: What managers do
Chapter 6: Types of management and leadership styles and their effectiveness
Chapter 7: Understanding management decision-making
Chapter 8: Decision trees
Chapter 9: Opportunity cost
Chapter 10: Understanding the role and importance of stakeholders
Section 3: Decision-making to improve marketing performance
Chapter 11: Marketing and decision-making
Chapter 12: Marketing and competitiveness
Chapter 13: Setting marketing objectives
Chapter 14: Understanding markets
Chapter 15: Market research and sampling
Chapter 16: The interpretation of marketing data
Chapter 17: Price and income elasticity of demand
Chapter 18: Market data and analysis
Chapter 19: Segmentation, targeting and positioning
Chapter 20: Niche and mass marketing
Chapter 21: Marketing mix: 7Ps
Chapter 22: Product decisions: product life cycle and product portfolio
Chapter 23: Pricing decisions
Chapter 24: Place and promotion decisions
Chapter 25: Integrating the marketing mix
Section 4: Decision-making to improve operational performance
Chapter 26: Setting operational objectives
Chapter 27: Efficiency and labour productivity
Chapter 28: Lean production
Chapter 29: Capacity utilisation
Chapter 30: Technology and operational efficiency
Chapter 31: Analysing operational performance
Chapter 32: Improving quality
Chapter 33: Managing supply chains
Chapter 34: Managing inventory
Chapter 35: Decision-making to improve operational performance
Section 5: Decision-making to improve financial performance
Chapter 36: Financial objectives
Chapter 37: Calculating revenue, costs and profit
Chapter 38: Break-even analysis
Chapter 39: Cash flow management
Chapter 40: Budgets and budgeting
Chapter 41: Profit and how to increase it
Chapter 42: Cash flow versus profit
Chapter 43: Sources of finance
Chapter 44: Decision-making to improve financial performance
Section 6: Decision-making to improve human resource performance
Chapter 45: Setting human resource objectives
Chapter 46: Motivation and engagement in theory
Chapter 47: Motivation and engagement in practice
Chapter 48: Improving organisational design
Chapter 49: Managing the human resource flow
Chapter 50: Improving employer-employee relations
Chapter 51: Analysing human resource performance
Chapter 52: Decision-making and improved HR performance
Section 7: Analysing the strategic position of a business
Chapter 53: Influences on the mission of a business
Chapter 54: Corporate objectives, strategy & tactics
Chapter 55: The impact of strategic decision making on functional decision making
Chapter 56: The value of SWOT analysis
Chapter 57: Financial objectives and constraints
Chapter 58: Balance sheets and income statements
Chapter 59: Financial ratio analysis
Chapter 60: Value and limitations of financial ratios
Chapter 61: How to analyse data other than financial statements
Chapter 62: Assessing short- and long-term performance
Chapter 63: Different measures of assessing business performance
Chapter 64: Changes in the political and legal environment
Chapter 65: The impact of government policy
Chapter 66: The impact of changes in the economic environment
Chapter 67: Globalisation and emerging economies
Chapter 68: The impact of social change
Chapter 69: The social environment including CSR
Chapter 70: Technological change
Chapter 71: The competitive environment
Chapter 72: Analysing strategic options
Chapter 73: Investment appraisal
Chapter 74: Sensitivity analysis
Section 8: Choosing strategic direction
Chapter 75: Strategic direction: Ansoff's matrix
Chapter 76: Competitive advantage
Chapter 77: Strategic positioning
Section 9: Strategic methods: how to pursue strategies
Chapter 78: Growth and retrenchment
Chapter 79: Economies and diseconomies of scale
Chapter 80: Methods and types of growth
Chapter 81: Innovation
Chapter 82: Becoming an innovative organisation
Chapter 83: Protecting innovative ideas
Chapter 84: Reasons for trading internationally
Chapter 85: Attractiveness of international markets
Chapter 86: China and India
Chapter 87: Targeting overseas markets
Chapter 88: Managing international business
Chapter 89: Digital technology
Section 10: Managing strategic change
Chapter 90: Causes and value of change
Chapter 91: The flexible organisation
Chapter 92: Barriers to change
Chapter 93: Organisational culture
Chapter 94: Strategic implementation
Chapter 95: Network analysis and strategic implementation
Chapter 96: Problems with strategy
Chapter 97: Understanding assessment objectives
Chapter 98: Tackling data response questions
Chapter 99: How to revise for business exams
Chapter 1: Understanding the nature and purpose of business
Chapter 2: Different business forms
Chapter 3: Issues in understanding different business forms
Chapter 4: Understanding that businesses operate within an external environment
Section 2: Managers, leadership and decision-making
Chapter 5: What managers do
Chapter 6: Types of management and leadership styles and their effectiveness
Chapter 7: Understanding management decision-making
Chapter 8: Decision trees
Chapter 9: Opportunity cost
Chapter 10: Understanding the role and importance of stakeholders
Section 3: Decision-making to improve marketing performance
Chapter 11: Marketing and decision-making
Chapter 12: Marketing and competitiveness
Chapter 13: Setting marketing objectives
Chapter 14: Understanding markets
Chapter 15: Market research and sampling
Chapter 16: The interpretation of marketing data
Chapter 17: Price and income elasticity of demand
Chapter 18: Market data and analysis
Chapter 19: Segmentation, targeting and positioning
Chapter 20: Niche and mass marketing
Chapter 21: Marketing mix: 7Ps
Chapter 22: Product decisions: product life cycle and product portfolio
Chapter 23: Pricing decisions
Chapter 24: Place and promotion decisions
Chapter 25: Integrating the marketing mix
Section 4: Decision-making to improve operational performance
Chapter 26: Setting operational objectives
Chapter 27: Efficiency and labour productivity
Chapter 28: Lean production
Chapter 29: Capacity utilisation
Chapter 30: Technology and operational efficiency
Chapter 31: Analysing operational performance
Chapter 32: Improving quality
Chapter 33: Managing supply chains
Chapter 34: Managing inventory
Chapter 35: Decision-making to improve operational performance
Section 5: Decision-making to improve financial performance
Chapter 36: Financial objectives
Chapter 37: Calculating revenue, costs and profit
Chapter 38: Break-even analysis
Chapter 39: Cash flow management
Chapter 40: Budgets and budgeting
Chapter 41: Profit and how to increase it
Chapter 42: Cash flow versus profit
Chapter 43: Sources of finance
Chapter 44: Decision-making to improve financial performance
Section 6: Decision-making to improve human resource performance
Chapter 45: Setting human resource objectives
Chapter 46: Motivation and engagement in theory
Chapter 47: Motivation and engagement in practice
Chapter 48: Improving organisational design
Chapter 49: Managing the human resource flow
Chapter 50: Improving employer-employee relations
Chapter 51: Analysing human resource performance
Chapter 52: Decision-making and improved HR performance
Section 7: Analysing the strategic position of a business
Chapter 53: Influences on the mission of a business
Chapter 54: Corporate objectives, strategy & tactics
Chapter 55: The impact of strategic decision making on functional decision making
Chapter 56: The value of SWOT analysis
Chapter 57: Financial objectives and constraints
Chapter 58: Balance sheets and income statements
Chapter 59: Financial ratio analysis
Chapter 60: Value and limitations of financial ratios
Chapter 61: How to analyse data other than financial statements
Chapter 62: Assessing short- and long-term performance
Chapter 63: Different measures of assessing business performance
Chapter 64: Changes in the political and legal environment
Chapter 65: The impact of government policy
Chapter 66: The impact of changes in the economic environment
Chapter 67: Globalisation and emerging economies
Chapter 68: The impact of social change
Chapter 69: The social environment including CSR
Chapter 70: Technological change
Chapter 71: The competitive environment
Chapter 72: Analysing strategic options
Chapter 73: Investment appraisal
Chapter 74: Sensitivity analysis
Section 8: Choosing strategic direction
Chapter 75: Strategic direction: Ansoff's matrix
Chapter 76: Competitive advantage
Chapter 77: Strategic positioning
Section 9: Strategic methods: how to pursue strategies
Chapter 78: Growth and retrenchment
Chapter 79: Economies and diseconomies of scale
Chapter 80: Methods and types of growth
Chapter 81: Innovation
Chapter 82: Becoming an innovative organisation
Chapter 83: Protecting innovative ideas
Chapter 84: Reasons for trading internationally
Chapter 85: Attractiveness of international markets
Chapter 86: China and India
Chapter 87: Targeting overseas markets
Chapter 88: Managing international business
Chapter 89: Digital technology
Section 10: Managing strategic change
Chapter 90: Causes and value of change
Chapter 91: The flexible organisation
Chapter 92: Barriers to change
Chapter 93: Organisational culture
Chapter 94: Strategic implementation
Chapter 95: Network analysis and strategic implementation
Chapter 96: Problems with strategy
Chapter 97: Understanding assessment objectives
Chapter 98: Tackling data response questions
Chapter 99: How to revise for business exams