Level 2 Business Enterprise WJEC

This subject is broken down into 33 topics in 4 modules:

  1. The Business Enterprise Environment 11 topics
  2. Researching a Concept for a New or Revised Product or Service 10 topics
  3. Promoting and Financing an Enterprise Idea 7 topics
  4. Planning and Pitching an Enterprise Idea 5 topics
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  • 4
    modules
  • 33
    topics
  • 12,825
    words of revision content
  • 1+
    hours of audio lessons

This page was last modified on 28 September 2024.

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Business Enterprise

The Business Enterprise Environment

Ownership, Liability and Size

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Ownership, Liability and Size

Ownership Types

  • Sole traders are one-person businesses where the individual has full control and ownership. The profits are entirely theirs, but they also bear any losses.
  • In a partnership, ownership is shared between two or more individuals who have each invested in the business.
  • Private limited companies (Ltd) are owned by shareholders who have bought shares privately. These shares cannot be sold to the public.
  • Public limited companies (PLC) are businesses whose shares can be purchased by the public on the stock exchange. Shareholders own the business.

Liability

  • Unlimited liability occurs when business owners are personally responsible for all the debts of the business. This applies to sole traders and partners.
  • Limited liability protects shareholders' personal assets. They will only lose what they have invested in the business. This applies to limited companies (both PLC and Ltd).

Business Size

  • Micro businesses tend to have fewer than 10 employees. These businesses often function in a niche market.
  • Small businesses usually have between 10 and 49 employees. They have a larger market presence than micro businesses but are still outranked by medium and large enterprises.
  • Medium-sized businesses typically have between 50 and 249 employees. They often operate in broader markets and have an extensive customer base.
  • Large businesses have more than 250 employees. They are usually well established with a significant market presence.

Evaluating Business Size

  • Business size can be judged by looking at turnover, which is the total income of the business in a specific period.
  • The number of employees is another way to gauge business size.
  • The market share can also indicate the size of the business. This is the percentage of total sales in a market that belongs to one business.

Impact of Ownership, Liability, and Size

  • Ownership, liability and size impact on a business's risk levels, profit shares and decision making processes.
  • Larger businesses may have a more complex decision-making structure due to the greater number of stakeholders involved.
  • The choice of ownership type could impact on how profits are shared and reinvested.
  • Varying liability levels (whether unlimited or limited) would directly affect the risk involved for the owners. Ownership and liability both play a role in attracting potential investments for the business.

Course material for Business Enterprise, module The Business Enterprise Environment, topic Ownership, Liability and Size

Business Enterprise

Researching a Concept for a New or Revised Product or Service

Refining Enterprise Ideas

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Refining Enterprise Ideas

Refining Enterprise Ideas

Purpose of Refining Ideas

  • The refinement process often leads to a sharper perspective, improved design and better alignment with market needs.
  • Refining the idea is like polishing a rough diamond. In the early stages, it might not look attractive, but fine-tuning it brings out the gems 'hidden beauty', i.e., the product's real potential.

Methods of Refining Ideas

  • Prototyping: A prototype is an early model or sample of a product built to test a concept or process. Prototypes can be revised and tested repeatedly until an acceptable version is achieved.
  • Feedback and Review: By collecting user feedback on an initial idea or prototype, businesses can make adjustments based on real-world responses for continuous improvement.
  • Market Research: Assessing market trends, competition analysis, and customer preferences is vital to understand the adjustments that your product/service might require.
  • SWOT Analysis: Reviewing the Strengths, Weaknesses, Opportunities, and Threats related to the product or service can help identify areas that need improvement.
  • Cost-Benefit Analysis: This involves comparing the costs and expected benefits of a product or service to determine if potential revenue outweighs the cost of implementing changes.

Factors to Consider while Refining a Product/Service Idea

  • Market Needs: Understanding what your customer wants or needs and how your product or service meets those needs.
  • Feasibility: The execution and sustainability of your idea based on the resources available, and the technical and logistical capabilities of the business.
  • Scalability: The potential of the business idea to grow or adapt to increased demand or expanded operations.
  • Profitability: The potential for revenue generation post all costs and investments.

In conclusion, refining generates the best version of your product or service idea and prepares it for market introduction.

Course material for Business Enterprise, module Researching a Concept for a New or Revised Product or Service, topic Refining Enterprise Ideas

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