1
Q
Definition
A
A plan for unlikely events
2
Q
Disadvantages
A
Waste of resources - may never happen.
3
Q
Advantages
A
If the unlikely event does happen, the business is ready to react quickly.
4
Q
Hope for contingency planning
A
That the plan is never needed in reality but if so they are trained and able to react quickly.
(Mine) Business.
flashcards
Decks in class (71)
# Cards
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3.1.1 Understanding the Nature and Purpose of a Business.14
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3.1.2 Understanding different business forms.40
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3.1.3 Understanding that businesses operate within an external environment.33
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3.2.1 Understanding management, leadership and decision making.23
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3.2.2 Understanding management decision making.25
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3.2.3 Understanding the role and importance of stakeholders.16
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3.3.1 Setting marketing objectives.27
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3.3.2 Understanding markets and customers.55
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3.3.2 Understanding markets and customers (part 2).22
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3.3.3 Making marketing decisions: segmentation, targeting, positioning.51
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3.3.4 Making marketing decisions: using the marketing mix33
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3.3.4 (Product Life Cycle) Making marketing decisions: using the marketing mix16
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3.3.4 (PLC Strategy) Making marketing decisions: using the marketing mix16
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3.3.4 (PLC influences) Making marketing decisions: using the marketing mix7
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3.3.4 (Branding) Making marketing decisions: using the marketing mix6
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3.3.4 (Promotion) Making marketing decisions: using the marketing mix38
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3.3.4 (Promotion) Making marketing decisions: Influences on the choice of promotional mix.6
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0% 3.3.4 (Promotion) Making marketing decisions: Distribution (place) decisions.3
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3.3.4 (Promotion) Making marketing decisions: Placement in the point of sale.2
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3.3.4 (Promotion) Making marketing decisions: Number of Outlets.7
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3.3.4 (Promotion) Making marketing decisions: Integrating place with other elements of the marketing mix.1
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3.3.4 (Promotion) Making marketing decisions: Types of Distribution Channels.15
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3.3.4 Making marketing decisions: Factors Influencing the Method of Distribution.7
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3.3.4 Making marketing decisions: Decisions Relating to Other Elements Of the Marketing Mix: People, Process and the Physical Environment.8
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3.3.4 Making marketing decisions: Importance of and Influences on an Integrated Marketing Mix.3
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3.3.4 Making marketing decisions: Co-ordinating the marketing mix with other business functions.3
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3.3.4 Making marketing decisions: Influences on an Integrated Marketing Mix.7
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3.3.4 Making marketing decisions: Understanding the value of digital marketing and e-commerce.9
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3.3.4 Making marketing decisions: Benefits of e-commerce to a business.7
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3.3.4 Making marketing decisions: Issues Involving Digital Technology and E-commerce.6
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3.4.1 Setting Operational Objectives.34
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3.4.1. Setting Operational Objectives: Internal and External Influences on Operations Objectives.15
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3.4.2 Analysing Operational Performance.16
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3.4.3 Making operational decisions to improve performance: increasing efficiency and productivity.18
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3.4.3 Making operational decisions to improve performance: increasing efficiency and productivity: How To Chose The Optimal Mix of Resources.10
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3.4.3 Making operational decisions to improve performance: increasing efficiency and productivity: The Importance of Capacity.3
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3.4.3 Making operational decisions to improve performance: How to Utilise Capacity Efficiently.16
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3.4.3 Making operational decisions to improve performance: Capacity Shortage.5
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3.4.3 Making operational decisions to improve performance: The Benefits and Difficulties of Lean Production.17
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3.4.3 Making operational decisions to improve performance: How To Use Technology To Improve Operational Efficiency.14
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3.4.4 Making operational decisions to improve performance: improving quality.20
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3.4.5 Making operational decisions to improve performance: managing inventory and supply chains.57
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3.5.1 Decision making to improve financial performance53
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3.5.1 Setting financial objectives.58
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3.5.1 Setting Financial objectives part 2.2
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3.5.2.1 Analysing Financial Performance: How to Construct and Analyse Budgets and Cash Flow Forecasts.22
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3.5.2.1 Analysing Financial Performance: Completing and Amending Budgets.2
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3.5.2.1 Analysing Financial Performance: How to analyse Budgets.8
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3.5.2.1 Analysing Financial Performance: Reasons for setting budgets.3
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3.5.2.2 Analysing Financial Performance: How to Construct Cash Flow Forecasts.13
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3.5.2.2 Analysing Financial Performance: The Value of Cash Flow Forecasts.4
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3.5.2.2 Analysing Financial Performance: How to Analyse Timings of Cash Inflows and Outflows?14
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3.5.2.3 Analysing Financial Performance: How to Construct and Interpret Break Even Charts.11
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3.5.2.5 Analysing Financial Performance: Calculating and Illustrating the Effects of Changes in Price, Cost and Output on a Break Even Chart.5
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3.5.2.6 Analysing Financial Performance: The Value of Break Even Analysis.2
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3.5.2.7 Analysing Financial Performance: How to Analyse Profitability.15
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3.5.3 Making Financial Decisions: Sources of Finance: Internal and External Sources of Finance.37
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3.5.4 Making Financial Decisions: Improving Cash Flow and Profits.29
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3.6.1 Setting HR Objectives.16
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3.6.2 Analysing HR performance.34
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Making HR Decisions: Improving Organisational Design And Managing the Human Resource Flow.66
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Making HR Decisions: Improving Organisational Design And Managing the Human Resource Flow: Recruitment, Training, Redeployment and Redundancy.31
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Organic Mechanistic Structures5
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Contingency Planning4
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Formulas35
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3.6.4 Making Human Resource Decisions: Improving Motivation and engagement.3
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3.6.4 F.W Taylor and Scientific Management.8
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3.6.4 Maslow's Heirarchy of Human Needs9
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3.6.4 Herzberg's Two Factor Theory.9
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3.6.4 Elton Mayo and the human relations school4
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3.6.4 Improving employee engagement and motivation6
