SPLENDID Business, Technology and Finance · ICAB Certificate Level

Chapter 1 · study this before the mock

Introduction to business

The vocabulary chapter. Stakeholders, objectives and the mission-to-target hierarchy recur in every later chapter, so getting the words exactly right pays off all paper.

Area Business objectives and functionsGrid weight 10%Manual pp 1–30Read 4 minChapter mock 60 questions

The chapter on one page

What a business doesAdds VALUEInputs become outputs worth moreStakeholdersINTERNAL: employees, managersCONNECTED: shareholders,customers, suppliers, lendersEXTERNAL: government, community,pressure groupsSMARTObjectives must be measurableObjectives hierarchyMissionGoalsObjectivesStrategiesPlansRules and budgetsMendelowPower and interest decide thetreatmentIntroduction tobusiness
One purpose - adding value - and three ways of classifying who cares about it.

How it works5 figures

MISSIONwhy we existGOALSbroad, long termOBJECTIVESspecific and SMARTSTRATEGIEShow we will get therePLANS, RULES,BUDGETSwhat happens today
From mission to daily action
MINIMAL EFFORTlow power, low interestKEEP INFORMEDlow power, high interestKEEP SATISFIEDhigh power, low interestKEY PLAYERShigh power, high interestLEVEL OF INTERESTLEVEL OF POWER
Mendelow's matrix: power and interest together decide how each stakeholder is handled. The high-high box is where a strategy succeeds or fails.
ClassWhoWhat they want
INTERNALEmployees, managersPay, job security, career, working conditions
CONNECTEDShareholders, customers, suppliers, lenders, bankersReturn, quality and value, prompt payment, repayment of the loan
EXTERNALGovernment, the community, pressure groups, professional bodiesTax and compliance, employment, environmental care, standards
The three classes of stakeholder
The test for CONNECTED is a contractual or economic relationship with the business. That is what separates a supplier from a pressure group.
SSpecific - it says exactly what is to be achieved
MMeasurable - progress can be quantified
AAchievable - it is within reach
RRelevant - it supports the mission
TTime bound - it has a deadline
'Increase market share' fails. 'Increase market share in Dhaka from 12% to 15% by 31 December 2025' passes.
Profit-seeking businessNot-for-profit organisation
Primary objectiveMaximise shareholder wealthDeliver the service or mission
Success measured byProfit and returnVALUE FOR MONEY: economy, efficiency, effectiveness
Main constraintCompetition and the marketThe budget or funding available
Who it answers toShareholdersFunders, members, beneficiaries, the public
Not-for-profit organisations are examined too
The three Es - economy, efficiency, effectiveness - are the standard answer to how a not-for-profit body measures performance.

Know these cold

Mission

The overriding purpose of the organisation, in line with the values or expectations of stakeholders.

Stakeholder

A person or group with an interest in what the organisation does.

Value added

The difference between the value of outputs and the cost of the inputs bought in.

Economy, efficiency, effectiveness

Economy: buying inputs at the lowest cost. Efficiency: getting the most output per unit of input. Effectiveness: actually achieving the objective.

Where marks get lost

Calling customers and suppliers external stakeholdersDo this instead: they are CONNECTED - they have an economic relationship with the business.
Mixing up efficiency and effectivenessDo this instead: efficiency is output per input; effectiveness is whether the objective was met.
Writing an objective with no number and no dateDo this instead: an objective that is not measurable and time bound is a goal, not an objective.

Before you start the mock

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