Principles of Business: Essential
Principles of Business: Essential
Principles
of Business
for CSEC ®
Fourth Edition
SAMPLE
MATERIAL
Dr Alan Whitcomb
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Contents
Preface
How to use this book
v
CONTENTS
Index 302
vi
3 Business organisation
3.1 The functional areas of business
Syllabus reference: Think about it
Section 1;
Now that you are armed with knowledge from Chapter 2, let us take it a bit further to
objectives 8–10 explore the functional areas of a business. Imagine for a moment that you have decided
that you want to go into business. You already know what type of business it is, you have
the capital and you even know the product you want to sell. Would that be enough to put
you on the path to success? Before reading the next section, think about the following
questions and see if you can determine the operational areas of a business.
• How or where will your goods or services be created?
• Will potential customers know about your product or service?
• How will you know that the product meets the needs of the customers and will not harm
them? Will you be using the most efficient methods?
• Do you need to account for how the capital is used to create the product or for the day-
to-day running of the business?
• Do you have all the staff you need? Are you in compliance with the labour laws?
• How many areas did you come up with? Are they the same as the ones below?
The term functional area, in the sense of business, refers to grouping individuals on the
basis of the role or purpose each performs in the organisation. For example, a company’s
marketing department is a functional area that is focused on making potential
customers aware of the products or services it offers (advertising personnel) and selling
to them (sales personnel).
Because functional area personnel work in a relatively narrow aspect of the
overall organisation, they become specialists. As such they become more skilled,
knowledgeable, effective and useful to the business.
There are five functional areas of a business: production, marketing, finance, human
resources, research and development. Each of these will be defined and summarised
here but they are all addressed in greater depth at other places in this book.
Production
Production is the processes and methods used by producers to transform inputs such
as raw materials, semi-produced goods and even ideas, information or knowledge into
goods and services. As an example of this process, take a look at Figure 3.1:
A manufacturer may buy the harvest of the farmer, process it in some way
(for example, put it into cans) and then sell it . . .
to someone else who will market the end product that eventually
reaches the consumer (the purchaser of goods or services).
This ‘journey’ is sometimes referred to as the chain of production and you will learn
more about this later in Chapter 11.
A word of warning! Do not think of production only in terms of creating physical
things. Even the creating of a service is an aspect of production. After all, even a service
is ‘produced’.
Marketing
Marketing refers to all the processes involved in promoting and selling goods or
services in the most profitable and efficient manner. It includes market research and
advertising, as well as the actual selling to the customer. It includes co-ordinating four
elements, sometimes referred to as the four Ps of marketing (see Figure 3.2):
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Finance
Finance is possibly the most important resource of all business functional areas; it is
the lifeblood of any business activity. It plays a vital role in that it provides access to
all the resources employed in the production and marketing of products or services.
The success of any organisation depends essentially on the efficient management of
its finance.
A business needs sufficient capital to get started (start-up capital), and once the
business is established it needs continuous further finance to keep trading or to meet
29
UNIT 1 ORGANISATIONAL PRINCIPLES
the costs of expansion. Finance is needed to meet expenses, such as wages and raw
materials, or to buy machinery or premises. A business must be able to use money
so as to create a regular flow of revenue (income). Revenue creates continuity for
the business so that it can pay the bills and other costs associated with its continued
existence; it also funds the growth of the business.
Business finance is examined in greater depth later in Chapter 14.
Human resources
Human resources (HR) are concerned with managing people within an organisation.
This has been referred to as the glue that holds the organisation together. It includes
six areas:
■ Recruitment: Staff have to be recruited with the appropriate skills and experience to
meet the needs of the organisation. Typically, a firm creates a job description and a
person specification for a post they want to fill, then the HR department is charged
with selecting an appropriate person from those who apply for the vacancy.
■ Safety: Injuries and ill health caused by poor working conditions can prove very
expensive for the organisation. It is a HR responsibility to guard against this occurring
by ensuring provision of safe and comfortable working conditions.
■ Employee relations: Creating and maintaining a strong employer/employee
relationship can be the key to the success of an organisation. Employees tend to be
more productive, efficient and loyal if a strong and positive relationship exists. HR
plays an important role in creating and maintaining such a relationship.
■ Compensation and benefits: For HR, compensation refers to the many ways employers
‘feed back’ for the work an employee carries out. Obviously, paying a fair wage is the
normal way of feeding back to employees, but there are other ways that benefit the
employee, including medical insurance, private pensions, profit sharing, bonuses,
company cars, discounts on company products and so on.
■ Compliance: This is a priority for reputable companies and is concerned with ensuring
that the business conforms to all the labour and employment laws of the area in
which it operates. Failure to meet this obligation can be very expensive, whether in
the form of declining revenue from under-performing and dissatisfied employees or
prosecution for violation of laws.
■ Training and development: This should begin from the time that an employee is
first recruited. Training refers to adapting and improving employee skills for their
current role, whereas development is concerned with developing skills for a future
role. Investment in people in this way not only meets the current needs of the
organisation, but also motivates the employee through recognition of the value of
their future development.
30
3 Business organisation
Finance
Human
Marketing
resources
Business
functional areas
Research &
Production
development
31
UNIT 1 ORGANISATIONAL PRINCIPLES
■ Owners or shareholders are the main stakeholders. They have invested money in the
business (their ‘stake’) and they look for a return on their investment in the form of
dividends and an increase in the value (appreciation) of their shares in the business.
But they have an important role to play, including providing the resources that are
needed, employing suitable workers and ensuring those workers are provided with
safe working conditions and are paid a fair wage.
■ Customers of the business are also stakeholders. They are dependent on the business
for their supplies of finished goods, raw materials or services, and rely on them to
supply them at an economic price, on time and in good condition. And the business,
of course, relies on their customers to buy from them as this is what they are in
business for.
■ Suppliers to the business are stakeholders because they will want the business to be
successful and continue to buy from them as this increases their own potential to
survive and make a profit. Their role is also to provide good quality supplies to the
business at the right time and at the right price.
■ Employees are stakeholders because they are dependent on the business for their
jobs and incomes. Their role is to work efficiently to carry out tasks to achieve the
business’ objectives. When spending their wages, employees are contributing to the
economy, and so their stakeholding has even wider implications.
■ The local community has several interests in businesses; it sees the firm as a local
employer, thus adding to the wealth of the community both locally and nationally.
The community also hopes that the business will help to develop and protect the
local environment.
■ Government is also a stakeholder in a business, as the business pays both local
and central taxes. The fact that the business employs people also further supports
government aims by reducing unemployment and creating income tax. Many
businesses also sell goods and services to other countries through overseas trade
(exports). This contributes to the whole country’s balance of payments and it brings
in foreign currency that adds to the national wealth. Government also has a role to
play in exerting influence that regulates the ethical behaviour of business activities, if
necessary creating legislation.
■ Pressure groups refer to a section of society that has an interest in what the firm
does and who may want to influence the firm in some way. For example, a union
will want to influence the firm to gain the best wages it can for its members. Other
pressure groups may want to influence the business in relation to protection of the
environment, or to support animal welfare issues.
■ Your school is a stakeholder of local businesses too. Schools may be supported by
local businesses in some way; businesses sometimes make generous donations
of gifts or money to schools. Schools may send their students to them for work
experience or SBA research, and they would hope that in due course their pupils
will be rewarded for their studies by obtaining employment with them. Schools
also have an interest in local firms because businesses bring prosperity to the area,
perhaps employing the parents of their students, but businesses may also cause local
pollution and educators will want to discourage this.
The above list is far from comprehensive but it gives a sound overview of some of
those who can be affected by the actions of an organisation or its policies, as well as the
ways that those affected by business also have influence. Which of them would you say
32
3 Business organisation
are internal to an organisation and which are external? How many other examples can
you add to those we have explored in this chapter? We have said that your school is a
stakeholder in local business, but who are the stakeholders of your school?
Owners/
Employees Customers
shareholders
The stakeholders
Local community Suppliers
of a business
Challenge
Your parents have decided to open a stationery supplies store in an area of the city where
there are many offices and a few secondary schools. Create a graphic organiser showing at
least six stakeholders of the business. Remember to include a description of the relationship
each stakeholder will have with the business.
33
UNIT 1 ORGANISATIONAL PRINCIPLES
Make a note of it
1 Define the term 'functional area'.
2 Identify the five functional areas of a business.
3 Briefly summarise the functions of each of the five functional areas of a business.
4 Explain why it is useful to identify workers within a specialist area.
5 Describe ways that the human resource factor can be seen in effect in your school.
6 Finance is said to be the ‘lifeblood’ of business. Comment on this statement.
7 Explain why the customers of a business are its ‘lifeblood’.
8 Identify three contrasting ways that pressure groups exert their role as stakeholders
of businesses.
9 Justify why a school can be said to be a stakeholder in local business.
10 Explain ways that you can be said to be a stakeholder.
11 Stakeholders are any people or organisations with an interest in a business and who
are affected by its activities. Stakeholders include owners/shareholders and the
community. Create a Venn diagram to show how the influence of stakeholders in a
business is similar to or different from the influence of stakeholders on a cricket or
football team.
34
UNIT 2 PROMOTION AND LOGISTICS
Unit summary
• Land, labour, capital and enterprise are the four factors of production and each is rewarded
for its contribution to the business.
• One way to increase profit is to increase productivity through methods such as new
equipment and training.
• The chain of production includes primary production (the harnessing of raw materials
from nature), secondary production (the conversion of raw materials into end products)
and tertiary production (all the stakeholders who enable the transfer of products to
consumers). All three together not only show the interdependent nature of business
activities but often result in the development of linkage industries.
• A country’s level of production – whether subsistence, domestic or surplus – helps to
determine its wealth and the quality of life of its citizens.
• Individually, small businesses employ relatively small numbers of persons, but collectively
they ease a country’s level of unemployment.
• Internal growth, external growth, joint ventures, mergers, takeovers and acquisitions are
among the methods of growing businesses.
• Growth in a business has both a positive and negative impact on organisational structure,
labour, capital, technology and the potential to export its products or services.
• A market facilitates the chain of supply between seller and buyer. Marketing is conducted
to ensure that sellers have the products to satisfy buyers’ needs.
• There are several types of marketing activities, ranging from research to advertisement,
all designed so that sellers can understand what consumers want and how much they are
willing to pay in order to get it. Sellers sometimes combine several marketing activities to
best promote their goods and services to their target market.
• Logistics refers to the process of how goods are stored and transported until they get
to either the wholesaler or retailer or the final consumer. While logistics can improve
competitiveness and achieve comparative cost advantage, it can also have a negative
impact owing to uncontrollable variables such as delayed shipments, poor security at
ports, misdirection of goods and industrial unrest.
• Forward and reverse flow, warehousing, insurance, information flow and trading
documents are all components of logistics.
• Transportation, which relates to the modes and methods by which products get to their
destination, is not only important to the chain of distribution, but also plays a role in
marketing, as well as domestic, regional and foreign trade.
• Improved quality of life, economic growth and employment are among the advantages
attached to supply chain while the disadvantages range from effects of globalisation,
counterfeiting and changing market conditions.
• Government intervention, communication network, insurance, proper labelling and
documentation, careful selection of distribution channel, security measures and managing
stock levels are among the methods of mitigating distribution challenges.
• Advances in the digital age have impacted logistics and supply. More efficiency is achieved
with features such as GPS, GIS and Portnet.
202
13 Logistics and supply chain
Case study
Justine and Trevor have just completed a course in hospitality and tourism, but neither is
interested in working for hotel chains. While completing the course, they noted that many of
the tourists to their country are becoming more interested in cultural and heritage tourism.
Their tourist town has three sites of historical and cultural value nearby and Justine and
Trevor believe that they can offer a more authentic and eco-friendly experience by renting
out bicycles for tourists to ride around these sites. They opened a bicycle rental shop on the
historical site closest to them and within a year were doing brisk business. They plan to open
shops at the two other historical sites, but now face competition from a company offering
tourist motorbikes in the same areas.
How will you advise Justine and Martin to increase consumer awareness of their bicycle
rental business in order to remain competitive?
Use a diagram to outline the steps you would recommend to them.
203
UNIT 2 PROMOTION AND LOGISTICS
Exam-style questions
1 Marshall Penn inherited a fish farm from his parents and with improved productivity expanded it to include fish
canning on the same property.
a) i) Define the TWO types of production evident in Marshall’s business. (2 marks)
ii) Explain TWO ways which Marshall most likely used to increase productivity on his fish farm. (4 marks)
b) Describe how the expansion of Marshall’s business affects
i) his labour force (2 marks)
ii) capital. (2 marks)
c) i) Outline the FOUR operations in a typical distribution chain. (4 marks)
ii) Explain how the consumer benefits from Marshall’s fish canning business being on the same property as
the fish farm. (6 marks)
Total: 20 marks
2 Kate Johnson runs a small business which specialises in importing, warehousing and distributing beauty supplies
and equipment. When she started operations ten years ago, she was one of only two distributors in that market.
Over the last four years more beauty supplies distributors have entered the market.
a) i) Suggest TWO ways in which Kate’s small business benefits her country. (2 marks)
ii) State TWO advantages and TWO disadvantages of a small business which Kate may experience. (4 marks)
b) i) What effect does more competition have on Kate’s:
• profit (2 marks)
• labour force. (2 marks)
ii) Name FOUR marketing activities which Kate could use to retain or grow her market share. (4 marks)
c) Explain THREE ways in which Kate’s business can benefit from more efficient management of stocks. (6 marks)
Total: 20 marks
3 J Fruits Ltd is a major producer of and distributor of fresh fruits and vegetables. The company sells both imported
products as well as home grown produce. The company’s own fleet of delivery vehicles plays an important part in
distributing its products around the country within 24 hours.
a) i) What type of production is J Fruit Ltd involved in and how does it help to satisfy a basic human need?
(3 marks)
ii) Briefly explain why it is important for J Fruits Ltd to distribute its products within 24 hours. (3 marks)
iii) Explain FOUR ways in which the company benefits from having its own fleet of delivery vehicles. (4 marks)
b) i) Why would a supermarket chain be able to sell J Fruits Ltd products at a lower price than an independent
trader? (2 marks)
ii) Suggest the FOUR variables of the marketing mix that a supermarket chain would be able to employ that a
sole trader could not. (4 marks)
iii) Explain how TWO variables identified in b) ii) benefit both the business and the consumer. (4 marks)
Total: 20 marks
204
Section 11
18 School Based Assessment
18.1 The basis of the assessment
The School Based Assessment (SBA) is a very important part of your overall assessment.
The SBA covers the course work followed in the Principles of Business (POB) syllabus.
The syllabus will aid or help you in acquiring certain knowledge and skills associated
with the POB course work.
Your SBA component of your exam is worth 40 marks, whereas Paper 01, which is
a multiple choice test, is 60 marks and Paper 02, the structured essay paper, is worth
100 marks.
There are separate arrangements of a case study for private students.
287
UNIT 4 THE 'BUSINESS' OF SITTING EXAMINATIONS
3 Clearly state why you have chosen the particular topic or problem to be investigated:
■ Identify the issue, topic or problem to be investigated.
■ State the objective of the investigation.
■ Describe the methodology and instruments used to collect data.
■ Present and analyse the data.
6 State the conclusions you have come to, based on your findings. Discuss what you
discovered in respect to the objectives you listed earlier. Here you will also state your
limitations or any challenges you may have encountered while working on the topic.
7 Make recommendations (at least one) on what you would do to change things based
on your findings.
8 Acknowledge sources (bibliography). State the sources where you acquired the
information you are presenting.
9 Include appendices. For example, present a copy of your questionnaire, source
documents, diagrams, charts, interview questions and statistical data.
289
UNIT 4 THE 'BUSINESS' OF SITTING EXAMINATIONS
18.6 Questionnaire
A questionnaire is a list of research or survey questions put to those who responded to
your questionnaire (the respondents). It is one of the most common instruments used
in the collection of data for research projects. A questionnaire is a method of collecting
data and information from a sample of people. These people are often representative of
a particular segment of society.
For example, a sample of shoppers in a supermarket could be questioned to
determine their opinion of its products and services. The questions to be posed must be
pre-formulated, put into a certain order and written down, so that each shopper is faced
with exactly the same questionnaire. This makes your analysis of their responses easier.
You need to be clear in advance about what you are trying to find out. Target your
questions to obtain the information you want. Avoid leading questions. These are
questions that suggest answers, an example being, ‘This is a good supermarket, isn’t it?’
The questions you ask may be either ‘open-ended’ or ‘closed’. If they are closed,
the person responding gives a simple answer without making comments. Thus, the
answer could be a straightforward ‘yes’ or ‘no’ (to a question like, ‘Do you think the
service in this supermarket is good?’). The answer could also be given by ticking a box
(for example, if you are rating the service of the supermarket as ‘good’, ‘fair’ or ‘poor’).
Closed questions invite a limited response, but they make the questionnaire easier to
complete. If, on the other hand, the question is open-ended (for example, ‘What aspects
of the service in this supermarket appeal to you?), then the person is asked to give a full
answer. This allows them to explain themselves more, but at the same time, it makes
your analysis of their response less straightforward.
A questionnaire is easy to use if carefully formulated. People can complete it
themselves, or you, as the researcher, can ask questions and fill in the appropriate
sections yourself. However, you may find that some people do not like to answer
questionnaires that are too long. For this reason, you must ensure that the instructions
and questions are clear, simple and precise. They should only have one possible
meaning. Also, make the questionnaire itself as short as possible.
Often the questionnaire has to be left for the respondent to fill out, so you may need
to visit the respondents or call them by phone in order to retrieve it.
Once you have developed your questionnaire, ask your teacher or supervisor to
check it.
290
18 School Based Assessment
18.7 Interview
An interview is a meeting of people where the person asking the questions is the
interviewer and the person answering the questions is the interviewee. In this sense, it
is very similar to a questionnaire. Again, the questions put to the interviewee must be
carefully formulated so the information gained is unambiguous.
The interview is a common method used to collect data. This involves questioning
people about their opinions of certain topics or issues. But there is a subtle difference
– an interview is less formally structured than a questionnaire, taking the form of
questions and discussion with the person being interviewed encouraged to respond in
a more natural way. The interviewer, in turn, may ask a more varied range of questions.
The questions asked need not necessarily be the same for all interviewees, but instead
can be formulated to suit the person being interviewed. This allows the interviewer to
investigate more deeply the interviewee’s particular views. The questions asked will
also probably change as the interviewer goes on, for example if the interviewee raises
an interesting point and the interviewer decides that they would like to investigate that
point further.
The interviewer may need to audio-record the interview in order to transcribe and
analyse the responses later. Before any attempt is made to audio-record an interview,
always seek the permission of the interviewee. In the absence of an audio recorder,
the interviewer will need to make full notes of the interviewer’s responses. This can be
demanding, but is worthwhile.
291
18 School Based Assessment
Introductory section
It is important to keep this as clear but as precise as possible, bearing in mind the need
to keep within the prescribed overall word limit.
Title Page
This page should include your name, registration number, the name of the subject and
the date presented, and of course the title of your chosen theme.
Methodology
This is a brief summary of the report. It gives the busy reader information on what
was investigated and how the study was carried out, as well as the main findings,
conclusions and recommendations.
Acknowledgements
This is where you show gratitude and say ‘thank you’ to those who provided assistance
with the research.
Table of Contents
This gives clear and straightforward information on what the report contains rather
similar to the contents section of this text.
Other sections
Your final report must be typed and presented electronically. It should also comprise the
following in the order prescribed by the syllabus. Your teacher will offer you guidance
on this.
■ Topic, issue or problem being investigated.
■ Objective of the project – the objective should be related to the project topic, issue
or problem.
■ Background to or overview of the topic, issue or problem.
■ Methodology – data collection and instrumentation.
■ Presentation and analysis of data.
■ Conclusion.
■ Recommendations.
■ Bibliography.
■ Appendices.
293
UNIT 4 THE 'BUSINESS' OF SITTING EXAMINATIONS
Comprehension
Knowledge and
Interpretation
and Analysis
Application
Total
Table of contents 1 1
• Table of contents accurately links pages to content – 1 mark (KC)
Topic/issue/problem 2 2
• Topic/issue/problem is clearly stated – 1 mark (KC)
• Topic/issue/problem accurately describes the project – 1 mark (KC)
Objectives 2 2
• Objectives are clearly stated and linked to the topic/issue/problem – 1 mark (A)
• Objectives are realistic – 1 mark (A)
Background/overview 2 2 4
• Includes a description of the topic/issue/problem, including its history – 1 mark (KC)
• Description includes the development – 1 mark (KC)
• Establishes the need for research: why/how the topic/issue/problem is important to the student
– 1 mark (A)
• An overview of the impact of the topic/issue/problem on society – 1 mark (A)
Methodology 2 6 2 10
• Data collection instrument clearly described – 1–2 marks (KC)
• Data collection instrument appropriate for the type of data – 1 mark (A)
• Includes at least two instruments of data collection – 1 mark (A)
• Method of data collection clearly described – 1–2 marks (A)
• Method of data collection adequately justified – 1–2 marks (A)
• Limitations of data collection method clearly stated – 1–2 marks (A)
Presentation and analysis of data 2 4 4 10
• Data are presented in an appropriate form using tables, charts, graphs – 1–2 marks (KC)
• Data presented are relevant to the objectives of the project – 1–2 marks (A)
• Data are adequately analysed – 1–2 marks (A)
• Data are analysed using appropriate statistics, e.g. mean, median, mode – 1–2 marks (A)
• Findings are consistent with analyses – 1–2 marks (A)
Conclusion 4 4
• Conclusion succinctly summarises the project –1–2 marks (A)
• Conclusion is logical and based on findings –1–2 marks (A)
Recommendation(s) 2 2
• Recommendations are realistic and informed by findings – 1–2 marks (IA)
• Recommendations contribute to a better understanding of the topic/issue/problem
Bibliography 1 1
• Bibliography contains the names of authors, name of publisher(s) and names and dates of
publication, and are written in alphabetical order – 1 mark (KC)
Overall presentation 2 2
• Consistently uses correct spelling and grammar – 1 mark (A)
• Expression of ideas is logical and unambiguous – 1 mark (A)
TOTAL 10 20 10 40
294
Discover Principles of Business as a real-world subject through
thought-provoking case studies and prepare effectively for the
CSEC® examinations.
n evelop knowledge systematically with each section focusing on
D
a specific aspect of the syllabus, and syllabus references
throughout.
n evise for the exam with unit summaries, in-chapter challenges
R
and MCQs.
n I ncrease confidence with exam-type questions at the end of each
unit and a full section dedicated to exam preparation and the
School Based Assessment.
n E nsure all three examined profile dimensions are developed with
contextualised structured response questions.
Dr. Alan Whitcomb likes to travel and is internationally known as
the author of several business studies resources. His textbooks
contain practical information based on his vast experience as a
teacher and lecturer coupled with his time in commerce and
industry at the management level.
Avon Banfield’s passion for business studies is exceeded only by her
passion for teaching. This has garnered respect not only from her
students in Barbados but also from her colleagues across the region.
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