Gr11 Business Studies SG LR

Via Afrika
Business Studies
Grade 11 Teacher’s Guide

I motivate my learners by showing them all the ways
they can use this subject later in life. Grade 11 Study Guide
— Ziyanda Dlakana, Teacher C. Chaplin, E.L. Llewellyn, P. Bean, M. Kleyn, A. Marx,

T.D. Kotze, T.R. Maliehe
Via Afrika understands, values and supports your role as a teacher. You have the most important job in education, and we
Via Afrika Business Studies

realise that your responsibilities involve far more than just teaching. We have done our utmost to save you time and make
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1. The series was written to be aligned with CAPS. See page 4 to see how CAPS requirements are met.
2. A possible teaching plan has been included. See page 5 to see how much time this could save you.
3. Each topic starts with an overview of what is taught, and the resources you need. See page 16 to find out how this will
help with your planning.
4. There is advice on pace-setting to assist you in completing all the work for the year on time. Page 10 shows you how this
is done.
5. Advice on how to introduce concepts and scaffold learning is given for every topic. See page 18 for an example.
6. All the answers have been given to save you time doing the exercises yourself. See page 21 for an example.
7. Also included is a CD filled with resources to assist you in your teaching and assessment. See the inside front cover.
8. A question bank with tests you may photocopy will help you assess your learners effectively. See the Question Bank on
page 68.
The accompanying Learner’s Book is written in accessible language and contains all the content your learners need to master.
The exciting design and layout will keep their interest and make teaching a pleasure for you.
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Language: English
ISBN: 978-1-415-42274-8
9 78 1 4 1 5 422748 www.viaafrika.com
C. Chaplin
Business Studies
Grade 11
ISBN: 978-1-41546-301-7
Contents
Introduction to Business Studies 5
Term 1
Introduction 6
Topic 1 Influences on the business environments 7
Questions and answers 12
Topic 2 Challenges of the business environments 15
Topic 3 Adapting to challenges of the business environments 26
Topic 4 Contemporary socio-economic issues 37
Topic 5 Business sectors 44
Topic 6 Benefit of a company over other forms of ownership 50
Topic 7 Avenues of acquiring a business 67
2
Term 2
Introduction 77
Topic 1 Creative thinking and problem-solving 78
Topic 2 Stress and crisis management 87
Topic 3 Transforming a business plan into an action plan 94
Topic 4 Setting up or starting a business 100
Topic 5 Professionalism and ethics 105
Topic 6 Presentation of a business plan 109
June exam and memo 117
Term 3
Introduction 132
Topic 1 Entrepreneurial qualities and success factors 133
Topic 2 Citizenship roles and responsibilities 137
3
Topic 3 Marketing function 143
Topic 4 Production function 168
Term 4
Introduction 176
Topic 1 Team dynamics and conflict management 177
Topic 2 Introduction to human resources 186
November exam and memo 197
4
Why Business Studies?
Business Studies is an important subject to study when you would like to follow a career in
business management, finance, administration or marketing. Business Studies will also help you
with many areas of your life and with whatever career you would like to pursue.
Business Studies will help you to:

 analyse the impact of changing and challenging environments on business practices,
 e.g. the increasing fuel price and the impact it has on businesses worldwide; devising
strategies to cope with these challenges
 design and use a research instrument to assess needs and wants
 encourage creative thinking to generate entrepreneurial opportunities, e.g. opening an ice
cream stall on Margate beach during peak season
 process and analyse data for decision making
 develop an action plan from a business plan
 understand the legal implications of contacts
 understand the implementation of the employment equity act and labour laws
 demonstrate and apply a range of management skills in all eight management functions:
purchasing, production, financial, marketing, public relations, human resource management,
information management and general management
It is an exciting subject – focused on your future! Business Studies will help you to plan ahead and
to maintain a good work ethic. This means that you are going to have to work quite hard but not
without rewards.
This Study Guide eBook was designed to help you to reach your goals for Business Studies. It is
summarised in point form to make it easier for you to memorise. An effective way to use the Study
Guide is by using it together with the SQ3R study method:
S Study Use this Study Guide to get to know your work. Study small sections at a
time and then continue to the next section. Use mindmaps and other
visuals to make it easier for you to remember your work.
Q Questions After every topic, there are questions that you can use to test your
knowledge. Make sure that you can answer all of these questions.
R Read Off course there will be questions that you will not be able to answer
immediately. Go back to these sections and read them again.
R Recall Check to see if you can recall the answers of questions you were unable to
recall before.
R Revise It is important for you to revise. Have a look at your summaries again. This
can be done early the morning before you write your exam or test.
We hope you will enjoy this Study Guide and that it will help you to pass exams.
Aim for success!
The Author
5
Term 1 Introduction
Topic 1 Influence on the business environments
Topic 1 introduces you to the influence the business has over its business
environments.
Topic 2 Challenges of the business environments

Topic 2 gives an overview of the challenges that arise from the different
environments. The challenges are linked to the different elements of the
micro, market and macro environments.
Topic 3 Adapting to challenges in the business environments

Topic 3 deals with ways a business can adapt to challenges in the internal and
external environments. This depends on the control or influence the business
has over the environment (Topic 1) and how serious and complicated the
challenges are (Topic 2).
Topic 4 Contemporary socio-economic issues

Topic 4 deals with the impact of contemporary socio-economic issues on the
business and productivity. The topic also investigates the developments of
industrial relations that relate to existing business practice. These include
industrial action such as strikes, lock-outs and go-slows, as well as the history,
role and functions of trade unions.
Topic 5 Business sectors

Topic 5 introduces you to the different sectors of the economy: primary,
secondary and tertiary, as well as to the links between these sectors.
Topic 6 Benefit of a company over other forms of ownership

Topic 6 describes the benefits of forming a company over other forms of
ownership. In Grade 10 you were introduced to the range of legally recognised
forms of business ownership. In this topic, these various forms of ownership
are described in greater detail, comparing them directly with each other in
terms of their ownership, structure and legal requirements.
Topic 7 Avenues of acquiring a business

Topic 7 introduces you to different ways to acquire a business. The two basic ways
are starting a new business or buying an existing business. These are extended by
the options of franchising, outsourcing and leasing of assets. The advantages
and disadvantages of the different options are explained.
6
Topic 1 Influences on business
environments
Overview
 The micro, market and macro environment affect each other. Anything that can change in the
environment is called a variable.
 The enterprise has most control over the micro environment, less control over the market
environment and even less control over the macro environment.
 It is beneficial to the enterprise to be involved in the macro environment.
the variables occur The business environment

in all three
environments
Ways that the business can be
involved in the macro
Internal (Micro) Environment environment
 mission
 objectives
 management structure Market
Environment
 resources
 customers
 culture
 suppliers
 competitors
 regulators
 intermediaries
+ External
Environment Macro Environment
 Socio-
economic
 Legal
 Technological
 Political
 Institutional
(government)
 Economic
 International
 Physical
7
1. Control factors in the business environments.
The business environment is made up of all those variables that can influence the survival of an
organisation.
These variables are divided into:
 The micro environment

 The market environment
 The macro environment
macro
market
micro
internal
environment
external
environment
 The internal environment consists of the micro environment of the businesses that is the
actual business itself.
 The external environment consists of the market and macro environments of the business.
The market environment is its operating environment and the macro environment is the
general environment surrounding the business.
1.2 Factors in the environments that affect the organisation.
External Environment
Internal (Micro) Environment
 Vision, mission and goals

 Business structure
 Factors of production
 Business functions
 Management style
 Employees
 Business ethics
 Owners
 Business policies
Market Environment Macro Environment
 Suppliers  Socio-economic
 Competitors  Legal
 Intermediaries  Technological
 Customers  Political
 Society  Institutional (government)
 Economic
 International
 Physical
8
2. Characteristics of the business environment.
 The business environment is made up of many parts.
 All the parts are interdependent and interrelated.
 The business environment is uncertain and unstable and can vary from time to time.
 The business environment is dynamic and unstable. Businesses must be prepared to be both
proactive and reactive, they must adapt to changes.
 Changes in the business environment can affect different businesses in different ways; a
change can be positive for one business and negative for another.
 Changes in the business environment can have both short term and long term effects on a
business.
 The external business environment can have a huge impact on a business that it must adapt
to in order to survive. For example the current global recession.
 The business environment is complex and it is difficult for entrepreneurs to determine risk
factors.
2.1 The control of the business over the business environment.

2.1.1 The Micro Environment
Control of the micro environment is achieved by using internal control systems. These aim to:
 Enable management to make sure that the objectives of the business are met.
 Make sure that reliable financial statements are prepared.
 Check that the business complies with all applicable laws and regulations.
Controllable variables are:
 The mission, mission and goals of the firm.

 The firm's business structure.
 The organisation and use of factors of production
 The organisation of the eight business functions
 The management style
 Management of employees
 Choice of business ethics
 Type of ownership
 Implementation of business policies
Aspects of internal control:
 Controlling the philosophy and values of the business

 Creating efficient information and communication systems
 Monitoring performance
 Assessing risk
 Controlling the activities of the business
9
philosophy and risk assessment
values
information and Internal control

communications
control of activities
performance
monitoring
2.1.2 The Market Environment

The business needs to be aware of the opportunities and threats in the market environment because
these will affect its success or failure.
Opportunities include:
 Understanding the customer and their needs
 Making use of trade discounts
 Finding cheaper services or suppliers
 Making use of market research to create higher sales
 Creating a positive public image
Threats include:
 Lack of customer loyalty
 Increase in the cost of raw materials
 Unrest among workers
 Price wars
 Failure to lobby government.
The business has limited control over the market environment. The market environment can be
divided into four main areas:
 Customers
 Suppliers and intermediaries.
 Competitors
 Civil Society
Opportunities and threats in the market environment

Opportunities Threats
Customers
Creating customer loyalties Lack of customer loyalty
Suppliers
Possibility of trade discount Increase in cost of raw materials
Intermediaries
Alternative or cheaper services Unrest amongst workers
Competitors
Market research and higher sales Price war
Civil Society
Positive public image Negative public image
10
2.1.3 The macro-environment
The business has no control over the macro environment but can control how it reacts to challenges
in the macro environment.
Examples of areas of the macro environment include the following:
 Physical environment
 Economic environment
 The socio-economic environment
 Legal environment
 Technological environment
 Political environment
 Institutional (government) environment
 International environment
11
3. Ways that the business can be beneficially involved in the macro
environment.
By being positively and actively involved in the macro environment, businesses can improve the
economic and social conditions within South Africa.
Ways in which the business can be involved in the macro environment:
 Collective bargaining or lobbying to improve working conditions or change government

regulations.
 Private-public partnerships, such as crime watches or social upliftment.
 Privately owned services for the community or country such as schools or water supply.
 Job creation
 Social responsibility initiatives
 Government tenders to bid for large state contracts.
 Expansion into other African countries to create export markets and more jobs.
 Improving technology to streamline economic growth.
End of topic questions

Multiple Choice
Select the correct answer from the alternatives.
1. The marketing function of Gizmo Toys (Pty) Ltd would be part of the .............environment.
A. Micro
B. Market
C. Macro
D. Internal (2)
2. A change in the immigration policy of the country would take place in the
..........................environment.
A. Micro
B. Market
C. Macro
D. Business (2)
3. Which of the following is NOT a characteristic of an entrepreneur?
A. The need for achievement

B. Focus of control
C. Propensity for risk-taking
D Ability to solve problems (2)
True or False
Answer only true or false.
4. The market environment is always under the control of the business. (2)
12
5. Making sure all employees are trained to do their jobs properly is part of the micro environment.
(2)
6. Variables such as changes in Employment Laws do not affect the business because they are
beyond the control of the business. (2)
Short questions
7. Explain the meaning of the micro business environment. (6)

8. Make a list of 5 variables (challenges) of the micro business environment. (10)
9. Describe the market business environment and name 4 variables (challenges). (10)
10. List four parts of the macro environment. (8)
Essay Question.
11. Responsible businesses become actively involved in their macro environment. Discuss this
statement and suggest ways that businesses can be positively involved in the economic structure of
the country. (40)
End of topic answers

1. B (2)
2. C. (2)
3. C. (2)
True or False
4. F (2)
5. T (2)
6. F (2)
Short questions
7. Consists of the business itself √√and is controlled by management. √√ The business can control the
variables in this environment. √√
(6)
8. (any 5 x 2 = 10)
 Vision, mission and goals√√
 Business structure√√
 Factors of production√√
 Business functions√√
 Management style√√
 Employees√√
 Business ethics√√
 Owners√√
 Business policies √√ (10)
9.
 Consists of suppliers, customers and competitors. √√ (2)
 Lack of customer loyalty√√
 Increase in the cost of raw materials√√
 Unrest among workers√√
 Price wars √√
 Failure to lobby government. √√ ( any 4 x 2 = 8) (10)
13
10.
 Physical environment√√
 Economic environment√√
 The socio-economic environment√√
 Legal environment√√
 Technological environment√√
 Political environment√√
 Institutional (government) environment√√
 International environment√√ ( any 4 x 2 = 8)
[8]
Essay Question.
11.
The business has no control over the macro environment√√ but can control how it reacts to
challenges in the macro environment. √√
Examples of areas of the macro environment include the following:
 Physical environment√√
 Economic environment√√
 The socio-economic environment√√
 Legal environment√√
 Technological environment√√
 Political environment√√
 Institutional (government) environment√√
 International environment√√ (20)
By being positively and actively involved in the macro environment, √√ businesses can improve the
economic and social conditions within South Africa. √√
Ways in which the business can be involved in the macro environment:

 Collective bargaining or lobbying to improve working conditions or change government
regulations. √√
 Private-public partnerships, such as crime watches or social upliftment. √√
 Privately owned services for the community or country such as schools or water supply. √√
 Job creation√√
 Social responsibility initiatives√√
 Government tenders to bid for large state contracts. √√
 Expansion into other African countries to create export markets and more jobs. √√
 Improving technology to streamline economic growth. √√ (20)
[50]
14
Topic 2 Challenges of the business
environment
Overview
 This topic examines the challenges that exist in the micro, market and macro business
environments. Businesses need to be aware of the challenges they will face in the different
environments in order to be able to deal with time and make provision for problems.
 Anything that can change in one of the business environments is called a variable. The
variables in the internal and external environments are inter-related because a change in one
variable can affect other variables.
The Topic deals with:

 Challenges of the micro environment, such as lack of vision, poor management, strikes and go-
slows.
 Challenges of the market environment, such as competition, supply problems and changes in
consumer behaviour.
 Challenges of the macro environment such as legislation, globalisation and socio-economic
issues.
Challenges of the
business environment
Micro Environment
Market Environment The Macro Environment
 Employees
 Customers  The international environment
 The goals
(vision and mission and  Suppliers  The legal and political
business objectives)  Intermediaries environment
 The form of ownership  Competitors  The physical environment
 The organisational structure  Consumerism  The economic environment
 The management philosophy  Substitute products  The governmental environment
 The technological environment
and style
 The political environment
 The social environment
 The institutional environment
15
1 Challenges of the micro-environment
A challenge in the micro environment refers to variables within a business such as labour and raw
materials, finance and assets that managers/owners have to manage effectively.
 Employees
Workers need to be properly trained, motivated and have the skills needed to produce high quality
goods and services. Business owners must ensure that their workers receive adequate skills
training and education in terms of their particular type of work.
The Employment Equity Act ensures that equal employment opportunities are a legal requirement
when businesses are seeking new recruits.
 The goals (vision and mission and business objectives)
Vision refers to how you see the future or long term goals of the business. Managers and workers
who lack vision and mission are not aware of, or do not understand, the aims of the business and
contributions to the communities that they serve.
 The form of ownership
The owners must choose a suitable form of ownership in order to run their business effectively.
 The organisational structure
The organisational structure determines how a business is managed.
 The management philosophy and style
The management philosophy and style determines how effectively a business will be run. It
includes the core values, convictions and social customs of the business.
Three components that contribute to the future vision of the business.
The core purpose – The reasons for starting and running the business.
The core values – The guiding principles that are important to the business, such as producing the
highest quality products possible.
The mission – This is a statement of the businesses' aims and values.
 Strikes, go slows and trade unions
A strike is when workers refuse to go to work because of disagreements with management or

owners of a business. A go slow occurs when workers work slowly and refuse to do anything
extra or work overtime.
Trade unions are labour organisations. Today, most workers belong to unions and when they are
dissatisfied with wages, working conditions or any other grievances they organise strikes which
impact negatively on productivity and the smooth running of a business.
16
 Collective bargaining
Collective bargaining occurs when groups or their representatives seek to negotiate with and
influence employers on matters relating to issues in the workplace. Collective bargaining can help
to stabilise relationships between managers and workers and provide a useful forum for the
discussion of wider issues concerning the progress of the business
LEGISLATION TO CONTROL EMPLOYER/EMPLOYEE RELATIONSHIPS IN SOUTH AFRICA.
These are the main laws which regulate employer-employee relations.
 The Labour Relations Act

 The Basic Conditions of Employment Act
 The Employment Equity Act
 The Occupational Health and Safety Act
 The Skills Development Act
17
2 Challenges of the Market Environment
The market environment is part of the external or macro environment.
2.1 Customers
Customers have buying power and are in a position to choose with what or where they satisfy their
needs. A business should aim to create customer satisfaction and aim to retain long-term customer
loyalty. This can be done by market research to establish the needs of the target market and
determine the correct product ant the correct price. The target market is that sector of consumers at
which a specific good or service is aimed.
2.2. Suppliers
Suppliers are individuals or businesses that supply inputs such as raw materials, capital, labour or
services (e.g. transport) to a business. These inputs can also be called factors of production.
Suppliers need to be reliable. Challenges include ensuring the availability and continuity of supplies
as well as the correct quality and price of supplies.
2.3 Intermediaries
Intermediaries are also called middlemen and include wholesalers, retailers, agents, insurers,
advertisers, etc. Intermediaries operate in the tertiary sector of the economy. They usually pass on or
resell products and services. Wholesalers are such as Makro and Trade Centre are large resellers.
Agents also pass on goods and services, for example official resellers of spare parts for cars.
Insurance brokers sell insurance on behalf of insurance companies such as Old Mutual.
The following challenges may be present:
 E-commerce, allowing consumers to buy direct from the Internet

 Large retail groups can out price smaller shops
 Large retailers offer own name brands at cheaper prices
 Consumer protection laws help consumers to manage their debt
 Services provided by intermediaries can increase the costs of a product
2.4 Competitors
Competitors are businesses that sell similar or substitute products. Businesses face a challenge in
trying to make their products different or more desirable. Competition is an important part of the free-
market system. The small business owner needs to know as much as possible about competitors in
the same business. They must gauge the strengths, weakness and advantages of the competition
and use that knowledge to better their own business.
Challenges relate to:
 Industry rivalry
 New entrants to the market
 Cheaper or better substitutes
 The bargaining power of suppliers
 The bargaining power of customers and clients
18
 The availability of substitute products
 The possibility to copy or duplicate a product
2.5 Consumerism
Consumerism refers to the organised actions of consumer groups and the government to protect
consumer rights. The Consumer Protection Act aims to protect consumers against unethical practices
and products that represent a danger to health or safety.
Businesses are challenged to:
 act ethically and responsibly

 be socially responsible
 be aware of environmental issues
 treat customers fairly
2.6 Regulators and Trade Unions
Regulators are government bodies that oversee specific aspects of business such as health and
safety. A good relationship with trade unions ensures a good relationship with the business'
workforce.
2.7 Strategic Allies
When two or more businesses work together in a joint venture they are strategic allies. This helps a
business to obtain from another business some expertise which they may lack.
19
3 Challenges of the Macro Environment.
There are many factors in the macro environment that can influence the growth of the business.
These factors cannot be controlled and are difficult to predict or avoid. Examples include:
 The economic recession

 Government regulations and laws
 Climate change
 The impact of HIV/Aids
 Political changes
 Changes in consumer tastes
3.1 Factors in the macro environment
1. International/Global
8. Social 2. Legal
The Macro
Environment
7. Political 3. Physical
6. Technological 4. Economic
5. Institutional/Government
20
The international environment
 International trade is a challenge in terms of the massive and diverse products that are now
globally available to many countries. Multinational companies affect the macro environment
throughout the world.
 Cheaper imported goods are a major challenge to local suppliers and producers. Local
businesses that cannot compete with imports could have to close down. Workers will lose
their jobs.
 Dumping – Goods that are exported at extremely low prices by countries wishing to establish
a market.
 All countries gain from international trade bringing greater competition, greater choice and
greater specialisation.
 A disadvantage to a country restricting international trade is that other countries ‘follow suit’,
with the risk of a trade war and an inevitable economic recession.
Tariffs – paid to the government. Also called import duties which raise the price of imported goods,
making it less competitive to local manufacturers
Subsidies – are given by the government to local producers which make their goods cheaper and
therefore more competitive than those from importers.
The legal and political environment
1. South Africa has a new constitution.

2. The laws of the country ensure that citizens and businesses are protected and serve as moral
and ethical guidelines where no others exist.
3. Sometimes the law is restrictive to business owners. Example: the new National Credit Law
no. 34 of 2005 came into effect on 1 June 2007 to regulate the credit industry and enforce
responsible credit lending.
4. Black Economic Empowerment (BEE) is an economic policy targeting inequality in the
workplace and aimed at broadening the economic base of the country.
The physical environment
5. The physical environment means the natural resources available both locally and
internationally. Natural resources are not always infinitely available and measure need to be
taken to protect and preserve them.
6. Scarce resources or raw materials lead to higher costs and higher prices. Examples: water,
energy, mining, fishing, agriculture, foods.
Physical environmental issues such as pollution and depletion of scarce resources can be very costly
not only to business but also to the many people and animals on the planet. Factors such as global
warming and the depletion of the ozone layer have forced many governments to pass laws to control
emissions of harmful substances.
Businesses can RE-USE products, for example glass bottles, RECYCLE used products, for example
rubber products or REDUCE wastage by ensuring that all of the raw materials are used in some way
21
The economic environment
 South Africa has a mixed market economy which means it has both privately and
government owned business.
 The economic cycle involves the flow of money and products (including services) in opposite
directions. People have to satisfy their needs and wants. They do this by paying privately
owned businesses or parastatals (partly owned government institutions) for goods and
services.
 Some of the main economic factors in South Africa are inflation, globalisation, unemployment
and interest rates.
The governmental environment
 South Africa has a mixed market economy where the government ensures that the nation is
provided with essential goods and services such as health, education, safety and transport.
 Government institutions need to be reliable and consistent in their standards and delivery.
 The state also implements programmes such as GEAR (Growth, Employment and
Redistribution), the RDP (Reconstruction and Development Programme) and the IDC
(Industrial Development Programme to try and create economic growth.
The technological environment

 Business owners must be aware of what technological advances are taking place within their
own industries.
 New technology could make your production methods obsolete (outdated).
 Businesses must make sure they have the capital to replace old equipment.
 Businesses must use or create training and skills programmes to keep workers up to date.
 The internet is an example of technological change.
The political environment
 South Africa has undergone many since 1994.

 Many more people have access to education, financing and self-improvement than ever
before.
 Jobs are not restricted to specific genders or groups.
 The large number of unskilled people in the job market is a problem.
 Some policies that pose a challenge to business owners such as affirmative action, Black
Economic Empowerment and the tax implications on some products.
The social environment
South Africa is faced with major social challenges. Some of them are:
 HIV/AIDS is a disease that affects the productivity of not only the employee but also the
business owner.
 Having too many illiterate people in some of our provinces hampers production and service
deliveries.
 Diversities in lifestyles, social values, religions, traditions, cultures and habits of consumers
can lead to challenges.
 Unskilled workers who need training.
22
The institutional environment
 Banks, municipalities, trade unions and government departments all represent a challenge to
businesses. Micro-lending is a form of credit available to people and small businesses who
would not normally qualify for credit from the larger financial institutions.

Multiple Choice
1. The micro environment of a business consists of:
A. The firm's mission and objectives; the organisation and resources.
B. The firm's mission; the objectives and resources.
C. The resources of the business including its customers and organisation.
D. The firm's market; its resources and mission. (2)
2. Multinational companies:
A. Affect the global economy.
B. Are a problem in the developed world.
C. Restrict the effects of dumping.
D. Are part of the internal environment of a business. (2)
3. Import duties:
A. Lower the price of imported goods making them more available for consumers.
B. Encourage international trade.
C. Do not apply in South Africa.
D. Increase the price of imported goods, lowering consumer demand for them. (2)
True or False
4. South Africa has a mixed market economy. (2)
5. A substitute product is a product that can be used in place of another similar one. (2)
6. Resellers form a part of the macro environment. (2)
Short Questions
7. There are many challenges that a business owner encounters. Discuss 2 challenges in the micro
business environment and 2 challenges in the market environment. (8)
8. List 4 Acts that affect businesses. (8)
9. What do you understand by the term ‘target market’? (6)
10. Describe two challenges from each of the three environments [micro, market and macro]
experienced by an independent bakery operating as a sole trader without any links to a supermarket
chain. (18)
Essay Question
11. The macro environment contains challenges that are outside the immediate control of the
business.
11.1 Explain which factors form part of the macro environment. (20)
11.2 Discuss why these factors are outside the control of the business and what if anything the
business can do to try to influence them. (20)
(40)
23
Multiple Choice
1. A. (2)
2. A. (2)
3. D. (2)
True or False
4. True. (2)
5. True. (2)
6. False. (2)
Short Questions
7. Micro: Employees √√The goals√√ (vision and mission and business objectives) The form of
ownership √√The organisational structure√√ The management philosophy and style√√ (2 x 2 =4)
Macro: The international environment√√ The legal and political environment√√ The physical
environment√√The economic environment√√ The governmental environment√√ The technological
environment√√The political environment√√ The social environment√√ The institutional environment√√
(2 x 2 =4) (8)
8.
The Labour Relations Act√√
The Basic Conditions of Employment Act√√
The Employment Equity Act√√
The Occupational Health and Safety Act √√
The Skills Development Act √√ (4 x 2 = 8) (8)
9. The target market is that sector of consumers √√at which a specific good or service is aimed√√.
It is part of the market environment. √√ (6)
10. Micro: Employees √√The goals√√ (vision and mission and business objectives) The form of
ownership √√The organisational structure√√ The management philosophy and style√√
(6) + explanation
Market: Customers, √√suppliers, √√ intermediaries, √√competitors, √√consumerism, √√substitute

products. √√ (6) + explanation
Macro: The international environment√√ The legal and political environment√√ The physical
(6) + explanation
(18)
Essay Question
11.
There are many factors in the macro environment that can influence the growth of the business.
These factors cannot be controlled and are difficult to predict or avoid. Examples include:
 The economic recession
24
 Government regulations and laws
 Climate change
 The impact of HIV/Aids
 Political changes
 Changes in consumer tastes
The main areas of the macro environment that affect the business are:
The international environment√√ The legal and political environment√√ The physical
(+ explanation) (36)
Plus 4 for insight and interpretation
(40)
25
Topic 3 Adapting to the challenges of
the business environment
Overview
To deal with the challenges in the business environment, an enterprise must try to be proactive and
forecast challenges before they actually arise. This allows the business to find a way to deal with
problems before they actually arise. A problem may be beyond the control of the business, for
example flooding or a fire, in which case the business must find a way to adapt.
macro
Obtain and manage information market

Strategic planning and action
Mergers, Acquisitions and Alliances micro
Organisational design
Direct influence
Social responsibility
Lobbying
Networking
Power relations
1 Ways to identify, forecast and adapt to challenges.

1.1 Information management
A business must gather information about its environment in order to understand any changes that
may be taking place. It can do this by:
 Environmental scanning
This is the process of measuring, projecting and evaluating change in the environment.
Managers can read financial analyses in newspapers and magazines to see how customers and
competitors respond.
Scanning must be continuous or on-going scanning. Data must be collected and complied in an
organised manner, on a daily basis and on a broad range of environmental factors. This allows the
business to act quickly and take advantage of opportunities before competitors do, and respond to
environmental threats before major damage is done.
Scanning determines the factors that may be a threat to the business. The business may need to
change its strategy to deal with possible threats.
 Boundary spanning
Boundary spanning involves gathering information and presenting it to the management of the
business, as well as sending out information that will improve the image of the company to customers.
For example a company can hire people the same age as their target market in order to gather first-
hand information about what their customers want.
26
1.2 Management information systems (MIS)
An efficient management information system will help the business to gather and organise information
that is useful to all managers.
A MIS produces reports for managers who operate at three levels.
1. Top-level managers who make strategic and long-term decisions.
2. Middle-level managers who make decisions that are tactical and medium to short term.
3. Lower-level managers who need short term information about the day-to-day running of the
business.
top level
managers
middle level managers
lower level managers
1.3 Internal business audits
Internal business audits involve investigations and evaluations of different business functions such as
general management, production and administration
An internal business audit will identify the strengths and weaknesses in the micro environment of the
business.
A business must be able to adapt its internal strengths and weaknesses to the opportunities and
threats that are present in the environment.
A SWOT-analysis is an analysis of the strengths and weaknesses, opportunities and threats of a
business.
27
2 Strategic planning and management
Management must be able to develop strategies to deal with environmental change.
The management of change can be reactive, where the management responds to changes in the
environment after they have occurred or it can be proactive, where management implements change
before changes in the environment have occurred.
Using strategic thinking to improve the performance of the business and to respond to change is
called
strategic management. It involves the following:
 Specifying the goals of the business
 Developing plans to achieve the goals
 Allocating resources to implement these plans.
2.1 Strategic planning
 To cope with the challenges of the external environment, strategic planning, followed by
tactical planning, must be implemented.
 The purpose of strategic planning is to take the necessary actions to deal with environmental
opportunities and threats as they relate to the strengths and weaknesses of the business.
 Strategic planning often involves preparing for unexpected and quick changes in the
external environment that may have a major impact on the business. This is also called
contingency planning. It prevents panic and allows for orderly reactions to events in the
external environment that the business cannot control.
 Tactical planning follows strategic planning and involves decisions about what to do, who
will do it, and how to do it.
2.2 Strategic management

The different levels of management are usually set up in a hierarchy, from the highest to the lowest
levels.
 Top management level makes strategic decisions aimed at the external problems of the
business (such as choice of products and markets).
 Middle level management makes tactical decisions aimed at executing the strategic
decisions made by top management.
 Lower management level makes operational decisions aimed at making the business
operate as profitably as possible.
strategic
decisions
tactical decisions
operational decisions
28
Examples of responses and adaptations to challenges in the environment:
 Innovation
 Concentration
 Market development
 Rationalisation
 Divestiture
 Liquidation
2.3 Mergers, acquisitions and alliances

 A merger takes place when two or more businesses combine to form a new business.
 An acquisition (takeover) takes place when one business buys another business, sometimes
against its will (called a hostile takeover).
 An alliance (partnership) takes place when a business starts a venture with another
business. They may have products or services that complement each other or be able to
make use of each others' skills.
29
3 Organisational design and flexibility
The management structure of a business should reflect the environmental conditions that the
business experiences. For example, a business that operates in an environment with relatively low
levels of uncertainty might choose to use a mechanistic organisational design.
Characteristics of a mechanistic organisational design:

 Many rules and regulations to support efficiency and control
 Formal communications
 Bureaucratic hierarchy in taller horizontal structures
 Centralised authority.
A business that faces a great deal of uncertainty might choose an organic organisational design. An
organic organisational design is less rigid, develops over time and is more people-centered.
Characteristics of an organic organisational design:

 Fewer rules
 Informal communication
 Collaboration in teams with flatter vertical structures
 Decentralised authority.
30
4 Direct impact on the environment
Businesses are able to influence elements in their market environment in different ways.
 Using long term contracts with suppliers which give fixed prices and protect the business
against rising prices due to inflation.
 Using vertical integration to become its own supplier and eliminate dependency on a supplier.
For example, a fruit canning factory may decide to start manufacturing its own tins.
 Price manipulation to influence its competitors. If Makro lowers the price of their flat screen
TV sets all other sellers of TVs may be forced to do the same.
 Influencing the customer base by creating new uses for a product, taking customers away
from competitors, finding new customers and convincing customers that they need the new
product.
31
5 Social responsibility
Social responsibility means the obligations a business has to protect and improve the interests of all
its stakeholders. This includes:
 Suppliers, employees, customers, creditors, competitors, trade associations

 The natural environment – through noise pollution, recycling, waste control
 General social welfare – the local and national community.
Social responsibility is very important for the development of our society because poverty and
inequality are serious issues.
Through social responsibility a business can influence its business environments and address
challenges linked to socio-economic issues in its social environment.
By preventing unemployment, business helps reduce poverty and crime.
Unsuccessful social responsibility projects are very disheartening for the disadvantaged community,
but can also do a lot of damage to the corporate image of the business.
32
6 Networking, lobbying and power relationships
6.1 Networking
The goal of networking is to reach as many people as possible, and to make every connection count.
Networking is a tool used by every business that wants to increase its sales. It is visually efficient and
inexpensive. Businesses often appoint people who are well-known because of their achievements in
sport or culture to these positions.
6.2 Lobbying
Lobbying happens when a business tries to influence situations in order to meet its specific business
needs and activities, through talking to other businesses, organisations, pressure groups or
government structures.
The following are some examples:
 Hedging against inflation
 Bargaining sessions between management and unions
 Influencing supervisory bodies ( inspectors)
6.3 Power relationships

Power relations exist in all relationships throughout society. When two businesses negotiate a
transaction, one of them may be in a stronger position than the other.
Examples of power relations in business:
 Strategic alliance agreements
 Persuasion of large investors
 Company representatives’ influences
33
Multiple choice
1. Choose the correct answer. Only write the letter of the answer you select.
A. Strategic decisions are made by top level managers.
B. Tactical decisions are made by top level managers.
C. Lower level management makes tactical decisions on the day to day running of a business.
D. Operational decisions are made by middle level managers.
2. Environmental scanning is the process of:

A. Creating change in the environment.
B. Measuring, projecting and evaluating change in the environment.
C. Scanning for environmental destruction.
D. Delivering and distributing products.
3. True/false
Say if the following are true or false:
3a. Lobbying occurs when a business tries to influence outcomes for its own benefits.
3b. Tactical decisions made by middle level managers are independent of top level strategic
decisions.
3c. A management information system is a useful tool for management.
3d. Bargaining sessions between management and unions is an example of lobbying.
Short Questions
4. Explain how networking can be to the advantage of a business. (6)
5. What does the term SWOT stand for? (8)
6. Explain how a factory that produces cheese could benefit from a merger, an acquisition and an
alliance. [12]
7. Give two characteristics of an organic organisational design (2)
8. Give two characteristics of a mechanistic organisational design (2)
9. Discuss the differences between strategic and tactical planning. (8)
10. What is the difference between a merger and an alliance? (4)
Longer Question
11. Amanzi is a large business with many branches and it buys paper pulp from other businesses
and the public. The business sorts the pulp and either recycles it for paper production or exports it to
Japan. Discuss three ways how this business can benefit from getting involved in its macro
environment. [15]
34
1. A
2. B
3.
a. T
b. F
c. T
d. T
4. Reaches many people √√ makes connections count√√ is inexpensive √√and efficient.√√ (3 x 2 = 6)
5. Strengths, √√weaknesses, √√opportunities√√ and threats. √√ (4 x 2 = 8)
6. A merger occurs when two firms join together, this could be a vertical integration to control a link in
the chain. √√√√ An acquisition is a forced buy out, this could be of a competitor √√√√ an alliance is
when two firms work together voluntarily, this could be to use each other's skills. √√√√
(4 x 3 = 12)
7. Fewer rules √ Informal communication√ Collaboration in teams with flatter vertical structures√
Decentralised authority. √ (2 x 1 = 2)
8. Many rules and regulations to support efficiency and control√ Formal communications √
Bureaucratic hierarchy in taller horizontal structures √Centralised authority. √ (2 x 1 = 2)
9. Strategic planning involves preparing for unexpected and quick changes in the external
environment that may have a major impact on the business. √√ This is also called contingency
planning. √√ It prevents panic and allows for orderly reactions to events in the external environment
that the business cannot control. √√
Tactical planning follows strategic planning√√ and involves decisions about what to do, √√ who will do
it, √√ and how to do it. √√ (4 x 2 = 8)
10. A merger takes place when two or more businesses combine to form a new business. √√
An alliance (partnership) takes place when a business starts a venture with another business. √√
(2 x 2 = 4)
11. Direct impact Businesses are able to influence elements in their market environment in different
ways. √√
 Using long term contracts with suppliers which give fixed prices and protect the business
against rising prices due to inflation.
 Using vertical integration to become its own supplier and eliminate dependency on a supplier.
For example, a fruit canning factory may decide to start manufacturing its own tins.
 Price manipulation to influence its competitors. If Makro lowers the price of their flat screen
TV sets all other sellers of TVs may be forced to do the same.
 Influencing the customer base by creating new uses for a product, taking customers away
from competitors, finding new customers and convincing customers that they need the new
product. (any 3√√√)
Social responsibility means the obligations a business has to protect and improve the interests of all
its stakeholders. √ √ This includes:
 Suppliers, employees, customers, creditors, competitors, trade associations

 The natural environment – through noise pollution, recycling, waste control
 General social welfare – the local and national community. ( any 3 √√√)
Networking, lobbying and power relationships√√The goal of networking is to reach as many people as
possible, and to make every connection count. √Lobbying happens when a business tries to influence
situations in order to meet its specific business needs and activities, through talking to other
35
businesses, organisations, pressure groups or government structures. √Power relations exist in all
relationships throughout society. When two businesses negotiate a transaction, one of them may be
in a stronger position than the other. √ (15)
36
Topic 4 Contemporary socio-economic
issues
Overview
This topic deals with the Impact of contemporary socio-economic issues on business operations and
productivity
and discusses possible solutions and contributions to deal with socio-economic issues.
Contemporary issues
Social issues Economic issues Using natural resources
 High birth rate  Income inequality  Lack of resources

 Poverty  Inflation  Misuse of resources
 HIV/Aids  Strikes and go slows  Depletion of resources
 Unemployment  Dumping
 Load shedding
 Lack of education and skills
 Crime
 Ethical Misconduct
1 The impact of contemporary economic issues on business

operations and productivity
Socio-economic issues like poverty, HIV/AIDS, unemployment and crime affect millions of people in
South Africa today. In turn, they also affect the economy, businesses and production levels.
1.1 Income
In South Africa, the Basic Conditions of Employment Act 75 of 1997 (BCEA) sets minimum wages
according to industry. There are large income inequalities in South Africa, leading to a big gap
between the rich and the poor.
1.2 Inflation
 Consumer inflation is the rate at which the general level of prices for goods and services
increases.
 This is measured by the Consumer Price Index (CPI).E.G. the consumer inflation for August
2011 was 5, 3%.
 If workers demand higher to keep up with rising prices then business owners are forced to
recover their loss of income by increasing the price of their products.
 This together with an increasing fuel price results in a negative cycle that leads to a decrease
in the buying power of the consumer.
37
2 Social issues
2.1 High birth rate

A high birth rate will cause a high population growth, which leads to more people will be looking for
jobs and an even higher unemployment rate.
2.2 Poverty
Lack of access to healthcare, shelter and education are a major part of poverty. Over 40% of South
Africans are poor, but since 1994, millions of people have gained access to drinkable water, and
thousands of inexpensive houses are under construction. There is now free education and free
medical care for pregnant women and for children under six years of age. To escape the poverty trap,
the following basic needs must be met:Adequate food
 Education
 Clean water and sanitation
 Basic healthcare
 Adequate housing
Poverty has a very negative effect on a nation because it can lead to: crime, disease, misery and
hopelessness.
2.3 HIV/Aids
HIV/Aids has a huge impact on society through low productivity, increased costs, retraining new
employees, etc. This has a negative effect on the economy as a whole.
There are laws and regulations with regard to workers infected with HIV/AIDS in the workplace. HIV
positive workers have the same rights as other workers and are entitled to the same training,
development and promotion opportunities as anyone else.
2.4 Unemployment
Unemployment means those people who are economically active and are willing and able to work but
cannot find a job. South Africa has a very high level of unemployment level; the rate for South Africa
during 2010 was 23%. this is due to:
 Cyclical unemployment – Economic cycles such as recessions force businesses to retrench
some of their workers.
 Seasonal unemployment –some jobs are just for a specific season and then the position
becomes unavailable. Examples are crop harvesting and grape picking.
 Structural unemployment – Sometimes it is necessary to restructure the workplace because
of new technology. Old positions become redundant and workers must either be retrained or
are retrenched.
 Frictional unemployment – there is always some movement of jobs because of new
positions opening elsewhere which causes frictional unemployment.
2.5 Lack of education and skills

One of the results of apartheid was that many people did not have a good education or skills training.
This means that the middle age group of our population has a lack of education and skills
38
2.6 Crime
 Crime is often a direct result of socio-economic issues such as unemployment, poverty,

HIV/AIDS, drug and alcohol abuse.
 The inability of the government and the judicial system to deal with crime has had a negative
effect on the people of South Africa.
 Foreigners are hesitant to invest in a country with high crime rates.
 Crime acts as a deterrent to tourists and leads to skilled citizens leaving the country for
somewhere safer.
2.7 White collar crime
Piracy is the unauthorised copying of videos, DVD's, movies, computer games and music. Because of
piracy businesses lose money on lost sales; staff can lose their jobs if profits are low because of a
drop in sales and performing artists, musicians, entertainers, writers, etc. are not paid for their
services or intellectual property.
Intellectual property can be safeguarded by:
 Copyright, which is the law that protects a person’s intellectual property, so that other people
cannot use it as their own.
 Patent, which is a registered exclusive right of an inventor to make, use or sell an invention.
 Trade mark, which is any registered symbol, phrase, design, sound, smell, colour, product
configuration or combination of these. It includes a brand name, a slogan or a logo
2.8 Economic crime
 This can be in the form of corruption, tax evasion, credit card fraud, goods smuggling,
mismanagement of funds and public fraud.
 Economic crime has the potential to destroy the finances and the image of a business.
 Economic crime can be prevented or controlled by businesses putting internal control
measures and procedures in place.
 Accurate records and original documentation of all transactions, as well as getting
authorisation signatures from management when making payments.
2.9 Ethical misconduct

Ethical misconduct is the type of behaviour that, according to the Code of Ethics of an organisation, is
not acceptable. The following descriptions are examples of ethical misconduct that could take place in
the business.
 Sexual harassment
 Corruption
 Mismanagement of funds
Corruption and mismanagement of funds are forms of economic crime and can be prevented to some
extent by putting internal control measures in place.
39
3 Natural resources
3.1 Unavailability of natural resources
 Natural resources are resources extracted from the Earth in the primary sector of economy to
use in business operations.
 South Africa is seen as an arid country. This means we have a less than average amount of
rain and crops can fail.
 Agricultural productivity in South Africa is very low because not all the farmland is used
efficiently due to a lack of skill, money and equipment.
3.2 Inefficiency in the use of resources
 Many businesses in the secondary and tertiary sectors have resources, but do not know how
to make use of them.
 Labourers need to be trained so that they develop the skill to work with the resources. An
example is that not all employees who need to operate a computer in the workplace are
computer literate.
3.3 Dumping
 Dumping means that goods enter South Africa from other countries at a price that is cheaper
than the normal value of the goods.
 Dumping destroys the ability of local businesses to succeed in a very competitive market.
 If foreign companies are allowed to dump their goods in South Africa, the local small
businesses will lose profit.
 Dumping is common in agriculture. In the agricultural sector some countries receive
subsidies from their government.
3.4 Exhaustion of natural resources
 If our natural resources are exhausted, businesses will not be able to produce what is
necessary.
Overconsumption leads to resource depletion. An example is the availability of coal used to
generate electricity and to make fuel.
3.4 Load shedding

This leads to black outs and power failures. This affects business negatively as many hours of
production are lost due to the lack of electricity.
40
4 Strikes and go-slows
 Strikes affect the productivity of a business
 During the time of a strike, no production takes place or production can take place at a very
slow pace because of limited availability of labour.
 Strikes and lockouts are an important bargaining tool in industrial disputes and collective
bargaining.
4.1 The Labour Relations Act

 The aim of the Labour Relations Act (LRA) (Act 66 of 1995) is to promote economic
development, social justice and democracy in the workplace.
 The LRA recognises trade unions and workers’ rights.
 The LRA regulates all the parties in the employment relationship and provides guidelines for
settlement of disputes.
 The CCMA helps parties resolve their disputes through mediation and conciliation.
 The Labour Court is a separate court to deal with all labour disputes.
4.2 The functions of Trade Unions

A trade union is a labour organisation representing workers.
• Create collective bargaining agreements concerning pay, safety and work conditions.
• Advise employers on their human resource policies and practices.
• Formulate and represent workers’ rights and influence the making of laws and policies that
benefit members
• Promote greater participation of workers in management decisions that affect them.
• Organise strikes and other industrial action to strengthen the demands of workers.
• Represent workers in disputes and grievances with their employers.
• Ensure the welfare and education of members on issues such as HIV/AIDS, financial planning
and social benefits.
41
5 Other socio-economic issues include:
 Gambling
 Murders
 Traffic deaths
 Abuse of drugs and alcohol.

Multiple Choice
1. Intellectual property can be safeguarded by:
A. Copyright, trade mark and patent
B. Copyright, trade mark and usage
C. Patent registration
D. it can never be safeguarded due to piracy.
2. Cyclical unemployment occurs because:

A. Economic cycles such as recessions can force businesses to retrench some of their workers.
B. Some jobs are just for a specific season and then the position becomes unavailable.
C. Sometimes it is necessary to restructure the workplace because of new technology.
D. There is always some movement of jobs because of new positions opening.
Short Questions
3. Mention the positive reasons for collective bargaining. (6)
4. What is the result of poverty as a socio-economic issue? (6)
5. Define the macro business environment. (4)
6. What is meant by the term "inflation" and how do is it measured? (4)
7. Supply ONE word or term for the following definitions:
7.1 Issues such as a high birth rate, poverty, HIV/Aids, unemployment, and a lack of education and
skill. (2)
7.2 A type of crime committed by a person of high status using the funds of the business. (2)
8. Explain the following concepts in your own words:

a) economic crime (2) b) ethical misconduct (2) c) dumping (2) d) piracy (2) e) trade union (2) (8)
Longer Questions
9. List and briefly explain five functions of a trade union. (10)
10. Critically discuss crime as a result of disease, poverty and unemployment. (12)
42
1. A
2. A
3. Avoids strike action, √√ allows workers to band together as a unit, √√ creates uniform agreements
across an industry sector. √√ (6)
4. Lack of education, √√ poor health, √√crime, √√ unemployment √√ (3 x 2 = 6)
5. The external environment √√ over which the business has little control. √√ (4)
6. Inflation is a general and sustained rise in prices√√ and it is measured by the consumer price index.
√√ (4)
7.1 Socio economic problems (2)

7.2 White collar crime (2)
8.
a. This can be in the form of corruption, tax evasion, credit card fraud, goods smuggling,
mismanagement of funds and public fraud. (2)
b. Ethical misconduct is the type of behaviour that, according to the Code of Ethics of an organisation,
is not acceptable such as sexual harassment, racial discrimination. (2)
c. Dumping means that goods enter one country from another at a cheaper price.
(2)
d. Piracy is the unauthorised copying of videos, DVD's, movies, computer games and music. (2)
e. A trade union is a labour organisation representing workers (2)
9.
Create collective bargaining agreements concerning pay, safety and work conditions.
Advise employers on their human resource policies and practices.
Formulate and represent workers’ rights and influence the making of laws and policies that benefit
members
Promote greater participation of workers in management decisions that affect them.
Organise strikes and other industrial action to strengthen the demands of workers.
Represent workers in disputes and grievances with their employers.
Ensure the welfare and education of members on issues such as HIV/AIDS, financial planning and
social benefits. (5 x 2 = 10)
10.
Crime is often a direct result of socio-economic issues.
Examples are unemployment, poverty, HIV/AIDS, drug and alcohol abuse.
The inability of the government and the judicial system to deal with crime has had a negative effect on
the people of South Africa.
Foreigners are hesitant to invest in a country with high crime rates.
Crime acts as a deterrent to tourists.
It leads to skilled citizens leaving the country for somewhere safer. (6 x 2 = 12)
43
Topic 5 Business sectors
Overview
In grade 10 you learned that the economy is divided into three sectors, the primary, secondary and
tertiary sectors. This topic identifies and investigates the complex links and challenges between
enterprises in the primary, secondary and tertiary sectors.
Primary Sector Enterprises

Vertical Integration
 extraction of raw materials
and cultivation Businesses in different sectors of the
economy are combined
Secondary Sector Enterprises
Horizontal Integration
 conversion of inputs into
outputs - processing and Businesses in the same sector of the
manufacturing economy are combined or acquired
Tertiary Sector Enterprises
ensures goods and services reach

the consumer
1 The Primary sector

Primary sector industries are those that are directly involved in the extraction or cultivation of natural
resources from the earth or the sea. These include:
 Mining
 Fishing,
 Forestry
 Animal husbandry (farming with animals)
 Agricultural farming.
The goods or raw materials extracted, cultivated or harvested in the primary sector are made
available to the secondary sector for processing or transforming.
Natural resources which can be replaced or re-grown are renewable, for example, crops, pine forests
and animal farming. Natural resources which cannot be replaced once they are used are non
renewable, for example, coal, oil and peat.
44
2 The Secondary Sector
Secondary sector industries are those that are involved in manufacture, processing or construction
using raw materials obtained by the primary sector. It converts products into a more usable form,
using inputs from the primary sector which are then processed into outputs – semi-finished and
finished goods. This includes manufacturing products such as food, clothes and cars, the construction
of houses, roads and dams as well as the production of services such as electricity from coal.
Dumping occurs when a country exports its unwanted, excess or obsolete products to another
country. Often they are offered for sale at a price lower than local products which is a threat to local
producers who may go out of business.
45
3 The Tertiary Sector
Tertiary sector enterprises facilitating the flow of goods and services from the primary and secondary
enterprises, ensuring that the products or services reach the consumer. Tertiary sector enterprises
include the following:
 Wholesale
 Retail,
 Motor trade,
 Catering,
 Accommodation,
 Transport,
 Communications,
 Finance
 Insurance,
 Real estate,
 Personal services (e.g. doctors),
 Community services,
 Government services
 Cleaning.
We can sub-divide the tertiary sector into the following sectors:
 Wholesale and retail trade

 Catering and accommodation
 Transport, storage and communication
 Financial and business services
 Community and social services
 General government services
46
4 The business column
Products or services pass through the different sectors in a series of stages before they reach the
final consumer. Often many different industries will be involved in the manufacture of one product.
A simple business column
47
5 Links and challenges
We know that all businesses face challenges in their environments.

Businesses can use their links in the different sectors to create strategies in response to challenges.
 Linking with suppliers to secure an input or obtain a more competitive price.

 Finding better suppliers in order to improve the quality of the product.
 External differentiation occurs when one step in the production is transferred to a separate
business. For example, a manufacturer may ask another business to print the logos on T-
shirts. This is an example of outsourcing.
 Vertical integration shortens the business column. This takes place when two or more
consecutive processes are combined in the same business. For example a fruit canning
factory buys a fruit farm.
 Forward integration occurs if the fruit farm buys the canning factory.
 Backward integration occurs if the canning factory buys the fruit farm.
 Horizontal integration occurs when two similar enterprises combine or one buys the other, to
combine resources or reduce competition. for example Shoprite and Checkers.
An example of vertical integration
Dairy Farm Dairy Cheese making factory Shop outlet

Short questions
1. Give an example of forwards integration (2)
2. Give an example of backwards integration (2)
3. List four subdivisions of the tertiary sector. (8)
4. List two primary sector industries. (4)
5. Give an example of how the natural resource Iron might be used in the secondary sector. (2)
6. Create a basic business column for a leather handbag sold at a fashion shop (10)
7. Case Study
Solly and Rajah own a fruit canning factory called "Fresher fruit". They source their fruit from two
farmers who have agreed to supply them. They hope to sell their canned fruit to Pick 'n Pay and
Checkers. They have asked Speedy Vans to quote to distribute their products to all the different
provinces. Solly and Rajah bank with FNB and have insured their premises with Old Mutual. Their
advertising material has been created by Speedy Print (Pty) Ltd.
Fill in the following chart to show how all the sectors and environments are interrelated with Fresher
Fruit. (18)
Sectors Primary Sector Secondary Sector Tertiary Sector
Environments
Micro
Market
Macro
48
1. A factory buys a shop outlet for its goods. (2)

2. A frozen vegetable producer buys a farm to ensure supply. (2)
3.
Wholesale and retail trade
Catering and accommodation
Transport, storage and communication
Financial and business services
Community and social services
General government services (4 x 2 = 8)
4. Mining, animal husbandry, fishing, agricultural farming, forestry (any 2 x 2= 4)
5. Make steel for use in tin cans, cars etc. (2)
6. Cattle rearing (primary)
Tannery - leather working (secondary)
Handbag factory (secondary)
leather goods store (tertiary)
Final consumer (10)
7.
Sectors Primary Sector Secondary Sector Tertiary Sector
Environments
Micro Efficiency of farmers Fresher fruit Cash flow to pay bills.
employees
Production processes
Market Farmers Availability of fruit Pick 'n Pay
Checkers
Speedy vans
Old Mutual
Speedy Print
Macro Weather or crop Employment Laws Interest rates
diseases laws
(9 x 2 = 18)
49
Topic 6 The benefits of a company over
other forms of ownership
Overview
This topic looks at:

 The benefits and challenges of establishing a company versus other forms of ownership
 The formation of companies.
Profit companies
State owned companies Sole trader/proprietor

Public companies
Private companies different
Personal liability
forms of
companies inc.
ownership Partnership
Non profit companies (NPC)

Close corporation
Co-operative
1 The characteristics of the different forms of ownership
1.1 Sole Trader

This is a business owned by one person
A sole trader is someone who owns a business with no other owners; she/he contributes all the
capital or borrows it from someone else, usually manages it alone and/or with the help of employees,
bears all the responsibilities and gains all the profits.
CHARACTERISTICS OF A SOLE TRADER
 Only 1 person owns the business.

 If the owner dies or retires, this business no longer exists. There is a lack of continuity.
50
 The owner is responsible for all the debts of the business, should it go insolvent. This means
that he/she has unlimited liability.
 A sole trader is usually a person who has business acumen (sense).
 Sole traders have a close relationship with their customers.

 The business and the owner are not separate – this business is not a legal entity
(personality).
 It is an easy and uncomplicated way of forming a business.
FORMING A SOLE TRADER
There are no legal requirements when forming a sole trader. The person must however, make sure
that she/he complies with any requirements laid down by local authorities – a licence might be
necessary.
Advantages
 Easy to form
 No special formalities
 No costs involved
Disadvantages
 Unlimited liability
 No continuity if the owner dies
 Limited resources
 Difficult to expand
1.2. Partnerships
A partnership is where between 2 to 20 owners contribute or combine their skills, experience, labour,
goods, knowledge and capital to make and share profits. The actions of each partner affect the
business as a whole and all the partners are responsible to the partnership and each other.
CHARACTERISTICS OF A PARTNERSHIP
 A partnership consists of between 2 to 20 partners (owners).

 If one of the partners resigns or dies, the partnership no longer exists.
 All the partners are jointly and severally liable. This means that each partner is liable as
individuals and as a partnership for any debts of the business. This also means that they have
unlimited liability.
 A partner is an agent of the business and acts on behalf of the other partners when
conducting business.
 It may be formed orally or in writing.
 A partnership may be formed for a once-off venture or for a longer period of time.
 It is not a legal personality. The partners and the partnership are not separate.
FORMING A PARTNERSHIP
Partnerships are formed orally or in writing. The written contract is drawn up by an attorney and is
called the Partnership Agreement.
THE PARTNERSHIP AGREEMENT INCLUDES THE FOLLOWING
 The name of the partnership.
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 The names of the partners.
 The duties of each partner.
 The aim and nature of the partnership.
 The contribution of each partner.
 How the profits will be shared or how the losses will be divided.
 How disputes (disagreements) will be settled.
 Salaries paid to partners.
 How leave is allocated.
 Any insurance.
 Any drawings allowed.
 How interest will be paid.
Advantages
 Greater financial capacity.

 Freedom and flexibility in decision making
 Combines special skills
Disadvantages
 Easily dissolved and can be unstable.

 Unlimited liability
 Can be difficult to raise large amounts of money
1.3 Close Corporations
A close corporation is a simple, inexpensive way of forming a legal personality.
CHARACTERISTICS OF A CLOSE CORPORATION
 The members of a close corporation may be from 1 to 10.

 The name must end in CC.
 It is separate from its members (owners). This means that this business is a legal entity.
 A close corporation has unlimited continuity. A change in members does not affect the
continuity of the business.
 The members are not liable for debts of the business. They have limited liability.
 A document called the Founding Statement is drawn up to form a CC.
 Ownership is expressed as a percentage (%) interest in the business. The total % interest of
all the members of the CC will be equal to 100%.For example: if 4 members have an equal %
interest in the close corporation then each will have a 25 % ownership
FORMATION OF A CLOSE CORPORATION
A Founding Statement if used to form a close corporation. This document is a written agreement. It
must be registered with the Registrar of Close Corporations.
CONTENTS OF THE FOUNDING STATEMENT
 The name of the business.

 The aims of the business.
 The address of the registered office.
 The names, identity numbers and address of each member.
 The contribution of each member.
 The size of interest, expressed as a percentage, of each member.
 Details of the accounting officer and her/his consent to act as accounting officer.
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Advantages
 Legal entity
 Does not require audited financial statements
 All members may take part in management
 Limited liability
 Easy to register and start
Disadvantages
 Only 10 members allowed
 Members are bound by the actions of each other
 Needs to have an accounting officer
 Taxed as if it were a company
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2 The benefits and challenges of establishing a company versus
other forms of ownership
2.1 Benefits
 More owners means the possibility of more capital
 More capital means greater possibility for expansion and growth
 Shareholders appoint a board of directors that gives more effective management
 A separate legal entity
 Continuity of existence
 Profit on company tax is paid at a fixed rate.
2.2 Challenges
 Expensive and complicated formation procedures

 Many legal requirements to comply with
 If the directors are not competent then the shareholders' investments may be at risk.
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3 The formation of companies
3.1 Registration
The Memorandum of Association must be drawn up.
It must be filed together with the Notice of Incorporation with the Companies and Intellectual Property
Commission.
The Six Steps in forming a company
 The company name is reserved and the fees are paid to the Registrar of Companies and
Intellectual Property Commission.
 The certificate to commence business is submitted with the formation documents
 The company opens a bank account
 The company registers for income tax, VAT and employee withholding tax with the local
Receiver of Revenue.
 The company registers for UIF with the Department of Labour
 The company registers with the commissioner for the Compensation for occupational Injuries
and Diseases Act ( COIDA)
3.2 The company’s charter – the Memorandum and Articles of Association
THE MEMORANDUM OF ASSOCIATION defines the scope of a company and includes the
following:
 Company's name
 Address of the registered office
 Stating of the limited liability of the shareholders
 The amount of share capital
 The purpose of the company
THE ARTICLES OF ASSOCIATION indicate the internal management regulations and include the
following:
 Names of the directors and their roles

 The way in which profits will be distributed
 The internal rules for the running of the company
 Meetings
 Voting rights of shareholders
3.3 The Prospectus

A prospectus is a written invitation, issued to the public offering shares/securities in exchange for
money.
A prospectus must convince the public that they should buy shares in the company. It states:
 the purpose of the offer

 the share capital
 the shares issued
 property owned
 preliminary expenses
 amounts due to the promoters
 particulars of shares
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 the minimum subscription*
 Name of the company – incorporation and commencement of the company
Members of the public have 60 days to reply to the invitation.
* The minimum subscription
Before a public company may commence the company must prove that enough shares have been
issued to cover the costs of launching the company and any other initial expenses that may be
incurred. This is called the minimum subscription and they must be sold within 60 days of issuing the
prospectus otherwise the public company may not commence business.
3.4 Underwriting
To ensure that the minimum subscription is met, a bank or other financial institution may guarantee to
buy any shares not yet sold in order to make up the minimum capital requirements.
This ensures that –
 the minimum subscription will be sold

 the business can commence as a public company.
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4 A Private Company
4.1 Characteristic of a private company
 A minimum number of 1 and a maximum number of 50 people may start a private company.
 The name of the company must end in (Pty) Ltd. (proprietary limited)
 Private companies are normally medium-sized businesses.
 The company can only expand by selling shares up to 50 shareholders.
 Shareholders have limited liability- if the company goes insolvent the shareholders (owners)
are responsible for the debts of the business in their personal capacity. They are only liable
for the amount invested in shares in the business.
 A private company has unlimited continuity.
 It is a legal entity. This form of ownership can sue or be sued in its name.
 It is managed by a Board of Directors voted in by the shareholders.
 Shareholders cannot sell their shares on the Johannesburg Stock Exchange (JSE) - the
public are not invited to take up shares.
 Shares are not freely transferable. All the owners must agree on who is invited to become a
shareholder of a private company.
4.2 The steps in forming a private company
MEMORANDUM OF ASSOCIATION
(A document sent to the Registrar of Companies)
ARTICLES OF ASSOCIATION
(A document sent to the Registrar of Companies)
The Registrar issues
CERTIFICATE OF INCORPORATION
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5 A public company
5.1 Characteristics of a public company
 The minimum number of shareholders is 7 and the maximum depends on the number of shares
issued.
 The name must in the words Limited or Ltd.
 A prospectus is issued to invite the public to buy shares in the company.
 Shares are freely transferable.
 The company must adhere to the regulations in the Companies Act.
 Must receive a Certificate to Commence Business from the Registrar of Companies before
commencing business.
 Assets and liabilities are the sole responsibility of the company.
 The accounting records of the company have to be audited.
 An AGM (Annual General Meeting) of shareholders must be called. Shareholders can vote by
proxy – give another shareholder the authority to vote on their behalf.
 The financial statements (Balance Sheet and Income Statement) must be published annually.
 Any changes to the constitution (Memorandum of Association and Articles of Association) can
only be done by special resolution at a special meeting of shareholders.
 The voting rights and dividends (division of profits) will depend on the number and kinds of shares
held by each shareholder.
 A public company is a legal entity and pays tax.
 It has unlimited continuity and continues to exist even if the shareholders change.
 The shareholders have limited liability. They are not personally responsible for the debts of the
company if it goes insolvent. They will lose only the amount invested in shares.

5.2 The steps in forming a public company
MEMORANDUM OF ASSOCIATION
(sent to the Registrar of companies)
ARTICLES OF ASSOCIATION
(sent to the Registrar of Companies)
Registrar issues
CERTIFICATE OF INCORPORATION
ISSUING OF A PROSPECTUS
(inviting the public to buy shares)
CERTIFICATE TO COMMENCE BUSINESS

(issued once all the above have been registered and
complied with)
When deciding on the form of ownership, a business owner must make a decision based on his/her
needs and situations. There are, however, certain factors which have to be considered when this
decision is made.
58
6 Factors to be considered when deciding on which form of
business to choose
 Capital – how much and how will it be raised?
 Management – who will run/manage the business?
 Adaptability – will the business be able to adapt to changing situations?
 Profit Sharing – who will receive profits or share the losses and how?
 Control – are there voting rights and who makes the decisions?
 Number Of Owners – how many people are owners?
 Income Tax – what tax rates apply?
 Continuity – can the business continue to exist if owners join or leave?
 Liability – are owners personally responsible in the event of bankruptcy?
59
7 Tax Implications
 All businesses in the formal sector pay tax.
 Taxation is one of the factors that are considered in deciding on the form of ownership.
 Tax is paid usually as a percentage or rate of profits made by each business.
 The rate of taxation can vary for each type of ownership. Some types of ownerships pay
more or less than others.
 A company is taxed on its profits and then the shareholders (owners) are also taxed on
the dividends that they receive.
60
8 VAT (Value Added tax)
 VAT rate is 14%.
 VAT is collected at every stage in the production and distribution process of goods and
services.
 Businesses with an annual turnover and self-employed people earning more than R150
000 a year are required to register as vendors.
Short Questions
1. What is a company? Define and name the 2 types. (6)
2. What characteristics do private and public companies have in common? (8)
3. What is a CC? (4)
4. How is a partnership formed? (6)
5. Tabulate the differences between a private and a public company. (12)
DIFFERENCES BETWEEN A PRIVATE AND A PUBLIC COMPANY
Characteristic: PRIVATE CO. PUBLIC CO.
No. of shareholders?
Name end?
Issue of shares?
Transferability of shares?
When they may start

trading? (Document)
Main reason for this type of

company?
61
6. Tabulate the differences between a sole trader, a partnership and a close corporation. (21)
DIFFERENCES BETWEEN A SOLE TRADER, PARTNERSHIP AND A

CLOSE CORPORATION.
SOLE TRADER PARTNERSHIP CLOSE CORPORATION
Name
No. of owners
Liability
Continuity
Formation
Profit sharing
Transfer of
ownership
Longer questions
7. What factors (nine) need to be considered when deciding on a form of ownership? (18)
8. Explain a sole trader and its characteristics. (12)
9. Discuss the following:
9.1 a prospectus (6)
9.2 minimum subscription (6)
9.3 underwriting (6) (18)
10. Regarding partnerships, give the following:
10.1 a definition (4)
10.2 characteristics (6) (10)
11. List 5 aspects included in a partnership agreement. (10)
12. Mention 5 characteristics of a CC. (10)
13. What is the document called that is drawn up to form a CC and what does it contain? (12)
14. Differentiate between a Memorandum of Association and the Articles of Association (14)
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1. A company is a legal entity that conducts business. √√ It may be a private company√√ or a public
company √√ (6)
2.
Shareholders appoint a board of directors √√
A separate legal entity√√
Continuity of existence√√
Profit on company tax is paid at a fixed rate √√ (8)
3. A Close Corporation is a legal entity. √√√√ (4)
4. Partnerships are formed orally or in writing √√ between 2-20 people √√The written contract is drawn
up by an attorney and is called the Partnership Agreement√√ (6)
5. (12)
Characteristic: PRIVATE CO. PUBLIC CO.
No. of shareholders? 1-50√√ 7 upwards√√
Name end? (Pty)Ltd√√ Ltd√√
Issue of shares? Privately√√ To the public√√
Transferability of shares? No, by invitation only√√ On the JSE√√
When they may start trading? Certificate of incorporation√√ Certificate to commence

(Document) business√√
Main reason for this type of Small or family businesses√√ Needing a large amount of
company? capital√√
DIFFERENCES BETWEEN A SOLE TRADER, PARTNERSHIP AND A CLOSE CORPORATION.

6.
SOLE TRADER PARTNERSHIP CLOSE CORPORATION
Name No special ending√√ No special ending√√ End in CC√√
No. of owners 1√√ 2-20√√ 1-10√√
Liability unlimited√√ unlimited√√ limited√√
Continuity no√√ no√√ yes√√
Formation No requirements√√ Partnership Articles √√ CK1 and registration√√
Profit sharing no√√ As agreed√√ According to share

membership√√
Transfer of ownership no√√ no√√ Sell membership with

agreement of other
members√√
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7.
Capital – how much and how will it be raised? √√
Management – who will run/manage the business? √√
Profit Sharing – who will receive profits or share the losses and how? √√
Control – are there voting rights and who makes the decisions? √√
Number Of Owners – how many people are owners? √√
Income Tax – what tax rates apply? √√
Continuity – can the business continue to exist if owners join or leave? √√
Liability – are owners personally responsible in the event of bankruptcy? √√ (9 x 2 = 18)
8.
Only 1 person owns the business.
If the owner dies or retires, this business no longer exists. There is a lack of continuity. √√
The owner is responsible for all the debts of the business, should it go insolvent. This means that
he/she has unlimited liability. √√
A sole trader is usually a person who has business acumen (sense). √√
Sole traders have a close relationship with their customers. √√
The business and the owner are not separate – this business is not a legal entity (personality). √√
It is an easy and uncomplicated way of forming a business. (any 6 x 2 = 12) √√
9.
9.1 A prospectus is a written invitation, √√ issued to the public √√offering shares/securities in
exchange for money. √√ (6)
9.2 A public company must prove that enough shares have been issued to cover the costs of
launching the company and any other initial expenses that may be incurred. √√This is called the
minimum subscription and they must be sold within 60 days of issuing the prospectus √√otherwise the
public company may not commence business. √√ (6)
9.3 To ensure that the minimum subscription is met√√, a bank or other financial institution may
guarantee to buy them √√should the public not buy enough. √√ (6)
10.
10.1 A partnership is where between 2 to 20 owners contribute or combine their skills, experience,
labour, goods, knowledge and capital to make and share profits. √√ The actions of each partner affect
the business as a whole and all the partners are responsible to the partnership and each other. √√ (4)
10.2
A partnership consists of between 2 to 20 partners (owners). √√
If one of the partners resigns or dies, the partnership no longer exists. √√
All the partners are jointly and severally liable. This means that each partner is liable as individuals
and as a partnership for any debts of the business. This also means that they have unlimited liability.
√√
A partner is an agent of the business and acts on behalf of the other partners when conducting
business.
It may be formed orally or in writing. √√
A partnership may be formed for a once-off venture or for a longer period of time. √√
It is not a legal personality. The partners and the partnership are not separate. √√ (any 3 x2 = 6) [10]
64
11
The name of the partnership. √√
The names of the partners. √√
The duties of each partner. √√
The aim and nature of the partnership. √√
The contribution of each partner. √√
How the profits will be shared or how the losses will be divided. √√
How disputes (disagreements) will be settled. √√
Salaries paid to partners. √√
How leave is allocated. √√
Any insurance. √√
Any drawings allowed. √√
How interest will be paid. √√ (any 5 x 2 = 10)
12.
The members of a close corporation may be from 1 to 10. √√
The name must end in CC. √√
It is separate from its members (owners). This means that this business is a legal entity. √√
Has unlimited continuity. A change in members does not affect the continuity of the business. √√
The members are not liable for debts of the business. They have limited liability. √√
A document called the Founding Statement is drawn up to form a CC. √√
Ownership is expressed as a percentage (%) interest in the business. The total % interest of all the
members of the CC will be equal to 100%.√√ (5 x 2 = 10)
13. A Founding Statement is used to form a close corporation. √√ (2)

CONTENTS:
The name of the business. √√
The aims of the business. √√
The address of the registered office. √√
The names, identity numbers and address of each member. √√
The contribution of each member. √√
The size of interest, expressed as a percentage, of each member. √√
Details of the accounting officer and her/his consent to act as accounting officer. √√
(any 5 x 2 = 10)(10)
14. THE MEMORANDUM OF ASSOCIATION defines the scope of a company and includes the
following: √√
 Company's name√
 Address of the registered office√
 Stating of the limited liability of the shareholders√
 The amount of share capital√
 The purpose of the company√ (7)
THE ARTICLES OF ASSOCIATION indicate the internal management regulations and include the
following: √√
 Names of the directors and their roles√
 The way in which profits will be distributed√
 The internal rules for the running of the company√
 Meetings√
 Voting rights of shareholders√ (7)(14)
Adaptability – will the business be able to adapt to changing situations? √√
65
Topic 7 Avenues of acquiring a
business
Overview
This topic discusses the following aspects of acquiring a business:
• Establishing a new business

• Buying an existing business
• Acquiring a franchise
• Outsourcing
• Leasing business assets
Buying an existing business Starting a new business
 Advantages and disadvantages  The best time to start a business

 Contractual obligations  Choice of type of business
 Contractual obligations
Buying a franchise
Leasing
 Types of franchises
 Advantages and disadvantages of buying a  Advantages and disadvantages of
franchise and contractual obligations leasing
 Contractual obligations
Outsourcing
Advantages and disadvantages
66
1 Starting up a new business
The best time to start up a new business is when:
 A market is expanding and the existing businesses cannot keep up with customer demand
 Existing competitors are providing a bad service or bad quality goods
 You have a new product or service that is not provided by any other business.
1.1 Issues to be considered when startup a new business:
 Will the product or service customers away from competitors?

 Does the future owner have enough interest and knowledge of the business and the product?
 Can the owner source enough funding for starting up the new business?
 Will the new owner be able to develop and attend to all the business functions?
Advantages and disadvantages of starting a new business

Advantages Disadvantages
Cheaper as there is no goodwill to pay for. • Nothing to measure the new business against to
• Do not take over the problems of an existing determine whether the business will be
business. successful.
• Freedom to introduce new equipment, • Competition and demand for the product or
techniques, procedures and staff. service are not tested.
• Greater impact on the character of the • No established systems and procedures in
business. place.
• If capital is limited the business can start on a • An extra business sub-divides the market even
smaller scale. further.
•Initial costs may limit cash flow.
1.2 Contractual obligations

 A sole trader has no contractual obligations.
 If two or more persons form a partnership a formal agreement (partnership agreement) is
recommended.
 Normal legal requirements related to running a business also apply e.g. registration for tax
purposes.
 The new business will have to enter into contracts with employees, suppliers, banks,
landlords and customers if credit is supplied.
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2 Buying an existing business
Starting a new business is a high risk venture. Another option is to buy an existing business
which is already making a profit.
2.1 Issues to be considered:

 How does the cost of buying an existing business compare with setting up a similar business
from scratch?
 Why is the business being sold?
 Who are the current suppliers to the business and will they be willing to continue supplying to
a new owner?
 Are there audited financial statements and tax returns for at least the past three years?
 Do all the assets and stocks actually exist and have they been fairly evaluated?
Advantages and disadvantages of buying an existing business

Easier to raise finance if the business has a good Risk of over-estimation of turnover or profit by
history. seller.
Immediate cash flow as there are already Success of a business often rests on the
established reputation of the previous owner or a key staff
customers. member (like a chef).
Distribution, supply links and staff are already Seller may attempt to overstate the return the
established. new owner can expect to make on the
The market is not being further divided by an investment.
extra business.
Existing assets form part of the business and do
not need to be bought.
2.2 Contractual obligations and legalities

The new owner may have to take over existing contracts with employees and suppliers and may
have to enter into some new agreements.
The new owner may insist on a restraint of trade clause in the deed of sale to prevent the seller from
starting a similar business in the same geographical area.
When the business acquired is a legal entity (for instance, a CC or private company) most legalities
will just continue.
Activity 21
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3 Acquiring a franchise
A franchise is the right a business has to use the name, brand, ideas, processes and goodwill of an
existing business in a specific geographic area in order to sell its goods or services.
The franchisor is the person who created the good or services and then sells the right to produce
them to another person.
The franchisee is the person or organisation that buys the franchise.
By buying a franchise, the entrepreneur is able to run a business that has an established name,
products and reputation.
The franchisee (the person buying the franchise) has access to technical and managerial support
from the franchisor (the person who owns the franchise).
A Franchise Agreement is drawn up when a franchise is sold and it is a legally binding document.
By selling a business with a known name and set of procedures and operations, the franchisor is able
to control the quality of the goods or services delivered.
The Franchise Association of South Africa (FASA) exists to support and advise franchise owners.
The franchise option can be acquired by:

 Starting a new business from scratch and buying a franchise right for the new business
 Buying an existing business without a franchise and acquiring a franchise right for the
existing business
 Buying an existing business that is already operating as a franchise
There are three main types of franchises:

 Product franchise, where the franchisee acts as a retailer to sell specific products, for
instance Specsavers
 A system franchise, where the franchisor allows the franchisee to do business in a unique
way e.g. Master Maths
 A manufacturing agreement franchise, where the franchisor provides an essential ingredient
or know-how, for instance Seattle Coffee shops.
Advantages and disadvantages of acquiring a franchise

• Other successful franchises can be studied . • The costs may be higher than expected. the
before making a commitment. business will continue paying royalties and may
• A recognised brand name and trademark. have to agree to buy products from the
• Will benefit from any advertising or promotion franchisor.
by the franchisor. • There may be restrictions in the franchise
• Franchisor gives the business support in the agreement on the business may be operated.
form of training, setting up the business, how to • The franchisor might go out of business.
operate the business and advice. • Other franchisees could give the brand a bad
• Franchisee obtains exclusive rights in a certain reputation.
geographical area. • It may be difficult to sell the business together
• Banks are more likely to lend money to buy a with the franchise.
franchise with a good reputation. • A percentage of sales usually are shared with
• The business can communicate, get support the
and share ideas with other franchisees in the franchisor.
network.
• Relationships with suppliers have already been
established.

The franchisor and franchisee will enter into a formal agreement which stipulates the roles, rights and
responsibilities of both parties. The agreement will also specify the following payments: the initial
fee; monthly management fee; royalties on turnover; fees for machinery and equipment; and fees for
advertising.
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A franchise agreement must include the following:
 TERMS AND CONDITIONS – A summary of what each party is required to do.
 THE FRANCHISEE’S PAYMENTS –The initial franchise fee, royalties, renewal fees, etc.
 WHAT THE FRANCHISOR OFFERS – The providing of training, equipment, store plans,
stock, fittings, working capital, advertising and anything else agreed upon.
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4 Outsourcing
Outsourcing means contracting out to a third party a task, operation, job or process that could be
performed by employees within a business.
Functions that can be outsourced include the payroll, human resource recruitment, cleaning, e-
commerce, marketing, security and bookkeeping services.
Hiring a temporary employee while the secretary is on maternity leave is not outsourcing.
A sub-contract is when a subordinate contract under which supply of materials or labour is
let out to someone other than the main contractor. For example a building contractor may
subcontract out many of the tasks involved in building a house such as electrical wiring or
plumbing.
4.1 Issues to be considered.

 Why must the operation be outsourced?
 Can the operation really be outsourced?
 Is the expertise required readily available and how much will it cost?
 How much time and effort will be needed to manage and monitor the outsourcing?
 How much accountability will go with the outsourcing function?
 Are there any hidden costs like retrenchment or training costs?
Advantages and disadvantages of outsourcing

• Allows the business to focus on its core . • Loss of managerial control
functions. • Hidden costs,
• Saves on costs and improve efficiency. • Threat to security and confidentiality.
• Can reduce overhead expenses. • Quality problems.
• Regains control over an operation, • Tied to the financial well-being of another
• Provides staff flexibility during peak company.
times, • Poor internal and external publicity,
• Provides continuity and reduce risks,
• Develops internal staff by letting internal staff
work with the outsourced experts on a project to
learn new skills.
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5 Leasing business assets
A lease is a contract by which land or movable property is rented for a specified time by the owner to
a tenant. It can include assets such as equipment, buildings, homes, flats, machinery, vehicles, etc.
Start-up capital is needed whether starting a business from scratch, buying an existing business, or
even buying a franchise and the entrepreneur may not have sufficient capital to buy all the equipment
or other assets needed by the business immediately.
The lessor is the person or organisation which agrees to lease the assets to another person or
organisation.
The lessee is the person or organisation which pats to hire the assets.

 Leasing enables an entrepreneur to start a business without a large capital layout.
 Leasing can be defined as legal agreement that gives the business (lessee) the right to use
an
asset owned by someone else (the lessor) for a specific period of time in return for regular
payments.
 It is possible to lease most of the movable assets a business needs, including vehicles, office
furniture, store fixtures, computers and manufacturing equipment.
There are two main types of movable asset leases:

True leases – The lessee acquires no rights to the property, other than its use, the lessor remains the
owner of the leased property and the lessee’s rental payments do not give him/her ownership of the
item.
Financial leases - allow the lessee to purchase the asset at the end of the leave term.
Advantages and disadvantages of leasing
• The business gains use of the asset with no • The total of the lease payments may be more
initial expenditure. than the original purchase price of the leased
• The business can acquire the latest technology items.
without having to invest large amounts of capital. • The lessee is bound by the lease contract even
• The business does not carry the risk of when the business may not need the items any
expensive equipment becoming obsolete. Leased longer.
items • When the owner wants to sell the business the
are returned to the lessee at the end of the term lease will have to be taken over by the buyer of
of the lease. the business.
• For the lessee the lease payments are tax
deductible.
• Leasing improves the cash flow of the business.
• Leasing is regarded as an expense to the
lessee and therefore is not regarded as debt.

All leasing agreements are concluded using strict legal proceedings and formal contracts are signed
between the lessor and the lessee.
When drawing up a lease contract the following aspects need to be established:
 The lease period – the time period for which you intend using the premises or items and
whether there is an option to renew.
 The cost over the period of the lease – this includes the basic rental, operating costs, and
maintenance and security services.
 The annual escalation clause – this means that the rent will increase by a certain percentage
each year.
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Multiple choice
1. The following is not an advantage of outsourcing:

A. Allows the business to focus on its core functions.
B. Saves on costs and improve efficiency.
C. Can reduce overhead expenses.
D. It is tied to the financial well-being of another company
2. A franchisor is:
A. A person or business who buys the right to produce the goods or services of another person.
B. A person who sells the right to produce their goods or services to another person or business.
C A legal contract between two franchisees.
D A start-up business.
Short Questions
3. Discuss franchising in the following ways:
3.1 Give a definition (6)
3.2 Explain what must be included in a franchise contract (8)
3.3 Mention 5 advantages (10)
3.4 Mention 2 disadvantages (4)
3.5 The meaning of FASA (2) (30)
4. Explain what is meant by ‘outsourcing’. (6)
5. What is a lease? (4)
6. Mention 3 aspects that need to be included in a lease contract. (6)
7. What any 5 advantages of buying an existing business. (10)
8. Give three reasons why it may be a disadvantage for a business to lease moveable assets. (6)
Longer Question
9. Joe Mbolo wants to start a coffee shop and sell really good coffee and snacks. Write a brief report
explaining to Joe what is meant by the term "outsourcing" and also suggest to him three aspects of
running his coffee shop that he could consider outsourcing. (26)
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1. D
2. B
3.
3.1 A franchise is the right a business has to use the name, brand, ideas, processes and goodwill of
an existing business in a specific geographic area in order to sell its goods or services. √√√√√√ (6)
3.2
TERMS AND CONDITIONS – A summary of what each party is required to do. √√
THE FRANCHISEE’S PAYMENTS –The initial franchise fee, royalties, renewal fees, etc. √√
WHAT THE FRANCHISOR OFFERS – The providing of training, equipment, store plans, stock,
fittings, working capital, advertising and anything else agreed upon√√√√ (8)
3.3
• Franchisor gives the business support in the form of training, setting up the business, how to operate
the business and advice. √√
• Franchisee obtains exclusive rights in a certain√√
geographical area.
• Banks are more likely to lend money to buy a franchise with a good reputation. √√
• The business can communicate, get support and share ideas with other franchisees in the network.
√√
• Relationships with suppliers have already been established. √√ (5 x 2 =10)
3.4
. • The costs may be higher than expected. the business will continue paying royalties and may have
to agree to buy products from the franchisor. √√
• There may be restrictions in the franchise agreement on the business may be operated. √√
• The franchisor might go out of business. √√
• Other franchisees could give the brand a bad reputation. √√
• It may be difficult to sell the business together with the franchise. √√
• A percentage of sales usually are shared with the franchisor. √√ (any 2 x 2 =4)
3.5 The Franchise Association of South Africa √√ (2) (30)
4. Outsourcing means contracting out√√ to a third party√√ a task, operation, job or process that could
be performed by employees within a business. √√ (6)
5. A lease is a contract √√ by which land or movable property is rented for a specified time by the
owner to a tenant. It can include assets such as equipment, buildings, homes, flats, machinery,
vehicles, etc. √√ (4)
6. The lease period √√ The cost over the period of the lease√√ The annual escalation clause √√ (6)
7. Easier to raise finance if the business has a good history. √√

Immediate cash flow as there are already established customers. √√
Distribution, supply links and staff are already established. √√
The market is not being further divided by an extra business. √√
Existing assets form part of the business and do not need to be bought. √√ (5 x 2 = 10)
8. The total of the lease payments may be more than the original purchase price of the leased items.
√√
The lessee is bound by the lease contract even when the business may not need the items any
longer. √√
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When the owner wants to sell the business the lease will have to be taken over by the buyer of the
business√√
(3 x 2 = 6)
9. Outsourcing means contracting out to a third party a task, operation, job or process that could be
performed by employees within a business. √√ √√ √√
Joe can outsource several of his operations such as the payroll, human resource recruitment,
cleaning, e-commerce, marketing, security and bookkeeping services. √√ √√ √√
There are several reasons why this would be advantageous to Joe:
• Allows the business to focus on its core functions. √√
• Saves on costs and improve efficiency. √√
• Can reduce overhead expenses. √√
• Provides staff flexibility during peak times. √√
• Develops internal staff by letting internal staff work with the outsourced experts on a project to learn
new skills. √√
Joe could then concentrate on his core business of providing really good food√√ without having to pay
for extra staff to provide these other services and supervise staff. Outsourcing would be cheaper.
√√√√ (26)
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Term 2 Introduction
Topic 1 Creative thinking and problem-solving
Topic 1 describes how creative thinking is necessary for solving problems. It
explains various problem-solving techniques. These can be used in a business
to generate new ideas and find solutions to business problems. Creative
solutions found in this way need to be assessed against the reality of the
business environment.
Topic 2 Stress and crisis management

Topic 2 deals with stress, crises and change in the workplace. Stress, crises
and change need to be factored into the general management structures of a
business. Where necessary, special units or sections may have to be deployed
to support management and the workers.
Topic 3 Transformation of a business plan into an action plan

Topic 3 shows you how to transform a business plan into an action plan. This
is part of project planning. Various planning tools are described in detail in
this topic.
Topic 4 Setting up or starting a business

Topic 4 discusses setting up and starting a business. You need an action plan.
This will help you raise capital to fund the start-up of your business. This topic
describes the various options for obtaining the necessary capital.
Topic 5 Professionalism and ethics

Topic 5 describes the differences between professionalism and ethics
as well as the relevant theories and principles. The topic suggests how
professionalism and ethics relate to the business environment and how
they can be applied in effective business practice. The learners evaluate and
differentiate between good and bad decisions.
Topic 6 Presentation of business information

Topic 6 This topic deals with the revision of Grade 10 work related to the
presentation of business information in verbal and non-verbal formats,
the use of visual aids to support a presentation, and the design and layout
of presentations. The topic also deals with the presentation of business
information in a written format, among other formal reports. The topic
concludes with a section that deals with the question and answer element of
a presentation and how to deal with it in a non-aggressive and professional
manner.
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Topic 1 Creative thinking and problem
solving
Overview
This topic deals with the application of creative thinking to solve problems
problem
solving skills
complex problem creative
solving techniques thinking and
problem
routine v creative
solving
working with others thinking
to solve problems
conventional v non creative solutions

conventional solutions
1 Solving business problems and improving business practice.

All businesses have problems that need solving.
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2 Using creative thinking to address business problems and
improve business practice
Creative thinking is the process used to come up with new ideas.

Creative thinking and problem solving are both necessary skills in the workplace because managers
and employees need to understand the ever-changing business environment where they operate.
Managers must make suitable decisions so that the business challenges are met in order to be in line
with technological changes maintain a competitive edge businesses must employ creative thinkers.
Creative thinking is used to:

 develop new products and marketing strategies
 improve the quality of goods and services and customer satisfaction
 challenge assumptions and change perceptions
 generate alternative solutions
 solve conflict in the workplace and encourage teamwork.
2.1 Problem-solving skills in a business context
Plan
Do
Implement
Check
2.1.1 The advantages of using creative thinking:
 shorter and more productive meetings

 better and quicker problem solving and decision making
 more effective and efficient planning and management
 creation of more innovative ideas that lead to better performance
2.1.2 Bench-marking
A problem can only be solved once it has been identified. Performance or productivity can be
benchmarked against set norms and standards. If the benchmark is not reached there may be a
problem within the organisation.
2.1.3 Problem-solving steps
1. Identify the problem and list possible reasons for the problem.
2. Collect data and information about the problem.
3. Analyse all the facts and information in order to understand the problem.
4. Find as many solutions to the problem as possible.
5. Evaluate and select alternative solutions.
6. Develop and implement an action plan to solve the problem.
7 Monitor and follow-up to check the end result and ensure the problem was solved.
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2.2 Routine versus creative thinking
 Routine thinking means doing the same thing and expecting different results.
 Creative thinking means using lateral thinking to solve problems through reasoning and find
new solutions.
2.3 Mental blocks to creativity and idea generation

Mental blocks to creativity and idea generation are barriers that prevent recognition of a problem or
finding a solution to that problem.
Internal blocks
Blocks that are Perceptual blocks
are Intellectual blocks
ruled by emotions,
obstacles that lead to poor strategies
fear, judgments and
prevent or plans to solve the
reflections.
you from seeing the problem. Expressive
problem clearly or blocks mean that the
finding a possible ability to communicate
solution. ideas is difficult.
Internal blocks
Cultural
Perceptual blocks imply
blocks
that people do not want
Intellectual
to goand
against their
expressive blocks
traditional beliefs Environmental blocks
. include the social and
physical environment in
Cultural blocks which we live and work.
The social environment
should be where there
is honesty, trust and
support.
2.4 More complex problem-solving techniques
 Brainstorming – a group discusses and solves the problem together

 Force field analysis – discussing and evaluating the pros and cons of
 change.
 The Delphi technique – ideas and opinions are obtained using written or
 Internet communication (similar to brainstorming but not face-to-face)
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2.4.1 Brainstorming
Brainstorming is a way of generating ideas through a group process.
The steps in brainstorming
STEP 1 Outline the brainstorming process to the group.
STEP 2 Outline the basic rules to be followed:
 Keep an open mind – don’t criticise anyone.

 Let yourself go - don’t discuss an idea yet.
 Generate as many ideas as possible.
 Build on the ideas of others.
 Write down all the ideas as they arise.
STEP 3 PRESENT THE PROBLEM TO THE GROUP
STEP 4 APPOINT A RECORDER
STEP 5 STATE THE PROBLEM IN CLEAR TERMS AND BEGIN
STEP 6 SYNTHESISE SIMILAR IDEAS
STEP 7 GROUP THE LISTED IDEAS INTO THREE GROUPS ( Impossible; Unlikely; Possible)
STEP 8 PRIORITISE THE BEST IDEAS
2.4.2 Force-field analysis

Can be used when changes in production of goods or services are proposed.
This method takes all the negative forces into account beforehand, so that steps can be taken to
minimise them. You can list all the positive forces and strengthen them.
Step 1. List and discuss the various forces that are in favour of the proposed change. These are the
driving forces.
Step 2. List and discuss the various forces that are against the proposed change. These are the
restraining forces.
Step 3. Weigh up the pros and cons, or driving forces against the restraining forces.
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Force field analysis
Driving forces Restraining forces
(obstacles for change) (obstacles to change)
2.4.3 The Delphi Technique
The Delphi problem-solving technique can be used to tap brainpower from participants at
different places at the same time. Information can be exchanged via mail, FAX, or email.
It uses anonymous interviews or involves a series of confidential questionnaires to solve a
problem. The
following steps are identified:
Step 1: Identify the problem
Step 2: Ask group members to write possible solutions to a problem. Do this in the form of a
questionnaire.
Step 3: Combine the results and give each member a copy of the results
Step 4: Experts submit new ideas.
Step 5: Combine the new information and give it to the experts again.
Steps 4 & 5 can be repeated until all members in the group agree.
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The advantages of the Delphi technique
 Arguments and disputes are minimised.

 It encourages input from people who do their best work without needing to
interact.
 It minimises the influence of participants due to rank or status.
 Free expression is promoted, without fear of being belittled.
 The physical presence of participants is not required.
The disadvantages of the Delphi technique.
1. It can be time-consuming.
2. Bad ideas may be accepted because of a lack of group discussion.
3. There is no opportunity for participants to elaborate or add to someone else’s
idea.
2.5. Working with others to solve problems and generate ideas

Synergy occurs when individuals work together to achieve results that they cannot achieve
separately.
2.5.1Creative thinking skills and conventional versus nonconventional solutions
Problems can be solved using conventional solutions or nonconventional solutions.

 Conventional solutions are the ways that problems are usually solved.
 Non-conventional solutions require you to solve problems in unique ways using creative
thinking skills.
2.5.2 Indigenous approach and solutions
 Problems can also be solved by using traditional or indigenous knowledge. This is the
knowledge that is unique to the people born in a specific country or from a specific culture.
 These solutions often differ from what is considered mainstream in western society.
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3 Creative solutions to business problems
 All businesses face uncertainty in the micro (business) environment and especially
the market and macro (external) environment.
Businesses may use the PESTLE analysis factors to help them find a creative solution to
problems that exist in the macro environment.
PESTLE analysis factors are macro-economic factors that affect a business.
P - Political factors What is happening politically? For example, tax policies, changes of government.
E - Economic factors What is happening in the economy? For example, economic growth or decline,
unemployment, inflation.
S - Social factors What is happening socially? For example, cultural, health, population growth.
T - Technological factors How is technology affecting businesses? What new technologies exist?
L - Legal factors For example laws on importing and exporting, labour laws.
E - Environmental factors What is happening in the environment? For example, global warming and
pollution.
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1. What is the Delphi technique? (4)

2. Give 3 advantages of using the Delphi technique and 2 disadvantages of using this technique. (10)
3. List the steps involved in the Delphi technique and explain each one briefly (14)
4. Define brainstorming and write down the 8 steps in this process. (10)
5. Give two reasons why creative thinking is important in business. (4)
6. List the factors that PESTLE stands for. (6)
7. How can you generate ideas? Explain some of the methods for doing this. (16)
8. Describe the difference between creative and routine thinking. (4)

1. It is a problem solving technique which uses anonymous interviews or involves a series of
confidential questionnaires to solve a problem. (2)
2 Advantages of the Delphi technique
 It encourages input from people who do their best work without needing to interact.
 The physical presence of participants is not required.
Disadvantages of the Delphi technique.

 It can be time-consuming.
 Bad ideas may be accepted because of a lack of group discussion.
 There is no opportunity for participants to elaborate or add to someone else’s idea.
(10)
3. Step 1: Identify the problem
questionnaire.
Steps 4 & 5 can be repeated until all members in the group agree. (14)
4. Brainstorming is a way of generating ideas through a group process. (2)

Steps in brainstorming (8 x 1) (10)
Outline the brainstorming process to the group.
Outline the basic rules to be followed:

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PRESENT THE PROBLEM TO THE GROUP
APPOINT A RECORDER
STATE THE PROBLEM IN CLEAR TERMS AND BEGIN
SYNTHESISE SIMILAR IDEAS
GROUP THE LISTED IDEAS INTO THREE GROUPS ( Impossible; Unlikely; Possible)
PRIORITISE THE BEST IDEAS
5. Because managers and employees need to understand the ever-changing business environment
where they operate. √√
In order to be in line with technological changes√√ and maintain a competitive edge√√ (2 x 2 = 4)
6. Political factors
Economic factors
Social factors
Technological factors
Legal factors
Environmental factors (6)
7. Delphi technique, Brainstorming, Force field analysis, Indigenous solutions plus descriptions
(4 x 4 = 16)
8. Routine thinking means doing the same thing and expecting different results. √√Creative thinking
means using lateral thinking to solve problems through reasoning and find new solutions. √√ (4)
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Topic 2 Stress and crisis management
Overview
This topic deals with stress, its effects in the workplace and how to manage stress
Managing stress Crisis and change

management
What is stress?
Theories of change
management
Dealing with and
adapting to change
1. Concepts relating to stress, crisis and change management

Stress can cause physiological changes in the body:
 Increased heart rate
 Muscles that are tight and ready for work
 Quickened breathing
 Sharper mind and senses
Stress can be caused by HOW work is done, and by WHERE work is done.
Categories of stress:
How the work is done Where the work is done
Job content • Lack of variety Career development, • Job security
• Unpleasant tasks status and pay • Lack of promotion
• Dangerous tasks opportunities
• Boring and • Under-promotion and
meaningless tasks over-promotion
• Work of low social
value
• Piece rate payment
schemes
• Unclear/unfair
performance evaluation
system
• Being over-skilled or
under-skilled for the
job
Workload and place • Having too much or Role in the • Unclear role in
too little to do organisation organogram
• Working under time • Conflicting roles
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pressure within the same job
• Responsibility for
people
• Always dealing with
other people and
their problems
Working hours • Strict working Interpersonal • Weak and careless
schedules relationships supervision
• Long hours working • Bad relations with co-
alone workers
• Unpredictable • Bullying (forcing
working hours someone to do
• Badly designed shift something against their
systems will), harassment and
violence
• Isolated or solitary
(done alone) work
• No process to deal
with problems or
complaints
Participation and •Lack of participation in Organisational culture • Poor communication
control decision making • Poor leadership
• Lack of control (for • Lack of clarity about
example, over work the business’
methods, work pace objectives
and working hours)
Home versus work • Demands of work and
home that interfere
• No support for home
problems at work
• No support for work
problems at home
1.1 Strategies to manage stress

1.2.1 Personal strategies
 Recognise the signs of stress and its causes.

• Create a balanced and organised lifestyle.
• Exercise regularly and keep fit.
• Eat a balanced diet.
• Get enough sleep and relaxation.
• Replace negative self-talk with positive thoughts.
• Stop worrying about things that are beyond your control.
1.2.2 Work based strategies
 Share the workload.

• Select and train workers properly.
• Consult workers about working practices.
• Offer flexitime.
• Increase worker support.
• Encourage cooperation and teamwork.
• Arrange stress management training.
• Improve equipment and working conditions.
• Improve managers’ understanding knowledge and skills for dealing with work stress.
• Implement work and management systems.
• Develop a friendly and more supportive culture.
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1.2.3 Ways in which stress impacts on businesses.
 Absenteeism
 Poor judgement
 Grievances and complaints
 Conflict and interpersonal problems
 Customer service problems
 Resistance to change
1. 2 Crisis and change management
Examples of crises that can occur:

 Tight deadlines
 Theft
 Ill health
 Power outages
 Vandalism
Stages in a crisis
Stage 1 Before the crisis. Little advance warning.
Stage 2 Warning. Clear indications that an event may happen and cause harm to the
business.
Stage 3 Crisis point. The crisis starts showing harmful effects on the business.
Stage 4 Recovery. The business is able to focus on a return to normal operations.
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Stage 5 Post crisis. Assessing the damage caused by the event, start repairing what was
damaged and considering a contingency plan to prevent or deal with a similar crisis in the
future.
1.3 Change management
Change management involves:

 Identifying a crisis.
 Planning a response.
 Responding to a sudden event that poses a significant threat to the business.
 Limiting the damage.
 Selecting an individual or team to deal with the crisis.
 Resolving the crisis.
1.4. Theories of change management
 Business Process Re-engineering (BPR)

Business processes need to be improved in order to deal effectively with change, even if
individuals are motivated and prepared to work hard and deal with change.
A small change in processes can have dramatic effects on cash flow, service delivery and
customer satisfaction.
 Total Quality Management (TQM)

Management and employees of a business work together to improve processes, products,
services and the culture that they work in.
If all the business processes are done right the first time, it will minimise defects and waste.
 Kaizen Model
The Kaizen model is based on the following five elements:
 Quality groups meet to discuss levels of quality in their divisions.
 Strong morale among employees is an important. Managers must keep in constant
contact with employee morale.
 Teamwork is necessary.
 Personal discipline of each employee ensures that a team stays strong.
 Suggestions for improvement from all employees.
 John Kotter’s Change Model

Eight steps that need to be taken in order to manage change successfully:
 Establish a sense of urgency among employees to deal with the change.
 Management and employees must work together.
 Create a clear vision for the business.
 Communicate and explain the vision to all employees.
 Make it possible for all employees to respond to the vision.
 Plan and create short-term goals and successes.
 Combine all improvements and produce even more change.
 Make new approaches part of the business’s standard procedures.
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2 Dealing with and adapting to change
2.1 Reasons for resisting change
 Loss of security
 Fear of economic loss
 Loss of power and control
 Reluctance to change old habits
 Awareness of weakness in the proposed change
 Peer pressure
 Timing and scope of change
 Misunderstanding
2.2 The 7 stages in adapting to change
1. Immobility, unable to do anything

2. Denial that there is a problem
3. Self-doubt or depression
4. Accepting reality and the need for change
5. Testing self and making changes
6. Seeking meaning and reasons for the change that has occurred
7. Internalising the changes that have been made
2.3 Change in the workplace

Changes in the workplace happen on a constant basis giving rise to stress and the need for
change management.
2.3.1 Unemployment
 Unemployment is a major social problem which has worsened since the global
financial crisis of 2008
 South Africa has an estimated unemployment rate of 24.9%.
 South Africa’s labour legislation requires employers and employees to contribute to
the Unemployment Insurance Fund (UIF).
 Workers can receive financial assistance during periods of unemployment from the UIF.
2.3.2 Retrenchment
Businesses sometimes need to downsize or reduce their capacity.
They may ask employees to apply for voluntary retrenchment. This includes a voluntary
severance package.
The Labour Relations Act 66 of 1995 states that a business must make a minimum
retrenchment payment to an employee based on the number of years worked for the
business. People who are retrenched and who cannot find another job in the formal sector
can adapt by trying to start their own business.
2.3.3 Dismissal
An employee may be dismissed for the following reasons:
 Incapacity
 Misconduct
 Operational reasons
If employees feel that they have been unfairly dismissed, they can appeal to the
Commission for Conciliation, Mediation and Arbitration (CCMA) for a fair hearing.
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2.3.4 Affirmative action and Black Economic Empowerment (BEE)
The government has passed laws regarding affirmative action and black economic
empowerment policies in order to change the lives of previously disadvantaged South
Africans.
The Employment Equity Act of 1998 aims to eliminate unfair discrimination, ensure
employment equity and achieve a diverse workplace that is more representative of South
Africa’s population.
The BEE Act 53 of 2003 aims to promote a more equal distribution of wealth, in a free-
market environment, by actively supporting and favouring the economic empowerment of
previously disadvantaged individuals. Businesses that comply with the BBE requirements
are given preference when it comes to issuing government tenders, procurement contracts
and licences (e.g. casino licences and cell phone licences).
The Labour Relations Act (LRA)

The LRA forbids unfair discrimination either directly or indirectly against an employee on the
grounds of race, gender, sex, ethnic or social origin, sexual orientation, age, disability,
religion, conscience, political opinion, culture, language, marital status or family
responsibility.
2.3.5 Globalisation
 Globalisation means the movement between countries of people, goods, capital and
ideas.
 Globalisation happens due to increased economic integration, improvement in
technology and a reduction of trade barriers.
 Bigger markets can mean bigger profits and increased economic growth but
businesses need to be more aware of what is happening around the world.
 Many South African businesses sell their products all over the world but South
African business must also compete with imports from other countries.
 Competition from countries such as China is a threat to local businesses.
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1. Define retrenchment (2)
2. What changes has affirmative action brought about? (4)
3. Name three theories of change (6)

4. List five elements of the Kaizen model. (10)
5. Explain three Laws which create change and affirmative action in the workplace. (12)
6. How do problems and crises differ? Give an example. (6)
7. Define affirmative action. (2)
8. Explain three reasons for dismissal. (6)

1. Retrenchment occurs when bbusinesses need to downsize or reduce their capacity.√√ (2)
2. Equity in the workplace, √√laws to encourage black economic empowerment √√ (or list
any of the Acts) (4)
3. Business Process Re-engineering, √√Total Quality Management, √√Kaizen Model, John
Kotters' model. √√
(3 x 2 = 6)
4. Quality groups meet to discuss levels of quality in their divisions√√.
Strong morale among employees is an important. √√
Managers must keep in constant contact with employee morale. √√
Teamwork is necessary. √√
Personal discipline of each employee ensures that a team stays strong. √√
Suggestions for improvement from all employees. √√ (5 x 2 = 10)
5. The Employment Equity Act of 1998, √√ The BEE Act 53 of 2003, √√ The Labour
Relations Act (LRA) √√
(3 x 2 = 6)
6. A problem is a difficulty which may not need immediate intervention. √√ A crisis occurs
when the problem has to be dealt with immediately. √√For example a slow-down in
businesses is a problem but should business stop all together it becomes a crisis. √√ (6)
7. Affirmative action is a process, implemented with laws, to address past inequalities in the
workplace. √√ (2)
8. incapacity, √√ Misconduct, √√ Operational reasons. √√ (3 x 2 = 6)
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Topic 3 Transformation of a business
plan into action plan
Overview
Topic 3 identifies methods of putting a business plan into action.
Contents of a
business plan
Planning tools Transforming a business plan
Gantt charts or Work
Breakdown Structure - steps involved
(WBS)
Timelines
Project planning Using collaborative teamwork
Critical path analysis
PERT analysis
1 Transformation of a business plan into an action plan

1.1 The steps for transforming a business plan into an action plan
1. Define the scope of the project.

• What is its purpose?
• What are the first and last activities?
2. Develop a work breakdown structure.
3. Break the project down into smaller activities.
4. Set time frames, and work out how long every activity takes.
5. Set milestone targets.
6. Decide on accountabilities, who will be responsible for the decisions made.
7. Calculate the financial, human and technical resources you will need.
8. Plot the activity schedule onto a Gantt chart.
9. Implement the project plan.

10. Communicate and review progress.
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1.1.1. A Work Breakdown Structure is used to:
• divide a project into manageable areas

• develop a schedule for either a Gantt or critical path method chart
• allocate responsibilities to staff members.
1.2 Contents of a business plan

A business plan should contain the following:
 cover page – includes business details and contact numbers of the owner(s)
 table of contents
 an executive summary
 description of the business, including form of ownership and description of product or
service
 a production or operational plan
 management plan
 market analysis and marketing plan
 financial plan
 legal requirements
 SWOT analysis
 support documents, for example, copies of contracts, plans and diagrams.
1.2.2 Project planning and management
Project management skills are needed to turn the business plan into an action plan.
These include the use of knowledge, skills and tools to plan and implement activities to meet
the goals for a specific project. A good project manager will:
 Identify the resources that will be needed, such as the people, budget and
 time.
 Allow time for consultations, approvals and getting financial assistance such as bank
loans.
 Prepare a schedule identifying the main activities of each plan.
 Work backwards to prepare timeframes.
 Analyse each main activity by breaking it down into smaller activities.
 Decide who will make each activity happen and by when.
 Allocate a budget for each part of the action plan.
 Create a projected income statement from the business plan to provide financial
information.
 Develop control methods to highlight problems.
 Identify risks and plan for unforeseen events.
 Check the plan regularly.
1.2.3 Action plan
An action plan is needed to implement the business plan and show how activities will be
organised to achieve the goals of the business plan
Preparing an action plan:

The action plan is based on a number of questions:
 What must happen?
 Who is responsible?
 When will activity start?
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 When will activity end?
 Did the activity take place or what went wrong? (Record or Review)
Advantages of an action plan

 It enables projects to be achieved within a specified time.
 It helps the person responsible for achieving certain goals to be more organised.
 It is a control measure against which standards and performance can be measured.
 It prioritises activities by their importance.
1.3 Planning tools
1.3.1 Timelines
A timeline is a line on which time and activities are marked. It is simple tool that lists all the
activities that need to be done and the date order in which they will be completed.
1.3.2 Task analysis

Task analysis evaluates different tasks.
Dependent tasks are tasks that cannot begin until other tasks have been completed.
Parallel tasks are tasks that can be done at the same time as other tasks.
1.3.3 Gantt charts and Work Breakdown Structure (WBS)
Gantt charts are bar charts or graphs that show the duration of each task against the
progression of time. They are tools often used by project managers in their planning to co-
ordinate and track the different tasks in a project.
Advantages of Gantt charts

 They are easy to prepare.
 They are easy to read and understand.
 Events are shown in chronological order.
 The time needed for an activity is shown visually.
 Managers and team members can see which activities run at the same time
(concurrently).
 Team members can see who is responsible for each activity.
 They show progress on an activity.
 Interrelated tasks can be seen at a glance.
 More information can be included by using colour coding and key symbols.
 If adjustments have to be made, it is easy to see the effect on the other activities
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1.3.4 Critical path analysis (CPA)
Especially useful for large projects, CPA calculates the maximum time for each task to be
completed, and identifies tasks that can be delayed.
1.3.5 PERT analysis
PERT stand for "programme evaluation and review technique" which was developed in the
late 1950s. A PERT network is a diagram that looks like a flow chart. It shows the order of
activities needed to complete a project and the time or costs of each activity. When using a
PERT network, a project manager must think about what has to be done, determine which
events depend on one another and identify potential trouble spots. To construct a PERT
network, you need to know three terms: events, activities and critical path.
 Events are end points indicating that major activities are completed.
 Activities are the actions that take place.
 The critical path is the longest or most time-consuming order of events and activities that
is needed to complete the project in the shortest amount of time
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4 Collaborative Teamwork
When working in collaboration with partners to create action plans, teams need to ask the
following questions:
• What are the main goals and mission statement of our project?
• How much time do we have to work together?
• What information, resources and power do we need to implement our project’s goals and
mission?
• What are the possible barriers to meeting our project’s goals?
• Are there alternative courses of action?
Once major goals are identified, teams can break up into small groups.

1. Define a work breakdown structure (WBS). (6)
2. Define a Gantt chart. (6)
3. Define the critical path method (CPM). (6)
4. Define the programme evaluation and review technique (PERT). (6)
5. Explain the role of action plans in a business plan. (10)
6. List five tasks of good manager (10)
1. A work breakdown structure divides work into manageable sections, √√ allocates

responsibilities to staff√√ and allows for an action plan such as GATT to be implemented. √√
(6)
2. Gantt charts are bar charts or graphs √√that show the duration of each task against the
progression of time. √√ They are tools often used by project managers in their planning to
co-ordinate and track the different tasks in a project. √√ (6)
3. CPA calculates the maximum time for each task to be completed, √√ and identifies tasks
that can be delayed. √√ It is useful for large projects. √√ (6)
4. A PERT network is a diagram that looks like a flow chart. √√ It shows the order of
activities needed to complete a project√√ and the time or costs of each activity. √√ (6)
5. An action plan is needed to implement the business plan√√ and show how activities will
be organised √√ to achieve the goals of the business plan√√ (6)
6. Identify the resources that will be needed, such as the people, budget and time. √√
Allow time for consultations, approvals and getting financial assistance such as bank loans.
√√
Prepare a schedule identifying the main activities of each plan. √√
Work backwards to prepare timeframes. √√
Analyse each main activity by breaking it down into smaller activities. √√
Decide who will make each activity happen and by when. √√
Allocate a budget for each part of the action plan. √√
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Create a projected income statement from the business plan to provide financial information.
√√
Develop control methods to highlight problems. √√
Identify risks and plan for unforeseen events. √√
Check the plan regularly. √√ (5 x 2 = 10)
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Topic 4 Setting up / starting a business
Overview
Topic 4 discusses ways of starting a business and looks at the issue of funding.
Action plans Setting up a Acquiring funding

business own or borrowed
strategies for marketing,
forms of borrowed capital
management,
production and
financing
1 Using an action plan

Many business ventures fail within the first five years because of a lack of proper planning.
Action plans need to be created. An action plan is a plan with identifiable goals and targets
to achieve a specific outcome.
1.1 Environmental scanning:

Looking for information on trends in the market and the external environment:
 Information on the viability of the product or service including competitors, size of the
market, suppliers, employees and financial institutions.
 The external environment including the political, economic, social and technological
environments.
1.2 Setting business goals using the SMARTER goals approach
S - specific - a goal must be able to be defined.

M - measurable - The goal should be quantifiable.
A-achievable- the business should have the ability to reach the goal.
R- realistic- it must be possible to do.
T -time bound- the goal needs to be achieved within a realistic timeframe.
E- ethical- the goal should be achieved in an ethical manner.
R- recordable- the goal must be recorded, so that it can be reviewed.
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2 Turning a business plan into an action plan
2.1 Management strategy
 How will the business be organised?
 How will the business be managed and operated?
 What business experience and qualifications does the entrepreneur have or need?
 What pre-operating activities must happen before the business can operate?
 What pre-operating expenses can be expected?
 What fixed assets will be needed for the business?
 What administrative costs will be incurred?
2.2 Marketing strategy

 What is the product?
 How does it compare in quality and price with competitors’ products?
 Where is the business located?
 Within the market area, to whom will the business sell its products?
 Is it possible to estimate how much of the product is currently being sold?
 What share of this market can be captured by the business?
 What is the selling price of the product?
 How much of the product can be sold?
 What promotional measures will be taken to sell the product?
 What marketing strategy is needed to ensure sales forecasts are achieved?
 How much money do you need to promote and distribute the product?
2.3 Financial strategy

 What is the total capital requirement?
 Is a loan needed?
 What security (collateral) can be given to the bank?
 What do the projected income statement, cash flow statement and balance sheet
show?
 What is the loan repayment schedule?
 What is the break-even point the point where the level of income from sales is equal
to the total operational costs of the business?
 What is the return on investment the money earned from investing in the business?
2.4 Production strategy

 What is the production process?
 What buildings and machinery are needed, and what do they cost?
 What is the useful life of the buildings and machinery?
 How will maintenance be done, and are spare parts easily available?
 When and where can machinery be obtained?
 How much capacity will be used?
 How will the factory be arranged?
 How will the raw materials be acquired? How much will they cost?
 How much labour is needed? What skills should they have?
 What will the cost of labour be?
 How will workers be motivated?
 What are the expenses to run the factory?
 What is the production cost per unit?
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3 Acquiring funding
3.1 Equity capital (own funds)
 Owners of a business can supply their own funds, that can be from their savings or
profits that their business generates.
 The type of ownership that the business chooses will determine the source of
funding. For example, sole traders, partners or close corporations supply their own
capital. Shareholders supply funds for companies.
 The advantage of using own funds is that no interest is paid on that money.
3.2 Borrowed capital (funds)

 Borrowed capital is money that the business borrows from individuals or financial
institutions such as banks. Banks will only lend money to a business that they believe
will be well-managed and is likely to make a profit.
 The disadvantage of borrowed money is that the debt that has to be repaid with
interest.
3.3 Comparison of the characteristics of own capital versus borrowed capital
Own Capital Borrowed Capital

 It is of a permanent nature.  It may be short term, medium term or
 It is seldom withdrawn. long term.
 It receives remuneration in the form  It can be withdrawn quite frequently.
of dividends and grows in value.  Interest is paid on borrowed capital.
 Managers (owners) have control over  Borrowed capital has little or no
it.  control over the management of the
 When the business is terminated own business.
 capital is the last to be paid out to the  Borrowed capital has preferential
 owner(s). claim,
that is, it must be repaid first, before
the
owners’ capital.
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4 Sources of funding
4.1 Equity capital
Equity financing is money acquired by the small business owner her- or himself or from other
investors (such as family and friends).
Advantage: allows the owner to be free to make her or his own decisions.
Disadvantage: if the ownership is shared it reduces ownership interests and control, as the
investors gain a say in business decisions.
4.2 Loans
 Loans are money borrowed from financial institutions.
 It must be paid back over a specified time period.
 Short term loans are usually for one year or less.
 Long-term loans are taken for more than a year.
 The interest rate on loans can be fixed interest or compound interest.
 Mortgage loans, also called mortgage bonds, are loans used to finance the purchase
of fixed assets such as property. They have a specified payment period and interest
rate.
 Banks also offer short-term loans in the form of a bank overdraft.
4.3 Debt
Installment sale agreements -used when a business buys expensive items and does not
have enough cash to do so. The supplier allows the business to pay a deposit. The balance
owing plus interest is paid over an agreed period as installments. If the business does not
pay, the supplier can repossess the items. The business becomes the owner of the items
when the last installment has been paid.
Lease - an agreement where the business (the lessee) rents an item such as a photocopy
machine instead of buying it. The business pays a monthly installment (to the lessor) for the
use of the item. The item is usually returned to the lessor at the end of the period.
Debentures -A company borrows money from the public. Debenture holders receive a fixed
interest rate on their money for a fixed period of time. The company must repay the amount
of money borrowed at the end of the agreed period.
Trade Credit - suppliers may give a business trade credit. The business will be allowed to
buy goods and services and pay for them at a later date.
4.4 Other sources of funding/capital
 Friends and family may assist a business owner with funds. The repayment
agreements may be flexible and interest rates very low or none at all.
 Venture capital companies/venture capitalists may offer funding to a new business. A

venture capitalist usually has a say in the business decisions. For the venture
capitalist it is a high risk investment with potentially high returns. The amount of
return they expect will be related to the risk.
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 Government grants – The Department of Trade and Industry in South Africa gives
cash incentives to new and existing qualifying businesses in South Africa.

1. Define an action plan. (5)
2 Name four strategies that must be included in an action plan. (8)
3 What will be included in the marketing strategy of an action plan? (22)
4 List four types of borrowed capital. (8)
5. Name four types of debt that can be used to give finance. (8)
6. What government assistance is available for new businesses? (2)
1. An action plan is a plan√ with identifiable goals and targets√√ to achieve a specific
outcome.√√ (5)
2. Marketing, management, √√ production√√ and financial √√ (8)
3. What is the product? √√ How does it compare in quality and price with competitors’
products? √√Where is the business located? √√ Within the market area, to whom will the
business sell its products? √√ Is it possible to estimate how much of the product is currently
being sold? √√What share of this market can be captured by the business? √√ What is the
selling price of the product? √√How much of the product can be sold? √√What promotional
measures will be taken to sell the product? √√ What marketing strategy is needed to ensure
sales forecasts are achieved? √√How much money do you need to promote and distribute
the product? √√ (22)
4. bank loans, √√bank overdraft, √√debentures, √√mortgage bonds√√ (8)
5. Credit card, √√ overdraft facility, √√ lease agreements, √ √trade credit, √ √ installment

agreements √ √ (4 x 2 = 8)
6. The Department of Trade and Industry in South Africa gives cash incentives to new and
existing qualifying businesses in South Africa. √√ (2)
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Topic 5 Professionalism and ethics
Overview
Topic 5 deals with theories and principles of professionalism and ethics and explores
how they relate to the business environment.
Professionalism Ethics
meaning of professionalism meaning of ethics

principles good and bad decision principles
making ethical businesses
1 Applying principles and skills

The move towards more responsible business practices is called business ethics, corporate
ethics or corporate social and environmental responsibility. Professionalism in the workplace
means the way business managers and employees conduct themselves. It includes ethical
conduct, appearance, communication, attitude, responsibility, knowledge, skill, integrity,
respect, etiquette and loyalty.
 Professionalism involves taking your job seriously, valuing and respecting your
colleagues and clients and being an ambassador for your company.
 Ethics means a moral code based on set values. A Code of Ethics describes the
appropriate behaviour that is expected from employees in the workplace.
1.1 Ethical theories
Ethical theories can be grouped into those that guide conduct and those that guide
character.
Ethical theories that guide conduct

 Utilitarian theory – consequence based
 Deontological theory – duty based
Ethical theories that guide character

 Virtue-based theory
 Care theory
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1.2 Principles of ethics and how they related to the business environment
 Be trustworthy
 Meet obligations
 Community involvement
 Accounting control
1.3 Principles of professionalism and how they relate to the business

environment
 Focus – The focus needs to be on the job at hand rather than the lives of the people
involved in that job.
 Relationships – Professionalism establishes boundaries for appropriate

relationships in the workplace.
 Respect – People who practice professionalism practice respect.
 Chain of command – To be professional, the chain of command for the correct

handling of problems needs to be followed.
 Presentation – Presenting a professional image to customers increases the

customer base.
 Knowledge and skill – It is important to have the appropriate qualifications and skills
for the applicable job or profession.
1.4 Differentiating good and bad decisions
 How will this decision affect the greatest number of people?

 What will the consequence of the decision be?
 How will the public feel about the decision?
 Does the decision portray what is upheld in the Code of Ethics of the business?
 Is the decision made within the boundaries of the law?
1.5 Principles and skills of professional, responsible ethical and effective

business practice
1.5.1 Moral absolutism versus moral relativism
Moral absolutism means a set of moral truths that applies to all people in all situations
anywhere in the
world.
Moral relativism means that different moral truths apply for different people.
According to moral absolutism, child labour is always wrong. Moral relativism looks at the
individual situation, the child may be the only breadwinner in the family because both
parents are dead. In third world countries these children have no other means of income so
these orphaned children need to work to be able to buy food. Child labour is illegal in South
Africa.
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do nothing to harm customers or the
environment
do business with respect
make your business transparent
principles of good keep your finances clean

business ethics and
keep your business legal
professionalism
do not mislead people
be fair
do not make decisions that conflict with

your personal values
2 Ethical business ventures
Ethical issues relate to the internal stakeholders of the workplace, the employers and
employees.
 Theft, corruption, fraud, nepotism, unfair dismissals, harassment, racism,
mismanagement of funds, discrimination and firing an employee for whistle–
blowing.
Ethical issues related to external stakeholders in the corporate world

 Advertising, personal selling, suppliers, contracts and pricing.
A business cannot be regarded as ethical if it ignores unethical practices by its suppliers.

The following business practices are regarded as
unethical:
 Use of child labour and forced labour
 Production in sweatshops where people work 12 to 13 hours per day, 7 days per
week at a wage below the minimum wage level violation of the basic rights of
workers
 Ignoring health, safety and environmental standards.
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1. Write a paragraph describing what ethics are, and giving examples. (8)
2 Give two examples of ethical business practices. (2)
3 Describe what is meant by perspectives on ethics. (3)
4 Name five principles of good business ethics and professionalism that you think
you would apply in a business that develops housing. (10)
5 Define professionalism. (2)
6 What is the main aim of most businesses, and how does this cause problems
for business ethics? (4)
7 Why are business ethics becoming more important to businesses today? (4)

1. Ethics means a moral code based on set values. √√ A Code of Ethics describes the
appropriate behaviour that is expected from employees in the workplace. √√ An example
would be being honest and not stealing company stationary. √√ Unethical behaviour
would be being dishonest in a business dealing. √√ (8)
2. Charging a fair price, giving a portion of profits to charity, assisting employees who
have personal problems - any similar - √√ (2)
3. Different people have different value systems and therefore different opinions of what
constitutes ethical behaviour and what does not. (3)
4. Ethics: charging a fair price, paying workers fair wages, making sure good quality
materials are used, making sure all safety regulations are complied with, doing a good
job. Professionalism: finishing the project at the right time, being courteous, completing
the contract as stated. √√ √√ √√ √√ √√ (10)
5. Professionalism involves taking your job seriously, valuing and respecting your
colleagues and clients and being an ambassador for your company. √√ (2)
6. To make a profit. √√This causes a problem because it is easy to cheat to make more
money or take a shortcut to make more money. √√ (4)
7. Because the public is aware that many businesses make vast profits and that many
behave unethically. √√People can chose to boycott firms that they believe behave
unethically. √√ (4)
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Topic 6 Presentation of business
information
Overview
Topic 6 deals with the accurate and concise verbal and non-verbal presentation of a variety of
business-related information (including graphs) and how to respond professionally to questions and
feedback.
Presenting business information Non verbal information
developing a presentation reports

Verbal information business plans
business information and analysis
Presentation and validation steps in report-writing
ways of responding composing a flyer
design and layout
1 Presentation and support (validation) of business information

Presentation is how you present information, and validation is how you support the
information you present.
Presentations are made either verbally in front of a group of people, or nonverbally
1.1 Verbal format
When you present business information in verbal format, you use words.
1.2 Non-verbal format
When you present business information in non-verbal format, you use pictures, graphs and
tables.
1.3 Developing a business presentation

Questions to ask before creating the presentation:
 What is the purpose of the information?
 What information is important and what must be covered in the presentation?
 Who is the audience?
 How long should the presentation last?
 What resources are needed for the presentation? There is a difference between
verbal and non-verbal presentations.
 What are the possible questions that the audience can ask?
 What are the things that can go wrong during the presentation?
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1.4 Steps in creating a presentations
1. Gather and organise information Give your presentation

structure with four basic parts: an introduction, body, summary and conclusion:
 Introduction – Often presenters give a very brief summary of the points that will be
covered in the rest of the presentation.
 Body –In a long presentation use sub-sections, with each sub-section dealing with
one issue or point.
 Summary –After the summary section the presenter should allow time for questions
and answers.
 Conclusion – Summarise any points raised during the question and answer session.
Any hand-out material that was not required during the presentation can be handed
out.
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2 Visual Aids
The main forms of visual support used with presentations are:

 Various kinds of charts and graphs
 Illustrations (drawings) and photographs
 Flowcharts and other diagrams
 Maps and plans.
2.1 Guidelines for the effective use of visual aids.
 Evaluate the audience. Think of the listener or reader, the content, the
 Use restraint. Do not overuse colour or decorations
 Be accurate and ethical.
 Be sure to name sources when you use someone else’s facts.
 Introduce a visual aid meaningfully.
 Do not assume the listener or reader will automatically draw the same conclusions
you reached from a set of data.
2.2 Posters and handouts

Posters and handouts are used to convey business information. Posters help to advertise an
event such as a music performance or outdoor show. Handouts present concise information
about a product or service, such as a garden service or special offer at a supermarket.
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3 Written information
3.1 Business reports
 Business reports can range from informal half-page reports to formal 100 plus page
financial forecasts.
 Written reports may be presented orally to an individual or to a group, or
electronically on a computer screen.
 Reports can be delivered and presented electronically as portable digital format (pdf)
documents or as electronic presentations, using software programmers like
PowerPoint.
 Written information is impersonal because people cannot see or hear each other and
cannot provide immediate feedback.
 Most forms of business communication include email, announcements, memos,
faxes, letters, newsletters, reports, proposals, manuals, presentations, and reviews.
3.1.1 Advantages of written forms of communication:

 Can be composed and read when the schedules of writers and readers permit.
 Messages, letters and reports can be put in draft format and reviewed before
sending.
 Provides a permanent record.
 Writing out allows the presenter to develop an organised, well-considered message.
3.1.2 Disadvanatges of written forms of communication:

 Require careful preparation.
 Words committed to paper, or in electronic form, become a public record.
 They are more difficult to prepare and demand good writing skills.
3.2 Different kinds of reports
3.2.1 Informational reports

Reports that present data without analysis or recommendations and their primary function is
to provide information.
3.2.2 Analytical reports
Analytical reports are reports that provide data and conclusions, and are analytical because
the presenter also supplies recommendations.
3.3 Preparation of a report
The main sources of such business information are:

 The news – reports in newspapers and business-orientated publications
 Market research – reports generated internally or purchased from
 professional market research businesses
 Credit and financial information – for instance on the credit worthiness of
customers, suppliers and competitors; or the share prices on the JSE
 Company and executive profiles – published in annual reports of public companies
listed on the JSE
 Industry, country and economic analyses – assist the business to identify
challenges, treats and opportunities.
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3.4 The format of a report
 Letter format – Prepared on office stationery with a letterhead, a letter report

contains a date, inside address, greeting, and complimentary close.
 Memo format – For short informal reports that stay within organisations,
 the memo format is suitable.
 Manuscript format – Writers will use this format for longer and more
 formal reports.
 Printed forms –Used for repetitive data collection and presentation, such as monthly
sales reports, staff performance appraisals, trading stock inventories, and personnel
and financial reports.
 Electronic format – Computers allow writers to produce and distribute reports in
electronic form, not in hard copy.
3.4.1 Components of formal reports

The following components are usually present in formal reports:
 Title page
 Table of contents
 List of figures
 Executive summary
 Body
 Conclusion
 Recommendations
 Appendix
 References
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4 Business information and analysis
4.1 Steps in report-writing
 Step 1 Analyse the problem. Prepare a written problem statement to clarify the task.
 Step 2 Anticipate the audience and issues. Keep in mind that because the report is
in writing in may be distributed to people in the organisation for whom it was never
intended.
 Step 3 Prepare a work plan. Start early and allow enough time for brainstorming and
preliminary research.
 Step 4 Do the research in order to gather data. Do not depend only on the Internet.
 Step 5 Organise, analyse, interpret, and illustrate the data. Consider the purpose of
the different visual aids.
 Step 6 Put together the first draft of the report. Print the first draft and only read it 24
hours later.
 Step 7 Revise, proofread, and evaluate. Ask a fellow colleague to read the report.
4.2 Composing a flyer
Flyers and brochures are popular ways of advertising services and products.
4.2.1 Guidelines for composing a flyer:

 Write a title that will attract the casual reader’s attention.
 Use graphics to attract attention.
 Focus on the benefits of the product or service.
 Refer to happy customers.
 Use text boxes if space allows.
 Do not get too complicated.
 Let someone proofread the contents.
 Use bright paper and black text if budget does not allow for colour printing.
 Offer a discount on the service or product.
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5. Responding to questions in a non-aggressive and professional
manner
1. Listen
The presenter should listen to all parts of the question. Writing down the questions will also
assist you to remember all the parts that need response.
2 Understand
If the question is not clear, the presenter should ask the person asking the question to
clarify. Repeating the question to the person often helps.
3 Make notes and answer all questions
If a member of the audience asks two or three questions, make notes of the questions while
the person is talking. Then make sure that you answer all the questions.
4 Communicate and involve
Be positive and enthusiastic when responding. Keep answers brief and focused. The
presenter should also not allow a two way discussion to develop with the person asking the
question. To prevent this, repeat the question to the whole audience before attempting to
answer it.
5 Apologise for errors
If a member of the audience correctly points out that you have made a mistake then
acknowledge your mistake and apologise.
6 Respond
Make eye contact with the whole audience while answering a question. But, afterwards,
check with the person who asked the question whether the answer was sufficient.
7 Invite follow-up questions
If you run out of time you can invite the audience to continue discussing the issue via email
or even via telephone.
5.1 What to avoid during question and answer sessions

 Avoid having a standard response ready to answer most questions.
 Do not make a second presentation when answering a question.
 Do not argue and try to prove that you are right or know best.
 Do not get aggressive or defensive.
 Take time to think before answering a difficult question.
 Be prepared to admit that you do not have the answer to a question.
 Do argue with someone who does not agree with you.
1. List three sources of business information. (6)

2 What is the difference between verbal and non-verbal formats of presenting business
information? (4)
3 Why are the design and layout of a business presentation important? (2)
4 A pie chart is an example of which type of business presentation format? (2)
5. What is the difference between informational and analytical reports? (4)
6 In a business report, what is a recommendation? (2)
7 What is the difference between a handout and a poster? (2)
8. Discuss briefly the advantages and disadvantages of written forms of communication. (14)
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1. The news √√Market research√√ Credit and financial information √√ Company and
executive profiles Industry, √√ country and economic analyses √√ (6)
2.Verbal format uses words, √√ non verbal uses written information such as reports or
graphs. √√ (4)
3. Because it affects the visual presentation and impression it makes. √√ (2)
4. Non verbal or written information. (2)
5. Informational reports present data without analysis or recommendations and their primary
function is to provide information. √√ Analytical reports are reports that provide data and
conclusions, and
are analytical because the presenter also supplies recommendations. √√ (4)
6. An opinion based on conclusions drawn from the existing facts and data. √√ (2)
7. Posters help to advertise an event such as a music performance or outdoor show.

Handouts present concise information about a product or service, such as a garden service
or special offer at a supermarket. √√ (2)
8. Advantages of written forms of communication: Can be composed and read when the
schedules of writers and readers permit. √√ Messages, letters and reports can be put in draft
format and reviewed before sending. √√Provides a permanent record. √√ Writing out allows
the presenter to develop an organised, well-considered message. √√
Disadvantages of written forms of communication: Require careful preparation. √√

Words committed to paper, or in electronic form, become a public record. √√ They are more
difficult to prepare and demand good writing skills. √√ (14)
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BUSINESS STUDIES GRADE 11
MID YEAR EXAMINATION
TIME: 3 HOUR MARKS: 300
Instructions and Information
Read the following instructions carefully before answering the questions:
This test paper consists of THREE sections, SECTION A, SECTION B and SECTION C.
SECTION A: Compulsory for all learners

SECTION B: Answer any THREE of the five questions that cover all the work done during
this year (in paragraph style).
SECTION C: Answer any TWO of the four questions that cover all the work done during this
year (in paragraph style).
Consider the time allocation when answering the questions (you may use the table below as
a guideline for marks and time allocation for each question).
Read the instructions for each question carefully and answer only what is required.
Number your answers correctly according to the numbering system used in this question
paper.
Except where other instructions are given, answers must be written in full sentences.
The mark allocation and the nature of the question should determine the length of your
answers.
Start the answer to each new question on a new page in your answer book.
Section A (40)
Section B 180 (3 x 60)
Section C 80 (2 x 40)
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SECTION A: ANSWER ALL PARTS OF THE QUESTION
QUESTION 1
1.1.1 This is classified under the primary sector
A. Forestry
B Financing
C Manufacturing
D Transport
1.1.2 A diagram which shows deadlines in order of date.
A. Timeline
B. Gantt charts
C. Action plan
D. Business plan
1.1.3 Activities across national borders are part of the ..........environment.
A Economic
B Social
C Institutional
D International
1.1.4 Which of the following is NOT a characteristic of borrowed capital:
A It is of a temporary nature.
B It is often withdrawn.
C It receives remuneration in the form of dividends and grows in value.
D It has a preferential claim in the case of insolvency
1.1.5 In a business, cash flow would not be assisted by

A Lease agreements
B Trade credit
C Own capital
D Instalment sale agreements
1.1.6 An employee may not be dismissed for
A HIV/AIDS status
B Incapacity
C Misconduct
D Operational reasons
1.1.7 Which does not apply: Gantt charts are
A Bar charts or graphs that show the duration of each task against the progression of
time
B Used to control macroeconomic variables
C Tools used by project managers in their planning
D Used to co-ordinate and track the different tasks in a project
117
1.1.8 A plan which aims to put in place a future vision of a company.
A Timeline
B Gantt charts
C Action plan
D Business plan
1.1.9 When the owner invests her or his own funds a business this is known as
A Debt financing
B Asset financing
C Equity financing
D Factoring
1.1.10 Which of the following is not a requirement of the King III Code of Governance of
2009?
A Financially responsible
B Socially responsible
C Environmentally responsible
D Economically responsible
(10 x 2 = 20)
1.2. Answer only true or false to each question.
1.2.1 Brainstorming is used to generate ideas through a group process.
1.2.2. The business can exert internal control over its micro environment.
1.2.3. Suppliers form part of the market environment of the business and therefore can always be
controlled.
1.2.4 It is always better for a business to make sure it has a negative public image.
1.2.5 Presentations are always made verbally.

(5 x 2 = 10)
1.3 Match the correct phrases (5 x 2 = 10)
Column A Column B
1. The Act that is concerned with social A Exporting
justice, labour peace and equity in the B. Work Breakdown Structure
workplace. C. Dumping
2. When a business uses external D. Basic Conditions of Employment Act
providers to manage or maintain certain E. Labour Relations Act
functions or tasks. F. Leasing
3. This chart shows how the critical work G. Gantt chart
elements, called tasks, of a project are H. Outsourcing
related to one another and to the project
as a whole.
4. When a manufacturer in one country
exports goods to another country at a price
that is much lower than the price it charges
in its home market.
5. When a firm pays for the use of
equipment but does not get to own it.
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SECTION B: ANSWER ANY THREE QUESTIONS.
QUESTION 2
2.1 Tabulate FOUR differences between a private and a public company. (4 x 2=8)
2.2 Read the case study and answer the questions that follow:
Equity and retrenchment.
During the early 1990’s Telkom faced the challenge of

reducing the number of employees from 70 000 to about 29
000. It had to be cautious not to lose important members of
staff, which could have led to operational chaos.
Its second challenge was to have a strategic recruitment
plan in place that targeted black people.
More than 30 000 staff members left Telkom, of which most were skilled staff.
From 1998 to 2004, 80% of new entrants each year were black.
According to the company equity policy, it had to fast-track female employees and
towards the end of 2004 26, 7% of the total workforce was female. Telkom also
had to make sure that equity and black representation was spread across the
entire company, from the board of directors and top management down to middle
and operational level.
2.2.1 Identify from the case study TWO forms of empowerment. (2x2=4)
2.2.2 Name TWO challenges Telkom had to face. (2x2=4)
2.2.3 What was the consequence of the strategy Telkom implemented to meet the
requirements of the Act. (1x2=2)
2.3. Managers today are confronted by issues such as social responsibility, social
awareness of ethics and human rights.
2.3.1 What do you understand by Social Responsibility?
(2)
2.3.2 Name any TWO programs of how businesses can be socially responsible towards
their communities in which it operates.
(2x2=4)
2.4 Briefly explain the interaction of the THREE business sectors. (3x3=9)
119
2.5 Study the advert below and answer the questions that follow:
STARBRIGHT COFFEE
Coffee with a taste of Italy
Franchise opportunities available in urban areas countrywide
We offer:
Fully equipped stores
Assistance with the application for finance
Comprehensive training
Your investment:
Capital contribution of R500 000
TEL:011
5367523
2.5.1 Discuss the type of business under the following headings:

Definition of the type of business (5)
Name of the two parties concerned. (2x2=4)
The agreement (4)
2.5.2 Distinguish between Leasing and Outsourcing. (2x2=4)
2.6 Identify the form of ownership in each of the following:

2.6.1 Name ends in (Pty) Ltd
2.6.2 Number of members is 1-10
2.6.3 As with the Sole trader the liability is unlimited.
2.6.4 The main establishment documentation is the Memorandum, Articles and
Prospectus.
2.6.5 As with the Partnership it has no continuity. (5x2=10) [60]
QUESTION 3
CASE STUDY – KARINA'S BAKERY
Read the given passage and answer the questions that follow:
Karina would like to develop her hobby of bread making into a small business. There are some
suitable small premises up for sale for R350 000. She will need to spend about R20 000 to
refurbish and convert these premises to a bakery.
She has been offered a second-hand stove, industrial mixer and other necessary equipment for
a further R80 000.
Flour, oil and other ingredients will cost about R3 000 on a monthly basis. She has estimated
that electricity will be R750 a month and rates will be R12 000 per annum. She has decided to
place an advertisement in the local newspaper and on the radio which will cost her R600 per
week. She has managed to save R100 000 which she can invest in her business.
120
3.1 How much money will Karina need to set up and run her business for the first month?
(14)
3.2 How much capital can she contribute to the business herself? (2)
3.3 How could she raise the remainder of the capital required? (10)
3.4 Karina does not want to share ownership of her business and does not want to
spend a lot of money setting it up. What two forms of ownership can she choose
from? (4)
3.5 Use a table to compare five differences in these two forms of ownership. (10)
3.6 What sector of the economy will Karina's business fall under? (2)
3.7 Explain, using a simple business column, how the three sectors of the economy are
interlinked for Karina's products. (18) [60]
QUESTION 4
4.1 Discuss any FIVE sources of stress in the workplace. (5 × 3 = 15)

4.2 Discuss any FIVE actions managers can take to alleviate and manage stress of workers.
(5 × 3 = 15)
4.3 Explain how a business plan can be changed into an action plan (10)
4.4 Discuss any FIVE principles of being an ethical employer. (5 ×2 = 10)
4.5 List five things to avoid in a question and answer session. (10)[60]
QUESTION 5
The market environment contains both opportunities and challenges for a business
5.1 List six areas of challenge in the market environment (12)
5.2 Explain the term 'strategic allies" (4)
5.3 Discuss five ways in which competitors may present a challenge to a business (10)
5.4 List three Acts that a business must be aware of, when employing staff. (6)
5.5 List three components that contribute to the future vision of a business. (6)
5.6 List eight variables in the macro environment. (16)
5.7 Explain three challenges intermediaries may cause to happen. (6)[60]
QUESTION 6
Read the scenario that follows and then complete the instructions.
South Africa hosts many international sporting competitions. You have identified a business opportunity
to fill a gap in the market for the flags of the participating nations. You would like to establish a small
manufacturing business to produce these flags and other memorabilia. You need to decide which is best
form of ownership for this business. You are considering
121 only three options: a sole proprietorship, a
partnership or a private company.
6.1. Discuss the TWO main characteristics of these three forms of ownership. (6 × 2 = 12)
6.2 Discuss THREE advantages of these three forms of ownership. (9 × 2 = 18)
6.3 Discuss THREE disadvantages of these three forms of ownership. (9 × 2 = 18)
6.4 Discuss the choice you will make between these three options and provide the five main
reasons why you chose that one and why you did not choose the other two. (6 × 2 = 12)
[60]
SECTION C: (ESSAY TYPE QUESTIONS) ANSWER ANY TWO QUESTIONS
QUESTION 7
All the businesses are affected by socio-economic problems in the community. News articles in the
local newspapers make us aware of the desperate situation of people in the community who live in
poverty; the large numbers who are affected by HIV and AIDS as well as the high incidence of
crime.
7.1 Discuss the solutions that businesses use to help address the following socio-economic
problems in the community:
(a) Poverty (3 × 2 = 6)
(b) HIV AND AIDS (3 × 2 = 6)
(c) Crime (2 × 2 = 4)
7.2 What is meant by the term "social responsibility projects"? (4 x 2 = 8)
7.3 6. Briefly discuss four ways that an enterprise can monitor its micro environment. (16)
[40]
QUESTION 8
Having total control over the business environment represents a challenge for all
businesses.
Explain what is meant by the Micro – Environment and discuss to what extent this
environment can be controlled and influenced.
[40]
122
QUESTION 9
Sipho Mbwane is a skilled electrician who owns an electrical contractors business. He

would like to expand his business but realises that he cannot raise sufficient capital on
his own. He invites three of his friends to join the business.
He approaches you for advice in establishing the business named “Mbwane and
Friends, Electricians”. They want a form of ownership that can be easily established
without any legal formalities and it must not be separate from the owners.
Advise Sipho on the form of ownership best suited for their business and prepare a detailed
presentation that covers all aspects of this type of ownership. [40]
QUESTION 10
You recently attended a seminar on the role of businesses in creating awareness of the need
for environmental sustainability. The presentation by the speaker was good, but you were
disappointed because the quality of the visual aids that were used was poor and the aids were
not used effectively. You have decided to arrange a short training session for your department
on how to prepare and use visual aids as well as to teach them the required skills for the
successful writing of business reports.
10.1.1 Discuss THREE points to be considered when preparing visual aids for a business
presentation. (3 × 2 = 6)
10.1.2 Explain how to use visual aids for a successful business presentation. (13 × 2 = 26)
10.1.3 Discuss any FOUR advantages of written forms of communication. (4 × 2 = 8)
[40]
Total: 300
123
BUSINESS STUDIES GRADE 11 MID YEAR EXAM MARKING MEMORANDUM
QUESTION 1
1.1.1 A
1.1.2 A
1.1.3 D
1.1.4 C
1.1.5 C
1.1.6 A
1.1.7 B
1.1.8 D
1.1.9 C
1.1.10 D
1.2.1 T
1.2.2 T
1.2.3 F
1.2.4 F
1.2.5 F
1.3.1 E
1.3.2 H
1.3.3 G
1.3.4 C
1.3.5 F
[30]
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QUESTION 2
2.1
Private company Public company

Name ends in (Pty)Ltd√√ Name ends in Ltd√√
1-50 shareholders√√ 7 or more shareholders√√
Shares not freely transferable√√ Shares freely transferable√√
Needs only a certificate of incorporation√√ Needs a certificate to commence business√√
Suitable for smaller or family run business√√ Suitable for a large enterprise√√
( 4 x 2 = 8)
2.2.1 Black empowerment √√and women who were previously disadvantaged√√ ( 2 x 2 = 4)
2.2.2 Retrenchments√√ and avoiding operational chaos√√ and creating a strategic

recruitment plan√√ (2 x 2 = 4)
2.2.3 80% of the new entrants each year were black √√ (2)
2.3.1 Being involved in community upliftment projects. √√(2)
2.3.2 Any suitable answer such as donating money, skills, being actively involved in
fundraising. √√√√ (2x2=4)
2.4 The primary, secondary and tertiary sectors are interlinked because the secondary
sector process primary products further or uses them to create products. The tertiary sector
is involved in creating the links to final consumers via sales, distribution etc as well as
providing services needed by the other two sectors. (9)
2.5.1 Franchise, whereby the right to run the business in a specific area is bought, (5) the
parties are the franchisee and franchisor (4) and the agreement signed between them is a
franchise agreement. (4)
2.5.2 Leasing occurs when goods such as machinery are hired over a period of time for use
in the business, but always belong to a third party√√ and outsourcing occurs when specific
tasks in a business are done by outsiders and not employees√√ (2x2=4)
2.6.1 Private company√√
2.6.2 Close corporation√√
2.6.3 Partnership√√
2.6.4 Public company √√
2.6.5 Sole trader √√ (5 x2 =10 [60]
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QUESTION 3
3.1 Including costs of purchase of premises and machinery = 457 150
R350 000 + R20 000 + R80 000 + R3 000 + R750 + R1000 ( 12000/12) + R2400 ( R600 x 4)
= R457150 (14)
3.2 R100 000 (2)
3.3. Shares, √√ loans from friends and family, √√ bank loan, √√ debentures, √√ a mortgage
on the property√√ ( 5 x 2 =10)
3.4 Sole trade√√ or Close corporation√√ ( 2 x 2 = 4)
3.5
Sole trader Close corporation

One owner√√ 1-10 members√√
Not a legal entity√√ Legal entity√√
No continuity if owner dies√√ Continuity√√
Owner personally liable for the debts√√ Owners not liable for the debts except under
No formalities to set up√√ certain circumstances√√
Must register√√
(5 x 2 = 10)
3.6 Secondary sector√√ (2)
3.7 Farmer - miller - flour manufacturer - Karina's bakery - distributor - wholesaler. retailer -
consumer
plus explanation (9x 2 = 18)
QUESTION 4
4.1 Job content, hours of work, working conditions, workload, participation and control ( plus
explanation) ( 5 x 3 = 15)
4.2 Share the workload Select and train workers properly. Consult workers about working
practices. Offer flexitime. Increase worker support. Encourage cooperation and teamwork.
Arrange stress management training. Improve equipment and working conditions. Improve
managers’ understanding, knowledge and skills for dealing with work stress. Implement work
and management systems. Develop a friendly and more supportive culture. (5 x 3 = 15)
4.3
1. Define the scope of the project.

• What is its purpose?
• What are the first and last activities?
2. Develop a work breakdown structure.
126
3. Break the project down into smaller activities.
4. Set time frames, and work out how long every activity takes.
5. Set milestone targets.
6. Decide on accountabilities, who will be responsible for the decisions made.
7. Calculate the financial, human and technical resources you will need.
8. Plot the activity schedule onto a Gantt chart.
9. Implement the project plan.

10. Communicate and review progress. (5 x 2 = 10)
4.4 Do nothing to harm customers or the environment√√ do business with respect√√ make
your business transparent√√ keep your finances clean √√keep your business legal√√ do not
mislead people√√ be fair√√ do not make decisions that conflict with your personal values√√
(5 x 2 = 10)
4.5 Avoid having a standard response ready to answer most questions. √√ Do not make a
second presentation when answering a question. √√ Do not argue and try to prove that you
are right or know best. √√Do not get aggressive or defensive. √√ Take time to think before
answering a difficult question. √√Be prepared to admit that you do not have the answer to a
question. √√Do argue with someone who does not agree with you. √√ (10) [60]
QUESTION 5
5.1 Customers √√suppliers√√ intermediaries√√competitors√√consumerism√√regulators

√√and trade unions√√ (6 x 2=12)
5.2 When two or more businesses work together in a joint venture they are strategic allies. √√ This
helps a business to obtain from another business some expertise which they may lack. √√ (2 x 2= 4)
5.3 Industry rivalry √√New entrants to the market√√Cheaper or better substitutes√√The bargaining
power of suppliers √√The bargaining power of customers and clients√√The availability of substitute
products√√The possibility to copy or duplicate a product√√ ( 5 x 2=10)
5.4 The Labour Relations Act √√The Basic Conditions of Employment Act√√The Employment Equity
Act√√The Occupational Health and Safety Act √√The Skills Development Act√√ (3 x 2 = 6)
5.5 Core purpose, √√core vision √√and mission√√ (6)
5.6 International, √√ legal, √√ physical, √√ economic, √√ government, √√technological√√

political, √√social√√ ( 8 x 2 = 16)
5.7 E-commerce, allowing consumers to buy direct from the Internet √√Large retail groups can out
price smaller shops√√ Large retailers offer own name brands at cheaper prices √√Consumer
protection laws help consumers to manage their debt √√Services provided by intermediaries can
increase the costs of a product√√ ( 3 x 2 =6)[60]
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QUESTION 6
6.1
Sole proprietor Partnership Private Company

Not a legal entity√√ Not a legal entity√√ Legal entity√√
1 owner√√ 2-20 partners√√ 1-50 shareholders√√
No continuity if owner dies√√ Dissolved if a partner leaves or Continuity√√
dies√√
(6 x 2 = 12)
6.2

No formalities in setting up√√ No formalities in setting up√√ Shareholders not liable for
Owner makes all the Sharing of skills and debts√√
decisions√√ knowledge√√ More capital available√√
No profit sharing√√ Can be dissolved easily√√ Can retain valuable employees
by giving them shares. √√
(9 x 2 = 18)
6.3

Owner legally liable for Partners jointly and severally Cannot trade shares
debts√√ liable√√ publically√√
No continuity√√ No continuity√√ Management shared√√
Hard to raise capital√√ May be hard to raise Profits must be shared√√
capital√√
(9 x 2 = 18)
6.4 Choice = 2, reasons = 5 x 2 = 12
QUESTION 7
(a) Lack of access to healthcare, shelter and education are a major part of poverty. To escape the
poverty trap, the following basic needs must be met: adequate food, education, clean water and
sanitation, basic healthcare adequate housing (3 × 2 = 6)
(b) HIV/Aids has a huge impact on society through low productivity, increased costs, retraining new
employees, etc. This has a negative effect on the economy as a whole. There are laws and
regulations with regard to workers infected with HIV/AIDS in the workplace. HIV positive workers have
the same rights as other workers and are entitled to the same training, development and promotion
opportunities as anyone else. (3 × 2 = 6)
(c) Crime is often a direct result of socio-economic issues such as unemployment, poverty, HIV/AIDS,
drug and alcohol abuse. The inability of the government and the judicial system to deal with crime has
had a negative effect on the people of South Africa. Foreigners are hesitant to invest in a country with
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high crime rates. Crime acts as a deterrent to tourists and leads to skilled citizens leaving the country
for somewhere safer. (2 × 2 = 4)
7.2 Social responsibility is very important for the development of our society because poverty and
inequality are serious issues. Through social responsibility a business can influence its business
environments and address challenges linked to socio-economic issues in its social environment. By
preventing unemployment, business helps reduce poverty and crime. Unsuccessful social
responsibility projects are very disheartening for the disadvantaged community, but can also do a lot
of damage to the corporate image of the business. 4 x 2 = 8)
7.3 6. Environmental scanning, boundary scanning, management information systems, internal
audits. (plus explanation 4 x 4 = 16)
QUESTION 8
The micro environment concerns the internal running of the business. (2)
Control of the micro environment is achieved by using internal control systems. These aim to:
 Enable management to make sure that the objectives of the business are met.
 Make sure that reliable financial statements are prepared.
 Check that the business complies with all applicable laws and regulations. (8)
Controllable variables are:
 The mission, mission and goals of the firm.

 The firm's business structure.
 The organisation and use of factors of production
 The organisation of the eight business functions
 The management style
 Management of employees
 Choice of business ethics
 Type of ownership
 Implementation of business policies (10)
Aspects of internal control:
 Controlling the philosophy and values of the business

 Creating efficient information and communication systems
 Monitoring performance
 Assessing risk
 Controlling the activities of the business (10)[40]
QUESTION 9
Sipho and friends must form a partnership (4)

Characteristics (7 x 2) (12)
Advantages and disadvantages (12 x 6) (24) [40]
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QUESTION 10
10.1.1 What is the purpose of the information?
What information is important and what must be covered in the presentation?
Who is the audience?
How long should the presentation last?
What resources are needed for the presentation? There is a difference between
verbal and non- verbal presentations.
What are the possible questions that the audience can ask?
What are the things that can go wrong during the presentation? (3 x 2 = 6)
10.1.2 Evaluate the audience.

Think of the listener or reader, the content.
Use restraint. Do not overuse colour or decorations
Be accurate and ethical.
Be sure to name sources when you use someone else’s facts.
Introduce a visual aid meaningfully.
Do not assume the listener or reader will automatically draw the same conclusions you
reached from a set of data. (13 x 2 = 26)
10.1.3 Can be composed and read when the schedules of writers and readers permit.
Messages, letters and reports can be put in draft format and reviewed before sending.
Provides a permanent record.
Writing out allows the presenter to develop an organised, well-considered message.
(4 × 2 = 8) [40]
TOTAL 300 marks
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Term 3 Introduction
Topic 1 Entrepreneurial qualities and success factors
Topic 1 describes the qualities of the entrepreneur and the necessary success
factors in starting and running a business. This topic explains how to assess
a business in terms of critical entrepreneurial qualities and how to identify
aspects of the business that can be improved. This is part of determining what
makes any particular business successful.
Topic 2 Citizenship roles and responsibilities

Topic 2 deals with the role of citizens and how, through business, they can
contribute to the social and economic development of their communities.
This topic includes examples of how individuals have given back to their
communities as well as the role that civil society, non-governmental
organisations, community based organisations and individual business
practitioners can play in the social and economic development of
communities.
Topic 3 Marketing function

Topic 3 deals with the various aspects of the marketing function. Marketing
activities as well as the four marketing policies are discussed in detail. The
topic also covers marketing in the formal and informal sectors, as well as the
use of technology for marketing, specifically electronic marketing. The topic
looks at imports and exports, and explains how foreign marketing and the
production function align.
Topic 4 Production function

Topic 4 deals with the different aspects of the production function as well
as calculating various production costs. The topic introduces learners to the
different production systems, such as mass, batch and job. The topic further
covers various aspects of production planning and production control. Safety
management and legislation as well as quality control are also addressed in
this topic.
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Topic 1 Entrepreneurial qualities and
success factors
Overview
Topic 1 discusses entrepreneurial qualities and examines the extent to which a business
should embrace them.
Key success factors in business Areas for improving

sustainability Entrepreneurship
the business
profitability
costing qualities of an entrepreneur
pricing identifying business opportunities
customer base, combining the factors of production
1 Identification and assessment of a business

How do you know whether a business is entrepreneurial in spirit? Entrepreneurial
businesses are not always small or start-up businesses, although many are. For example,
the Virgin Group is an entrepreneurial business. Sir Richard Branson, who founded and runs
the Virgin Group, is the UK’s fifth richest person. Mark Shuttleworth started in his mother's
garage.
1.1 Entrepreneurial qualities
An entrepreneur is someone who starts and manages or organises his/her own business
and can either identify business opportunities to make new products or services or identify
business opportunities to change existing products or services.
The following qualities can often be found in entrepreneurs:
Creativity - identifying opportunities and challenging normal thinking.
Risk-taking –taking calculated risks.
Perseverance – it takes at least five years for a business to become established and
generate sufficient income to maintain itself and the entrepreneur.
Need for achievement –an entrepreneur needs to have a desire for excellence and to
succeed in competitive situations.
Responsibility – entrepreneurs generate ideas to solve problems and take personal
responsibility for achieving goals.
Organisational and management skills – entrepreneurs use leadership skills to persuade
others to help them realise their vision.
Confident and ambitious – success improves self-confidence and self esteem.
Hardworking and energetic – entrepreneurs commit their time, skills, expertise and
resources to starting a business and carry on in difficult situations.
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Visionary – look ahead to changes in the market and businesses environment, seeing
threats as opportunities and using their knowledge to take advantage of such challenges.
Desire for independence – a need to be independent from others.
Good human relations or interpersonal skills – they have good communication,
motivational and leadership skills.
1.2 Entrepreneurial qualities found in businesses

Businesses need to embrace entrepreneurial qualities if they want to be competitive and
successful.
The following factors must be rembered:
 Entrepreneurs are the risk takers who are motivated to achieve their goals and make
a profit.
 Managers in a business are high-level employees who are paid to organise and
manage a business. They are not necessarily the ones who create new ideas.
 An intrapreneur is defined as the ‘inside entrepreneur.’ This person works within a
small or large business and uses entrepreneurial skills to benefit the business.
2 Key success factors in business

 Success can be defined as achieving a goal or set of goals.
 Success factors are conditions that are necessary for a business to measure its
goals.
 It is important to consider the type of business or product, the strategies of the
business, the economic climate and business environment.
 Success factors should be measured from time to time, and adjusted to take changes
into account.
 Businesses can use sustainability, profitability and customer base to measure
success rates.
2.1 Sustainability
Business sustainability means managing the three Ps: profits, people and the planet.
Businesses that are sustainable are more successful, attract and retain employees and
experience less financial and reputation risk.
To manage a sustainable business, the entrepreneur must:

 Have the skills to ensure that the business is successful and will continue to operate
in the future.
 Be able to put strategies in place to address the challenges and threats to the
business so that it will operate for a long time.
 Ensure that sufficient funds are available for the future.
Practices that promote business sustainability include:

 Involving stakeholders in joint decision making, and learning from customers,
employees and the community.
 Having environmental management systems in place to minimise the effects of
business activities and avoid causing damage to the environment.
 Analysing the environmental and social impacts of products and services the
business uses and produces. The business should aim to reduce waste and recycle
wherever possible.
 Being transparent. This includes reporting and disclosing information relevant to
internal and external stakeholders, such as its true financial position.
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2.2 Profitability
The entrepreneur must ensure that the business is able to make maximum profits, and that
profit grows on a year-to-year basis. When measuring the profitability it is important to
consider both costing and pricing.
2.2.1 Costing
Costing means calculating exactly how much the product costs to produce.
This includes overhead costs.
Overhead costs consist of the cost of labour, maintaining and replacing equipment, cleaning
and administration, transport and delivery, rent, water and electricity, and the cost of faulty or
damaged products.
It also includes calculating break-even, which is the point where all the costs of the product
are covered by the sales. Sales after this point will be profit.
2.2.2 Pricing
Pricing means knowing how much to charge for the product or service so that a profit is
made. It is important for the price to be in line with competitors’ prices and what consumers
are prepared to pay.
2.3 Customer base
An entrepreneur must identify the target market for the business and be sure that the
product or service offered meets the customer’s needs or wants.
The entrepreneur must constantly develop new products and services to create new needs
and wants or to satisfy changing needs and wants of customers.
The entrepreneur should keep a record of the people buying their products and services.
This is known as the customer base.
The business owner should collect the customers’ contact details or know where to reach
customers so as to make contact with them through media like email, SMSs, postal mail and
social networks. For current and future success the entrepreneur must be able to maintain
and increase the customer base by providing goods and services of good quality and at the
right price.
3 Areas for improving a business
Areas that can be considered for improving a business:

 Monitor trends because there are constant changes in the macro environment, such
as changes in interest rates, that can have an effect on business as a whole. Keep
setting SMARTER goals because this will guide the business and help to measure
achievements and success.
 Keep track of the financial trends within the business, for example, the cash flow.
 Be more competitive and market effectively. The business should keep up with new
trends and the use of technology when marketing, such as using the social networks.
 Keep track of production or operational methods. Stock control, delivery and quality
control should be monitored to ensure high quality goods and services.
 Entrepreneurs should communicate with employees, set targets with them, and
reward them for their achievements..
 Implement Total Quality Management (TQM).
 Motivate employees to be part of a management system committed to a high
standard of work. Manage resources carefully, eliminate wastage and work on
weaknesses.
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 Learn from best practices. Every industry has ways of doing things that are tried and
trusted.
 Businesses should benchmark against similar businesses in the industry.
1. Define profitability. (2)

2 Why is sustainability a key success factor for a business? (2)
3 What is a customer base? (2)
4 Explain why a customer base is important in a business. (4)
5 What is a key success factor? (2)
6. Why is it important to determine areas for improvement in a business? (2)
7. Name five entrepreneurial qualities. (10)
1. The ability of the business to make a profit that grows from year to year.√√ (2)
2. Sustainability means managing the three Ps: profits, people and the planet. √√ (2)
3. A customer base is the group of people to buy specific products form a business. √√ (2)
4. These are loyal to the firm √√and will buy more products√√ and also recommend to their
friends and family. √√ Their names can be entered on a data base for marketing purposes.
√√ (2 x 2 = 4)
5. The achieving of a goal or set of goals. √√ (2)
6. Because there are constant changes in the macro environment that will affect the
business. √√ (2)
7. Creativity√√ risk-taking √√perseverance √√need for achievement√√ responsibility√√

organisational and management skills √√confident and ambitious √√hardworking and
energetic√√ visionary√√ desire for independence good human relations or interpersonal
skills√√ (5 x 2 = 10)
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Topic 2 Citizenship role and
responsibilities
Overview
Topic 2 discusses the citizenship roles and responsibilities that responsible business
practitioners need to perform within a business environment
Citizenship roles
Corporate social responsibility
social responsibility
environmental sustainability giving back to the community
procurement policies
economic prosperity
product stewardship
product access
social responsibility
the dualistic economy the roles of NGO's NPO's
the business community and CBO's in society
1. Citizenship roles
Citizenship roles and responsibility towards stakeholders includes factors such as:
 Social responsibility
 Environmental sustainability
 Economic prosperity
 Product stewardship
 Procurement
 Product access
 Dualistic economy, apartheid legacy, poverty and HIV/Aids.
These factors have an effect on how businesses behave and how they interact in the
community they serve.
1.1 Social responsibility

Corporate social responsibility (CSR) is a company’s sense of responsibility towards the
community and the environment (both ecological and social) in which it operates. Various
factors in South Africa contribute to the need for social responsibility. Some of these factors
are previous apartheid which has suppressed the majority of the population, rapid population
growth, lack of education and skills, urbanisation, poverty, unemployment, and recession.
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Businesses need to be involved with social responsibility projects to uplift the communities in
which they operate. Examples are programmes to reduce the effects of socio-economic
issues such as HIV/Aids, poverty, unemployment, and lack of education and training. Other
possibilities include involvement in orphanages, world hunger programmes and sponsoring
sports events.
1.2 Environmental sustainability

Industrial businesses can have a damaging effect on the environment. The government has
passed laws about the amounts of pollutants allowed, as well as laws prohibiting dumping of
chemicals into water resources. Businesses need to comply with these laws and put policies
in place to conserve the environment for future generations. Many businesses support green
issues to sustain the environment.
1.3 Economic prosperity

Business owners have a responsibility to make sure their business make a profit. If a
business goes bankrupt the employees will be unemployed, suppliers lose an intermediary
and consumers lose access to a product or service.
1.4 Product stewardship

 Businesses need to practice product stewardship by indicating ingredients on product
labels. This warns consumers of possible effects that the products may have. An
example is food products containing traces of nuts, as some people are highly
allergic to nuts.
 The effects of new pharmaceutical products need to be investigated before the
products are made available to the market. This is to make sure they are safe to use
and have no dangerous or long term effects.
1.5 Procurement
Procurement relates to purchasing decisions. Businesses are encouraged to support small
and medium enterprises, especially those that adhere to BEE and BBBEE policies.
1.6 Product access

Businesses must make their products more accessible and more affordable to lower income
groups. Examples include food producers who offer cheaper product lines aimed at the
lower income group. Cell phone service providers supply mobile stations in villages with pre-
paid vouchers as a cheaper option to lower-income groups.
1.7 Dualistic economy, apartheid legacy, poverty and HIV/Aids

 South Africa has a dualistic economy because some parts of South Africa operate as
first world, developed economies (cities) while other parts are still operating as third
world, developing economies (villages).
 Many people live in poverty and are caught in a cycle that cannot be changed easily.
HIV/Aids has a negative effect on the people and the economy of the country.
 It is difficult for the government to handle the impact of these socio-economic issues
alone.
 Businesses are expected to work together with the government to decrease these
issues.
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2 The role of citizens in their communities
Citizens can contribute to the social and economic development of their communities.
 Businesses need to encourage employees to be involved in initiatives to uplift local

communities. Programmes aimed at reducing socio-economic issues such as
HIV/Aids, poverty, crime, unemployment and lack of education and training need to
be put in place.
 Businesses should encourage customers to support their social responsibility
projects or at least raise awareness among customers, examples are projects
donating food or blankets, donating money or food products, competitions where the
proceeds go towards a community-based project, or feeding schemes at local
schools.
2.1 The social and economic development of communities
Citizens can contribute to social and economic development of their communities by being
involved in initiatives to uplift communities through non-governmental organisations (NGOs),
non-profit organisations (NPOs) and community-based organisations (CBOs).
2.2 How individuals have given back to their communities

Individuals as well as businesses can have a positive impact on their communities through
their entrepreneurial activities.
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3 The concept of a business community and how the individual can
play a role within this community
 The business community includes everyone in the area in which the business
operates.
 If the business helps to uplift the community, more people in the community have the
means to buy products or services from the business.
 The business and members of the community will be more successful if they work
together to reduce social and economic issues.
 Individuals who have the means ( financial, know-how or time) can get involved in
community upliftment programmes.
 Counsellors are needed to council HIV/Aids patients and affected families to help
them cope emotionally.
 Educators can get involved with businesses to teach workers or illiterate people in
the community to read and write.
 Churches can get involved in feeding schemes to distribute food donated by
businesses.
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4 The role of NGOs, CBOs and NPOs
Businesses and civil society, including NGOs, CBOs, NPOs and individual business
practitioners, can work together to reduce some of the socioeconomic issues in South Africa.
NGOs are non profit, non-governmental organisations. They are created as legal persons.
Examples of NGOs include Child Welfare, the SPCA and local sport clubs.
NPOs are non-profit organisations. Profits are not shared among the members but are used
for furthering the organisation’s purpose. Examples are trade unions, public arts
organisations and charitable organisations.
NPOs include:
 Organisations that have registered as Section 21 Companies under the Companies
Act 61 of 1973
 Trusts that have registered with the Master of the Supreme Court under the Trust
Property Control Act 57 of 1988
 Any other voluntary association that is not-for-profit.
Funds, time, property, effort and skill can be contributed to these organisations to help them
with community projects.
1. List four factors that play a part in the role of citizenship. (8)
2 Describe how businesses are also citizens of a country. (6)
3 Define social development. (2)
4 Why are NGOs and CBOs necessary? (4)
5 In what ways are corporate social responsibility and business ethics related? (4)
6 What is meant by the term procurement and can businesses use this in their citizenship
role? (4)
7 How can civil society play a role in economic and social development? (4)
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1. Social responsibility√√ environmental sustainability√√ economic prosperity√√ product

stewardship √√procurement product√√ access dualistic economy, √√apartheid legacy, √√
poverty√√ and HIV/Aids. √√ (4 x 2 = 8)
2. By exercising corporate social responsibility √√and getting involved in social upliftment

projects√√ and by creating sustainable businesses. √√ (6)
3. Development of a more equal society and reduction of poverty etc. √√ (2)
4. Because they tackle social community projects√√ that are needed but do not have a profit
motive. √√ (4)
5. Because ethical business cares about the community and makes sure it plays a role in
social upliftment projects. √√√√ (4)
6. Procurement is the purchasing of items needs by the business in their production process
√√and the business can make sure it adheres to BEE policies. √√ (4)
7. By choosing to buy products from companies that practice ethical business√√ and by
getting involved in social upliftment programmes √√ (4)
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Topic 3 The Marketing Function
Overview
Topic 3 deals with the activities of the marketing function
Buying and Market research Finance

selling
Standardisation The marketing Insurance

function
and grading
Storage Transport
1 Aspects of marketing
The marketing function bridges the gaps between the producer or manufacturer and the
consumer.
Tasks performed by the marketing function include:

 Tasks dealing with the product
 Tasks dealing with the price
 Tasks dealing with the place of distribution
 Tasks dealing with promotion.
The business must co-ordinate and combine all the above tasks in order to maximise their
impact and effectiveness.
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The marketing mix - the 4 P's of marketing
The Marketing Mix
sold at in Using the
The Right Product The Right Price The Right Place Right Promotion
Conditions for creating the right marketing mix:

 The product must satisfy consumers’ need and wants.
 The price must be right
 The goods must be available in the right place at the right time.
 The target group needs to be made aware of the availability of the product through
promotion.
1.2 Market research

 The business can identify the consumers through market research and gain
information on:
 The size of the market
 Consumers’ incomes
 Consumers' willingness to spend money
 Age and culture
 Location of existing and potential consumers.
1.3 Standardisation and grading

 Standardisation means producing identical goods that meet specific standards,
 The South African Bureau of Standards (SABS) seal of approval ensures products
conform to a specific standard or quality.
 Grading means classing products according to their characteristics of such as size
or weight. it usually refers to agricultural products . For example, eggs and potatoes.
Diamonds are graded according to size.
1.4 Storage
 Storage means keeping goods safe and protected until consumers need them.
 Goods are stored to prevent them from spoilage and to balance demand and supply.
Fruit grown in the winter, such as apples and pears can be available all year due to
cold storage.
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1.5 Transport
Transport is an important marketing function because without it distribution would not be
possible. There are five different forms of transport
— rail, water, road, pipeline and air.
Factors that will influence the form of transport include the following:
 Cost – the form of transport must be affordable.
 Type of product- heavy or bulky products would need rail or road transport or even
water transport, products that are expensive, light or breakable might need air
transport.
 Travel time– air transport is very fast, water transport is much slower. Urgently
needed products will need a fast form of transport.
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1.6 Financing
Financing can be provided by the manufacturer, the wholesaler, the retailer or a financial
institution. Different forms of credit finance include:
 Credit on open account – the buyer gets the goods and is given a certain period of
time in which to pay the amount owed, 30, 60, 90 or 120 days.
 Instalment sale – the buyer pays a deposit and then pays the balance off over a
specified period of time. Interest is charged on the balance owed, for instance, when
buying furniture.
 Lease – the consumer is allowed to use the goods but may never become the owner
of those goods.
 The buyer can get finance through a credit card or a loan from commercial banks.
This type of credit can be used to purchase goods at any time up to a certain limit.
Interest is charged on the outstanding amount.
1.7 Insurance
Insurance is a contract entered into by two parties, the insurer and the insured. In return
for the payment of a premium by the insured the insurer agrees to cover the losses
suffered by the insured as a
result of a specified possible event.
Farmers, manufacturers, wholesalers, retailers and consumers can be faced with one or
more of the following risks:
 Human risks such as theft, bad debt, breakage and damages due to negligence and
strikes.
 Physical risks which can be the result of natural causes such as storm damage,
earthquakes, fire, lightning, floods, droughts and insect outbreaks.
 Economic risks such as changes in the demand or supply of certain products, price
fluctuations, changes in fashion trends, technology advances and tougher
competition.
A business can insure itself against human and physical risks, but not against economic
risks.
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1.8 Buying and selling
The main aim of marketing is to sell goods and services to those individuals and households
that will use them. Selling is influencing buyers to buy through effective sales promotion.
Businesses such as wholesalers and retailers buy their goods from producers or
manufacturers for resale. These businesses are called intermediaries and are the link
between producers or manufacturers and the end consumer.
Through the marketing activity of selling, the buyer takes possession of the goods. Forms of
selling include:
 Personal selling – direct selling between the manufacturer and the buyer.
 Agency selling – someone who sells goods on commission for others.
 Brokering – a sales agent who sells a particular product is a broker.
 Other forms of selling – vending machines, mail-order, door-to-door selling and
 self-service selling and on-line shopping.
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2 Product policy
Product policy includes the choice of products, design of products, packaging and the use of
trademarks and brand names. The product must satisfy both the customer’s practical needs,
such as buying an umbrella for the rain, but also the customer's emotional needs such as
the right brand name for status.
2.1Types of goods and services

Goods
Convenience goods A relatively inexpensive item where little shopping effort is needed.
Very little thought goes into buying these goods.
Examples: bread, milk and sugar
Speciality goods More thought and comparison is required when shopping for these goods.
The product is usually more expensive and the consumer will consider the price, quality and
brand name of
the product.
Examples: jewellery, clothing or furniture
Industrial goods:( Products that are used in the production of other goods).
Industrial goods Industrial goods are any products that are used in the production of other
goods. This can include a wide range of raw materials or semi finished goods as well as
capital goods, such
as equipment and machines that are used to produce a finished product.
Examples: machine equipment, trucks
Services: Personal help or assistance given to a customer. Services are intangible and
perishable.
Personal services Personal services are aimed at the final consumer and often carried out
by professionals.
Examples: doctor, plumber, hairdresser
Auxiliary or commercial services
These are all the services involved in taking the goods or services from producers to
consumers and are often carried out by intermediaries.
Examples: transport, banking, telecommunications
2.2 Product development

Fast technological development results in products getting outdated quickly. Product
development is an attempt to design, create and market new products as well as modify
existing products.
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2.3 Product life cycle
After a new product has been introduced or launched into the market, the product gains
more and more customers as demand for it grows, eventually the market stabilises and the
product becomes mature. After a period of time the product could be overtaken by the
development and introduction of superior products from competitors. The product could then
go into decline and eventually be withdrawn from the market. The duration of each stage
varies from product to product. A product’s life can be divided into four stages:
2.3.1 Start-up (introductory) phase
The business wants to create product awareness and to develop a market for the product.
Sales will be low because the business has to create a demand for the product as customers
are not aware of it or do not know it well enough
2.3.2 Growth phase

The business wants to build brand preference and to increase market share. Sales increase
as more customers become aware of the product and the business is more profitable.
2.3.3 Mature phase

Maturity phase is the most profitable. The primary objective at this point is to defend the
market share and to maximise profits.
2.3.4 Decline phase

Sales decrease as the market becomes saturated. At this phase the business can do the
following:
• add new features and find new uses for the product
• reduce costs to offer the product at lower price
• discontinue the product.
2.4 Product design

Continuous development of new products is important to ensure that new ideas are available
to replace goods that are becoming less popular or outdated.
Step 1
The first step in product design is identifying consumer needs and if these needs are
satisfied by current goods and services on the market.
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Step 2
Select and sift product ideas. Once several ideas are generated, each idea must be
evaluated and the
best idea selected. The best idea will not necessarily be the cheapest.
Step 3
Design and test the product idea. Once the best idea for the new product has been
selected, the design must
be sketched and worked out in a little more detail. The designer will come up with a basic 3D
computer design that is detailed enough to be sure the idea will work. This is the step where
an idea is either given the green light or trashed.
Step 4
Analyse the profitability of the product concept. This step will determine if the money
that is going to be invested in the product will be profitable or not.
Step 5
Design and test the physical product. If research shows that the product is going to be
profitable the product
concept is then transformed into an actual product and the product is made for the first time.
Step 6
The test marketing of the reactions of the consumers to determine how consumers feel
about the product. Customers being happy with the product will lead to a decision to go
ahead and make the product.
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3.5 Packaging
Packaging refers to the container or wrapping that holds a product or group of products.
Most packaging serves the following functions:
 Physically protects the product
 Promotes marketing of the product
 Prevents product from spoiling
 Prevents tampering or theft
 Improves convenience in use or storage
 Makes products easier to identify.
3.5.1 Requirements of good packaging

 It must be eye catching and attract the immediate attention of the consumer.
 It must suit the product.
 It must be suitably designed for the target market, for instance, convenience goods in
inexpensive packaging, like milk in a plastic bottle.
 It must be able to distinguish itself from its competitors.
 It must support the image the business is trying to create.
 It must be right for display purposes and meet the requirement of retailers.
 It must be environmentally responsible.
 It must protect the contents.
 It should be easy to distribute, handle, transport and use.
3.5.2 Forms of packaging

Speciality packaging
Designed for a specific product and suiting the characteristic of the product, for example,
sunglasses in a special case or pharmaceutical products in special containers.
Packaging for double use
Designed so that it can be used again after the contents have been used, for instance,
margarine tubs can be used to freeze left-over food.
Combination packaging
Two or more similar products or products that are related are packaged together. This is
useful for special offers or when new products are introduced, for example, aftershave with a
razor, hairbrush with clips and hair bands.
Kaleidoscopic packaging
Also called continually changing packaging. The main objective with this packaging is to
create a consumer demand for the
packaging and the product will then sell itself. For example, the national flags of countries
taking part in a sporting event are put on a series of cold drink cans or the latest Disney
movie characters are put on breakfast cereal boxes.
Packaging for immediate consumption/unit packaging
This is suitable for products that are used immediately and the packaging is then thrown
away after use, for example a packet of sweets or a can of cold drink.
Packaging for re-sale/ multiple packaging
Bulk packaging makes it easier for retailers to handle, store and transport products. The
retailer will then sell it in smaller quantities, for instance, a box with 48 chocolates bars.
Environmentally friendly packaging
This is biodegradable and easily recycled or re-used packaging. Plastic bags and containers
are not friendly to our planet but packaging made from paper is environmentally friendly.
Packaging must distinguish a product from its competitors’ products.
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3.5.3 Branding
Branding means a name, a term, a symbol, or a design that is used to identify a product. A
brand name is that part of the name that can be spoken — letters, words and numbers. A
brand mark is the element that is not made up of words, but is often a symbol or a design.
When a new product is introduced to
the market consumers will not use it until they know more about the product. Marketers may
issue free samples to customers to encourage consumers to use the new product.
There are three stages of brand acceptance.
Stage 1 Brand recognition

When consumers are able to identify the product, the marketer has achieved the first step
towards brand acceptance.
Stage 2 Brand acceptance
If a consumer asks for a special brand, it is seen as brand acceptance. If the special brand is
not available however, the consumer will buy another brand.
Stage 3 Brand insistence
When consumers are not willing to buy any other brand except the brand they want, this is
seen as brand insistence. All businesses ultimately want their consumers to reach brand
insistence because at this stage consumers will accept no alternative brands. This gives the
business the competitive edge over other businesses.
3.5.4 Trademarks
A trademark may consist of words, numerals, drawings, signs, symbols, colours or
combinations thereof. It identifies the goods or services of the owner of the mark. It provides
protection to the owner of the mark by ensuring exclusive rights to use it to identify goods or
services, or to authorise another to use it in return for payment. A trademark can be a brand
name, a slogan, a logo or a specific shape or a combination of these, for example:
 Brand name: Coca Cola, Spur or Nike
 Slogan: ‘Let your fingers do the walking.’
 Logo: MacDonald’s or Nike
 Specific shape: Coca Cola bottle
 Colour: Edgar’s red square, Coca Cola's red cans
Manufacturer’s trade mark

The manufacturer markets all the products under one brand name, e.g. Nestlé e.g. Nestlé
chocolates,
Nestlé hot chocolate, Nestlé coffee
Individual trade mark
The manufacturer gives each of the products its own individual brand name. e.g.
Volkswagen Golf, Jetta,
Polo and Passat
Generic trademark
Products that do not include the company name or other indentifying terms, such as
Vaseline, Sellotape, etc. e.g. Elastoplast is a brand name for Johnson & Johnson’s line of
adhesive bandages and related products.
Retailer’s trade mark
The retailer markets the manufacturer’s product under a name of its own. e.g. Woolworths,
Pick 'n pay
3.5.5 Importance of trade marks

The trademark forms the starting point for advertising the business and its products. It is an
important asset for the business.
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The business can extend its product range because it is easy to market products under a
well-known and popular trademark.
A trademark can speed up a purchase transaction and increase sales.
A trademark creates loyalty among consumers and makes it difficult for the consumer to
choose substitutes.
A trademark creates a product image that can be trusted by consumers.
3.5.6 Registration of trade marks

Trademarks can only be protected if the trademark is registered according to the
requirements of the Trade Marks Act. This is done to make sure that only a specific business
may use the trademark. The rights of the owners of trademarks are protected for a certain
period of time. After that the trade mark can be renewed. The Companies and Intellectual
Property Registration Office (CIPRO) administers the Register of Trade Marks, which is the
record of all the trademarks that have been applied for and registered in the Republic of
South Africa
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4 Distribution policy
Distribution means the route that a product follows from the time it was produced or
manufactured until it is sold to the end consumer. This route is called the distribution
channel.
4.1 Channels of distribution

A producer or manufacturer can decide to distribute the product directly to the end
consumer, or to make use of intermediaries (middlemen) to help with the distribution
function.
4.1.1 Intermediaries
Intermediaries can include some or all of the following:
Wholesalers buy products in bulk (large quantities) from the manufacturer and store them in
warehouses. They then sell these products in smaller quantities, usually to retailers.
Examples are Makro and Cash & Carry.
Agents – Agents act as representatives for producers, manufacturers and wholesalers and
do not take ownership of products. They earn commission on sales. Examples are
Tupperware, Honey jewellery or Justine beauty products.
Brokers – These are sales intermediaries who do not take ownership of the product. Their
main purpose is to negotiate markets where there are only a few buyers or sellers. They
usually specialise in a particular product, country, province or area. Examples are insurance
brokers, wool brokers or
stock brokers.
Retailers – They are the last link in the distribution process as they buy goods in fairly large
quantities from manufacturers or wholesalers and sell them in smaller quantities to
customers. Examples are Pick n Pay, Edgars or CNA.
4.1.2 Direct selling

Direct selling occurs when the marketing and selling of products is done directly to
consumers by the producer.
It does not involve intermediaries (middlemen). These manufacturers prefer to keep
complete control over the distribution of their products.
Reasons why a manufacturer may choose to use a direct selling path without intermediaries
include:
 The manufacturer prefers to negotiate with the consumer because the manufacturer
needs to demonstrate the product, or provide an after-sales service.
 Intermediaries are not willing to distribute the manufacture’s goods.
 No auxiliary services such as transport, insurance storage, re-sorting of products, or
financing are offered by intermediaries.
 Intermediaries cannot deliver the product to the consumer soon enough, as the
product could be perishable.
 Retailers and consumers prefer the manufacturer to supply directly to them because
the products will be cheaper.
 The manufacturer does not want an intermediaries to share in the profit.
4.1.3 Indirect selling

Indirect selling occurs when the manufacture makes use of middlemen such as wholesalers,
agents, brokers and retailers. Some reasons why a manufacturer may decide to use
middlemen to sell products include:
 The manufacturer may not have enough money to pay for the distribution of the
products.
 The manufacturer is not knowledgeable about the distribution of the product.
 The manufacturer can use the capital saved by not acting as a distributor.
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 Many manufacturers do not have enough related products to justify their efforts and
cost in distributing their products themselves.
 A geographically scattered target market makes distributing an expensive process. In
order to keep distribution costs low, it may be better to make use of intermediaries
who also distribute other products.
 Many manufacturers cannot supply the necessary auxiliary services.
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5 Promotion (communication) policy
The marketing manager’s work is to inform the target market that the product is available.
The right product needs to be made available at the right place and at the right price.
When consumers are informed about the product, it is known as marketing communication
or sales promotion. There are four components of marketing communication.
5.1 Sales promotion

Sales promotion is any initiative undertaken by an organisation to promote an increase in
sales. It involves marketing activities such as:
Buy-One-Get-One-Free – for example, Clicks offers the customer to purchase one product
and get the other one for free.
New technological media – websites and cell phones that support a sales promotion. For
example, Nestle prints individual codes on KIT-KAT packaging, and a consumer enters the
code on a dynamic website to see if they have won a prize. Consumers can also text codes
via their cell phones.
Free gifts – some beauty houses give you a free gift if you buy some of their products.
Discounted prices – Mango airline emails their customers with the latest low-price deals
once new flights are released or additional destinations are announced.
Joint promotions – fast-food restaurants often run sales promotions where toys relating to
a specific movie release are given away with promoted meals.
Free samples – tasting of food and drink at sampling points in supermarkets.
Vouchers and coupons – available in newspapers
Competitions and prize draws – in newspapers, magazines, on the television, radio and
the internet.
Cause – related and fair-trade products that raise money for charities and for less well-off
farmers and producers, are becoming more popular, for example Woolworth's MySchool
card donates money from purchases to education causes.
Finance deals – some car manufacturers offer 0% interest finance over three years on
selected vehicles.
Many of the examples above are focused on consumer but they can be aimed at
wholesalers and distributors as well.
5.2 Advertising
Consumers come across advertisements every day when they watch TV, read the
newspaper or magazines, listen to the radio or visit websites. Advertising persuades people
to buy certain products and also brings goods to the attention of consumers.
5.2.1 Methods of advertising

 Print media – Newspapers, magazines, flyers, brochures, telephone directories.
 Outdoor advertising – Banners, posters, billboards, on dustbins, three dimensional
adverts.
 Mobile advertising – Signs on taxis, buses, delivery vans, business vehicles.
 Broadcasting advertising – Television and radio.
 Exhibit advertising – Doing presentations at shows and exhibitions.
 Sponsorship advertising – Supporting social and environmental projects, handing out
free T-shirts and caps with business logos.
 Online advertising – Use of internet websites, email.
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5.2.2 Principles of advertising
There are several principles that businesses to consider when advertising:
 The marketer must know all the facts about and uniqueness of the product before
planning an advertising campaign. This ensures that the qualities of the product are
advertised correctly.
 A product that belongs to an existing brand must use the association to help
customers recognise the business or the brand. For instance, Virgin must advertise
the group relations Virgin Airlines, Virgin Gym, Virgin Credit and Virgin Mobile.
 The business should follow the AIDA principle when creating an advertisement.
 The advertisement must have a design or a logo that will attract attention or a catchy
tune so that consumers will remember it.
 Businesses must choose the correct medium in which to advertise. For example, skin
products for teenagers should be advertised in magazines aimed at teenagers.
 The most cost-effective method of advertising must be used. Advertising expenses
must be kept within the budget. Business must make sure that goods advertised are
of a good quality and that the correct information is given in the advertisement. It
would damage the reputation of the business to advertise goods of bad quality or to
give incorrect information.
 Competitors must never be criticised in an advertisement. This is unethical and also
against the law.
5.2.3 Requirements of a good advertisement based on the AIDA principle

Advertising has the objective of informing, persuading, and reminding the target audience to
take a specific action. All advertisement must go through the process of attracting attention,
holding interest for long enough to stimulate a desire for the product, and finally push the
potential consumer to some type of action. AIDA stands for Attention, Interest, Desire,
Action.
Attention
Interest
Action
Desire
The steps involved in creating a good advertisement:
STEP 1 MARKET RESEARCH

Identify the target market that the advert is aimed at, that is, possible buyers. Investigate
competitors and their products.
STEP 2 AIMS
Define objectives that are clear, precise, and measurable, for instance, sales and/or
increased product or brand awareness.
STEP 3 BUDGET
Determine how much money is available for the advertising campaign.
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STEP 4 CHOICE OF MEDIA
Specify the medium (magazines, radio, television, newspapers, internet). Consider:
• What are the rates charged?
• What is the available space and listening or viewing time?
• Will the advertising medium chosen reach the target market?
• Will the nature and content of the message be suitable?
STEP 5 THE ADVERT USING THE AIDA PRINCIPLE

The content of advert must have:
• attention grabbing headline
• explanatory body content.
The Design of advert must have:
• attention grabbing layout
• appropriate artwork for the medium.
STEP 6 LAUNCH CAMPAIGN IN THE MEDIA

Consumer sees the campaign.
STEP 7 SUPPLY THE GOODS TO SHOPS

Consumer buys the product.
STEP 8 REVIEW THE CAMPAIGN

Establish the success of the campaign. The following methods can be used to test the
results of the campaign:
• Ask the customers This can be done by using staff members to enquire in shops.
• Built-in-feedback such as coupons to be completed and returned.
• Number of customers. Find out how many customers visited the shop after the marketing
campaign was launched.
• Sales volumes. Sales volumes may be compared with the sales volumes before the
campaign was launched.
5.2.4 Ethics of advertising

The following advertising practices are considered unethical:
 Deceptive advertising is when a business uses false statements or withholds relevant
information to get people to buy the product or service. For example, if customers are
offered to ‘buy-one-get-one-free’, it is unethical to double the price of the product to
cover the cost of the free item.
 Negative advertising is where a business points out the disadvantages of a
competitor’s products or lies about a competitor’s product.
 Pressure to buy luxury goods can create false wants and can be damaging to
consumers’ finances.
 Advertising should not include any form of discrimination or damage to human
dignity.
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6 Publicity
Publicity is a form of communication that is free to a business, but the business has no
control over the content of the message.
The value of publicity includes the following:
 It has a higher degree of credibility. It is reported by a third party.
 It is free. There are no associated media, space or time costs.
 A business can react quickly with a news release if it has to.
 As it is presented as news, consumers are likely to pay attention to it.
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7 Personal selling
Personal selling is paid personal communication that attempts to inform customers and
persuade them to purchase products or services.
Success in sales depends upon some basic principles:

 Be sincere and listen to the customers to understand their needs and wants.
 Have a passion for your product and believe in it.
 Constantly improve your sales and communication skills.
 Ask questions and listen carefully before speaking again.
 People are all different, so customers also need to be treated differently.
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8 Pricing policy
8.1 Importance of pricing
Pricing is one of the most important aspects of the marketing mix. The price can cause the
success or failure of a product and therefore should be determined correctly so that a profit
can be made.
The price of an item is determined by how much of the product is sold to customers and the
amount of profit made on each product item sold.
8.1.2 Pricing techniques

A business can adopt different pricing strategies for several reasons, such as:
 Breaking into a new market
 increasing its market share
 Trying to increase its profits
 Ensuring costs are covered and a particular profit is earned
8.1.3 Price determination

The following steps are followed when marketers determine price:
Determine cost price
 Costs determine the lowest price that a firm can ask for a product. The selling price
must be
higher than the cost price in order to make a profit.
Determining the market price
 The market price is the price the consumers are willing to pay for the product.
Determining the target price
 Establish the selling price based on the competitors’ prices.
Determining the final price (selling price)
 The final price is the price at which the product is offered to buyers.
8.1.4 Factors influencing pricing

There are many factors that could influence the price of a product or service.
Monopoly
This is a market where a single company or group owns all or nearly all of the market for a
given type of product or service. A monopoly is characterised by an absence of competition,
which often results in high prices and inferior products or services, Eskom is an example of a
monopoly.
Oligopoly
This is a market that is controlled by a small group of firms. In an oligopoly, there are at least
two firms controlling the market and each can decide on their own price, for instance,
Telkom and Neotel, or SABC and MNET.
Monopolistic competition
This is a market where one seller rules or leads the market even though there are other
sellers selling the same or similar product or services. Consumers are often loyal to the one
seller’s brand. This is characteristic of the fast food industry, in which all services are
basically the same, but are marketed differently, so there is a perception that some fast food
restaurants must be better than others. Another example is jeans such as Levi's.
Perfect competition
In a perfect competition market there are many buyers and sellers’ prices are determined by
supply and demand, for example, selling second-hand cars, or vegetables, bread and milk.
Nature of demand and consumer behaviour
Before setting a price for the product the marketer must determine the relationship between
the price and the demand for a product. The marketer must determine the price elasticity of
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demand. This means how sensitive the demand is to price changes. The demand for
necessities, like bread and milk for example, is inelastic. A change of price will not affect
sales volume because the buyer has no option but to buy in order to survive. The demand
for luxury goods, like jewellery, is elastic, because buyers will avoid buying the product if the
price is too high.
Availability of substitute goods
The availability of lower priced substitute goods can cause consumers rather to buy
substitute goods. For example, if the price of butter increases drastically, consumers might
choose to buy margarine instead because it is cheaper.
Fixed prices of products
When the government decides to fix the prices of products, businesses cannot change the
price and ask more or less than what is regulated. For example, the retail profit margin of
petrol is fixed in South Africa.
Normal trade practices, such as allowing discounts
It is normal trade practice in some industries for businesses to give discounts.
Cash discount
The business gives the customer a 10% discount, for example, with cash sales.
Seasonal discounts
A discount for customers who buy products or services out of season.
For example, a clothing retailer may sell winter stock at the start of the summer season at a
discounted price.
Bulk discount Consumers who buy in large quantities often get a discount, which means
they are getting products at a lower price per unit.
Trade discount
This is a discount usually offered to intermediaries in the same trade. A manufacturer might
give a particular wholesaler a trade discount when the wholesaler buys from the
manufacturer .
Attitude of distributors
Manufacturers that use distributors such as wholesalers or retailers to market their products
must consider the distributor’s reaction when prices are determined. The distributor may be
put off selling products when the price is too high or drops too low.
Production and distribution costs
The selling price must be able to cover the cost of producing the product, as well as the
costs of distributing the product, such as transport, storage and insurance.
8.1.5 Price adjustments
Reasons for price adjustments:

 The cost of production or distribution may have increased because of an increase in
the cost of petrol, electricity or wages of workers.
 A new product or service by a competitor enters the market or a substitute product or
service is available.
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9 Marketing in the formal and informal sectors
The informal sector offers the opportunities to start small businesses and to create
employment. Many businesses start off in the informal sector and then become large
businesses that operate in
the formal sector.
9.1 Description of the formal sector

These businesses are registered with the South African Revenue Services (SARS). They
must pay income tax on their profits and Pay As You Earn (PAYE) tax collected or paid over,
which is tax collected on behalf of the employees.
9.2 Marketing in the formal sector

 Effective marketing is critical to the success of businesses in the formal sector.
 Must abide by the rules and laws laid down by the government that will influence
marketing. E.g. the Consumer Protection Act 68 of 2008 which protects consumers
from unfair or deceptive advertising and marketing practices, and the Competition Act
89 of 1998 which regulates competition between businesses.
 Business in the formal sector must pay attention to marketing and advertising
regulations laid down by independent bodies such as the Advertising Standards
Authority (ASA) of South Africa.
9.3 Description of the informal sector

 The informal sector includes all those business that are not taxed, are not monitored
by the government or included in any gross domestic product (GDP) calculations.
 Examples include street vendors, hawkers, shebeens, flea markets, taxi drivers,
home industries and spaza shops.
 It is made up of small businesses that require low capital investment.
 It is easy and cheap to start these businesses as no records have to be kept and no
tax is paid to the government.
 Owners usually don’t need formal training on how to run the business, although some
form of training can be beneficial.
Advantages
• Owners running the informal business gain valuable business knowledge through
experience.
• Offers the opportunity for someone who was previously unemployed to earn an income and
become self sufficient. When the business grows they could also employ other people. This
could reduce crime.
• Cheap start-up costs and structures are used because they often only need a small table
with an umbrella, which means capital requirements are small.
• Introduces the free market system where the business is free from state intervention.
Disadvantages
 Sometimes poorly developed physical markets available for the informal trader to sell
goods or services.
• Lack of working premises and adequate infrastructure such as storage facilities,
transport, water and electricity.
• Limited access to funds from financial institutions.
• Personal income tax is not paid, therefore the government loses out on income.
• The informal sector can include illegal activities that are harmful to the community.
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• Quality of products and services is not always good.
• Difficult for customers to claim back their money if the product is faulty of if they are
dissatisfied with the quality.
• Lots of competition between informal traders selling the same or similar products in the
same area.
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10 Use of technology for marketing
10.1 Electronic marketing
Electronic marketing or E-marketing is the use of electronic media to market products or
services through the use of the Internet. Using the World Wide Web (WWW) and credit
cards make consumers potential internet shoppers (e-shopper).
10.1.1 Online electronic marketing

 Internet. Businesses use the internet, World Wide Web, and a range of electronic
technologies such as computers and mobile phones (cell phones, smart phones, i-
phones) to advertise online. Many businesses have their own websites to
communicate with the public, while others market through the use of emails.
 Social media marketing or social media optimisation (SMO) using social networks
such as Facebook and Twitter as an inexpensive method to run marketing
campaigns.
 Video marketing using promotional video clips on for example YouTube.
 Blog marketing using web blogs. Businesses post daily or weekly blogs that the
public can access.
10.1.2 Offline electronic marketing

 Digital billboards are messages displayed outdoors in public places, such as main
roads and highways or on the side of buildings. These can be digital, which means
the images are computer generated on large LCD/LED display screens. It is flexible
and the message can be changed easily.
 In-store advertising is also called shopper marketing. Digital media such as video
screens, digital signage, and shelf talkers are used in stores to advertise products
and services.
10.2 Foreign marketing

Foreign marketing is marketing to people or businesses outside your own domestic market.
No country is self sufficient and has all the raw materials and products that it needs.
Countries who produce more goods than they use will export those products to other
countries.
10.2..1 Imports
Importing means South African individuals or South African businesses buying goods and
services from businesses or individuals in other countries.
10.2.2 Exports
Exporting is when South African individuals or South African businesses sell goods and
services to individuals or businesses in other countries. The government provides financial
assistance in the form of export subsidies to businesses that show an interest in export, such
as tax rebates and a refund on import duties on raw materials or semi-finished goods
imported to produce finished goods. Export subsidies mean lower costs for the business and
ultimately products can be sold at lower prices abroad.
10.2.3 Alignment of foreign marketing and the production function

The marketing and production functions need to work together to ensure that the right
quantities of products are produced at the right quality at the right time and in the right place
for the overseas market.
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Systems
Marketing creates a demand for products and once the demand is established the business
decide on the quantity and quality to be produced, as well as the production system to use.
A production system such as mass production can only be used if there is a stable or
continuous demand for a product.
Planning
The business must establish if exporting to foreign markets will be a profitable venture
before considering increasing production and changing production planning.
Safety
Some foreign countries are very strict about health and safety regulations and will not buy
from factories where employees work in unsafe or bad working conditions. Factories will also
need to prove that their operations are not polluting and damaging the environment.
Quality
When exporting, companies may need to adapt or change their products to meet the foreign
country safety and security regulations, and other import restrictions. Adjustments to
products may be necessary to satisfy the importing country’s labelling or packaging
requirements.
Costing
Entering foreign markets could lead to more products being produced and the business then
can benefit from economies of scale, which is the cost advantage a business enjoys when it
expands. The cost per unit usually decreases, which means products can be sold at a lower
price or larger profits can be made.
1. What is meant by the term ‘marketing’. (8)

2 Describe five characteristics of marketing policies. Give examples in your answer. (5)
3 Define a trademark. (6)
4 Define distribution channels. (6)
5. Debate five examples of sales promotion techniques aimed at consumers. (25)
6. Evaluate five advertising objectives. Give suitable examples. (25)
7. Why is pricing important? (10)
8. Recently Glen Tea added finger puppets to their packets of tea. This type of packaging is
an example of:
A specialty packaging
B double use packaging
C combination packaging
D kaleidoscopic packaging (2)
9. List TWO unethical advertising practices that this company must avoid when advertising
their products. (8)
10. Briefly describe THREE requirements of good packing (6)
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1. The marketing function bridges the gaps between the producer or manufacturer and the
consumer. √√Marketing consists of the right product √√at the price, √√ right price√√ and
using the right promotion. √√ (8)
2. Marketing policies must contain detailed research√√ to ensure that the four p's of price,
√√place, √√ product √√and promotion √√are correctly addressed. (6)
3. A trademark consists of words, numerals, drawings, signs, symbols, colours or

combinations thereof. √√It identifies the goods or services of the owner of the mark√√ and it
provides protection to the owner of the mark by ensuring exclusive rights to use it to identify
goods or services, √√ or to authorise another to use it in return for payment. √√A trademark
can be a brand name, a slogan, a logo or a specific shape or a combination of these√√ ( 3 x
2 = 6)
4. A distribution channel is the route that a product follows from the time it was produced or
manufactured until it is sold to the end consumer. √√√√√√ (6)
5. Buy-One-Get-One-Free offers such as Clicks, √√√√ new technological media such as

codes on KIT-KAT packaging, √√√√ free gifts such as some beauty houses, √√
√√discounted prices such as Mango, √√ √√Joint promotions such as dishes in fast-food
restaurant, √√√√ free samples such as tasting of food and drink, √√√√ vouchers and coupons
available in newspapers, √√√√ competitions and prize draws, √√√√donations of money such
as Woolworth's MySchool card, √√√√ finance deals such as car manufacturers 0% interest
finance√√√√ (40)
6. Advertising has the objective of informing, √√persuading, √√ and reminding√√ the target
audience to take a specific action. All advertisement must go through the process of
attracting attention, √√ holding interest√√ for long enough to stimulate a desire for the
product, √√ and finally push the potential consumer to some type of action√√
( plus examples)(25)
7. Pricing is important because the price can cause the success √√or failure of a product√√
and therefore should be determined correctly so that a profit can be made. √√ The price of
an item is determined by how much of the product is sold to customers√√ and the amount of
profit made on each product item sold. √√ (10)
8. D √√ (2)
9. Advertising must not mislead consumers by making false claims, √√or by not disclosing
ingredients which might be harmful√√. Advertising must not be aimed at running down
competitors products√√ or by making derogatory statements about a competitor. √√ ( 2 x 4 =
8)
10. It must be eye catching and attract the immediate attention of the consumer. √√It must
suit the product. √√ It must be suitably designed for the target market, for instance,
convenience goods in inexpensive packaging, like milk in a plastic bottle. √√ It must be able
to distinguish itself from its competitors. √√ It must support the image the business is trying
to create. √√It must be right for display purposes and meet the requirement of retailers. √√ It
must be environmentally responsible. √√ It must protect the contents. √√It should be easy to
distribute, handle, transport and use. √√ ( 3 x 2 = 6)
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Topic 4 The production Function
Overview
This topic deals with aspects of the production function: systems including production
planning; safety management; quality control and production costs
Safety
Production planning
factory safety
The production machinery
systems of production Occupational Health and
function
Safety Act
control workplace safety policy
Quality control
routing
quality management
systems (SABS) quality
scheduling
control bodies Production costs
policies
total cost of production
unit cost of production

selling price
1 Systems
A production system is the method by which goods are produced. There are three main
production systems: mass, job, and batch.
1.1 Mass system
The mass production system produces high volumes of the same product in a
continuous flow such as motor cars.
1.2. Job system
The job production system is a production system that businesses use when they
produce a once-off job for a specific customer such as an artists' painting.
1.3 Batch system
The batch production system is a production system that focuses on making one type of
product in one batch before moving on to a batch of another type of product for types of
bread in a bakery.
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2 Production planning and control
Production system of a soccer ball:
Production can be divided into two aspects, planning and control:
 Production Planning
Planning
Routing
Scheduling
Loading
 Production control
Dispatching
Following up
Inspection
Corrective planning
Planning involves determining which production system – job, batch or mass – will suit your
business the best. Thinking through all of the steps in the production system you have
chosen to make sure you have the resources you need. Calculating how much it will cost
your business to produce the number of goods you need to make a profit, in an appropriate
amount of time. Calculating the amount of material, equipment and labour you will need to
run the production system successfully.
Routing involves planning the route that goods will take through the production process.
Scheduling is vital for efficient production and involves making sure that every task in the
production process is completed on time.
Loading occurs when it is time to assign work to the operators at each station in the
production system.
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Production control involves overseeing all aspects of the production process, from when
the raw materials or inputs enter the production system to when they leave as products or
outputs.
The production control process starts with dispatching, which is giving the production
orders for production work to begin at each station.
Following up means keeping watch over the production process to make sure that
operations are running smoothly.
Keeping watch over the production process allows production controllers to:
• improve processes
• keep the process on schedule
• identify problems with routing
• improve work flow to make it more efficient.
Quality inspectors inspect the products that the factory has produced to make sure that
they meet the organisation’s quality standards.
Some examples of corrective action are as follows:
• changing the routing of the production system to make it more efficient
• training operators to increase their skills
• finding the cause of machinery problems and solving them
• sourcing better-quality raw materials or inputs
• revising the production schedule to suit the production environment
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3 Safety management
General guidelines on factory safety:
1. Factory workers should not go into areas of the factory where they do not work
because they may only be aware of the dangers of their own stations, and not of the
dangers of other workers’ stations.
2. Factory workers must be educated about the country’s safety laws and the
company’s safety regulations.
3. Factory workers should never operate machinery that they are not trained to
operate.
4. Factory workers need to know which equipment is dangerous (that contains
moving parts such as conveyor belts, blades, saws, or presses, or that operates at
high temperatures, or uses an open flame, for example).
5. Factory workers need to wear protective clothing if necessary, such as steel-
tipped boots, welding gloves, eye protection, hard hats, high-visibility jackets and ear
protection.
6. Businesses must provide this equipment if it is specified in workplace safety laws.
3.1 Machinery and the Occupational Health and Safety Act (OHSA)
South Africa’s workplace laws are stated in the Occupational Health and Safety Act (85
of 1993). The Department of Labour says that the Act ‘aims to provide for the health and
safety of persons at work and for the health and safety of persons in connection with the
activities of persons at work and to establish an advisory council for occupational health
and safety’.
General duties of employers to their employees
 Every employer must provide and maintain a working environment that is safe
and does not risk the health of the employees.
 This includes providing and maintaining systems of work, plant and machinery
that are safe and do not risk health and taking steps to eliminate or reduce any
hazard or potential hazard to the safety or health of employees.
 Ensuring there are no risks to health or safety in connection with the production,
processing, use, handling, storage or transport of articles or substances.
 The employer must identify the precautionary measures that need to be taken in
order to protect the health and safety of employees
 Providing information, instructions, training and supervision to ensure the health
and safety at work of the employees
 Not permitting any employee to do any work unless the precautionary measures
have been taken
 Ensuring that all the requirements of the OHSA are met by every employee or
any person on the premises under the employer’s control where plant or
machinery is used
 Ensuring that work performed and that plant or machinery used is under the
supervision of a person who is trained to understand the hazards associated with
it and who has the authority to ensure that precautionary measures taken by the
employer are implemented
 Informing all employees about the scope of their authority.
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4. Quality control
The SABS is responsible for maintaining South Africa’s national standards. These national
standards are numbered according to the industry areas they cover. For example, the South
African National Standard for timber products is SANS 10005. There are 6 500 of these
standards.
A business can apply for a certification called ISO 9000. The ISO 9001 standard details the
certification requirements for the following areas:
• the business’s overall quality management system
• management’s responsibility in the quality control process
• management of resources such as staff
• production processes and products
• measuring and analysing quality
• continual improvement within the business
Quality management systems are systems that businesses use to ensure compliance with
quality standards.
Philosophies such as total quality management have shifted the quality focus in business.
Total quality management is a quality philosophy that states that quality is the concern of all
employees and business functions in a business, and that quality policies don’t stay the
same, but are always changing with the business.
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5 Production costs
There are two kinds of production costs:
 the total cost of production

 the unit cost of production
5.1. Total cost of production

Total cost of production = Fixed costs (FC) + Variable costs (VC)
Fixed costs are the costs of the business that do not change, no matter how many items or
units you produce. The costs stay fixed. For example:
• rental for your premises
• staff salaries
• telephone, water and electricity bills
• insurance
Variable costs are costs that change according to how many items or units you produce.
For example, the cost of materials will increase as production increases.
5.2 Unit cost of production

The unit cost of production is the amount it costs a business to produce one unit of its
product.
Unit cost of production = Fixed costs (FC) + Variable costs (VC) Number of units produced
Suppose your total costs (fixed plus variable) for a month are R2 000. Within that month, you
can produce and sell 200 pairs of shoes. Your unit cost of production will then be:
R2 000/ 200
= 10.00
So, it costs you R10.00 to produce one pair of shoes.
5.3 Selling price and calculation of profit
Profit = Total revenue – Total expenses
if the sales revenue from selling 200 pairs of shoes at R300 a pair is R60 000 and you know
that your expenses
(FC + VC) are R2 000. Then:
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Profit = Total revenue – Total expenses
= R60 000 – R2 000
= R58 000
5.4 Break-even analysis
Break-even analysis is an analysis of how many units you need to sell, at which price, to
reach the point where your profits equal your production costs, or your total revenue equals
your total costs.
This is called the break-even point, and it tells you how many units you need to sell, at
which price, to break even.
Breaking even means that you are covering your production costs, but not making a profit.
The business, in other words, is neither costing you any money nor making you any money.
If you sell below the break-even point you will run at a loss and if you sell above the break-
even point you will make a profit.
1. What are the three main kinds of production systems? (3)

2. Define the break-even point. (6)
3. Draw a graph illustrating the break-even point, and write brief notes to describe important
points on your graph. (15)
4. Why is it important to have a workplace safety policy? (2)
5. What does the OHSA say about employers’ safety responsibilities in the workplace? (2)
6. What is the formula for calculating the unit cost of production. (4)
7. Why is a quality policy important for a business’s production function? (5)
8. Describe the function of the SABS. (6)
9. List four steps in production planning. (8)
10. Explain three examples of corrective action. (6)
1. Mass, √ batch√ and Job√ (3)
2. The point where your profits equal your production costs or your total revenue equals your
total costs. (6)
3. To protect the health and safety of employees. √√ (2)
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4. A break even analysis diagram shows the total revenue of a firm and the total costs, as
additional units are produced. The break-even output can be seen, where profits are equal to
costs. below that point a loss is made and above that point a profit is made. (15 for
explanation clearly given and 10 for diagram clearly marked.= 25)
5. Employers are responsible for ensuring the correct health and safety procedures are in
place. √√ (2)
6. Unit cost of production = Fixed costs (FC) + Variable costs (VC) Number of units
produced √√ (2)
7. To ensure the right quality of production materials are used and also to ensure that
products of the right quality are produced. √√√√√ (5)
8. The SABS is responsible for maintaining South Africa’s national standards. √√These
national standards are numbered according to the industry areas they cover. √√For example,
the South African National Standard for timber products is SANS 10005. There are 6 500 of
these standards. √ (5)
9. Planning√√ Routing √√Scheduling √√ Loading √√ (8)
10. Changing the routing of the production system to make it more efficient √√ training
operators to increase their skills√√ finding the cause of machinery problems and solving
them √√ sourcing better-quality raw materials or inputs√√ revising the production schedule to
suit the production environment√√ (6)
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Term 4 Introduction
Topic 1 Team dynamics and conflict management
Topic 1 deals with team dynamics and conflict management. The different
stages of team development are discussed, namely forming, storming,
norming and performing. Different theories related to team dynamics are
explored, such as the Belbin role theory, insights based on Jungian theory, the
MTR-I approach, the Margerison-McCann profiles and group consensus. The
topic also covers conflict management. Conflict management theories, how
they are applied to individuals, workplace forums, strikes and trade unions
are discussed, as well as skills to resolve conflict.
Topic 2 Introduction
Topic 2 introduces you to the activities of the human resource function. It
describes the procedures that need to be followed in recruitment, selection
and appointment of new staff. These procedures have to be carried out in
line with various pieces of legislation, which are summarised in this topic.
Personal tax has to be deducted from employees’ remuneration, also in line
with the relevant government regulations described in this topic.
to human resources
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Topic 1 Team dynamics and Conflict
Management
Overview
Topic 1 describes various team dynamics theories and discusses their use to analyse
specific business-based cases studies.
Team dynamics theories

 Stages of team development
 Belbin role theory (action-oriented
role, people-oriented role, cerebral Conflict management
role) Conflict management theories
 Insights based on Jungian theory Conflict management skills
 MTR-I approach The function of workplace forums
 Margerison-McCann profiles
 Group consensus
1. Stages of team development theory

When building a team it is necessary that business managers take all aspects related to the
development
of a team into account.
Dr Bruce Tuckman developed his Forming, Storming, Norming, Performing model in 1965.
.
forming
performing
storming
norming
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Forming (Getting to know each other)
• During the forming stage the team members do not have clarity on the purpose,
objectives and aim of the team and the roles they need to play.
• Members test the tolerance of the leader.
• The team members fight for the role they want to play.
• Clarity of purpose is given, but plenty of uncertainties continue.
• There may be power struggles for the position of the team leader.
Storming
• Team members know one another and their true characters start to show.
• They now begin to express their thoughts, ideas and opinions.
• Conflicts and disagreements will arise.
• Tensions will run high and team members may try to assert their power or authority.
• Some teams are able to resolve the storming stage very quickly, but others may
never move beyond it and will therefore never be successful.
• Effectiveness of dealing with the storming stage depends on the team leadership and
the maturity and experience of team members.
Norming
• Relationships settle down during this stage.

• Team members understand their roles and responsibilities.
• Movement towards group consensus.
• Committed to the same objective and have agreed to certain decisions even if they
disagreed personally.
• Individuals have shifted their motivation from personal achievement to team
achievement.
Performing
 Team members form agreement and consensus.
• Roles and responsibilities are clear and accepted.
• Team makes big decisions.
• Processes, working style and respect develop.
• Conflict may occur, but commitment and unity are strong.
• Team members are aware of strategies and aims of the team and have direction without
interference from the leader.
• Processes and structures are set.
• Leader delegates and oversees.
• Conflict may appear, but is resolved quickly
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2 Team dynamics theories
There are many different theories to explain team dynamics. These different approaches all
have something to contribute when you are trying to understand the interactions between
members of a team.
2.1 Belbin role theory
The Belbin role theory was developed in the 1970s by Dr Meredith Belbin. A collection of
management games was analysed to discover the contributing factors to successful
teamwork.
Belbin realised that effective teams are made up of individuals who play nine essential roles.
 The plant. These team members come up with new and different ideas. They are the
innovators and free thinkers. Plants can see the big picture, but may avoid details.
 The resource investigator. Resource investigators are well connected and have
excellent networking skills. They are the organisers and they always start a team
project with great energy and enthusiasm. Resource investigators also collect ideas
from other people and businesses.
 The co-coordinator. The co-coordinators are usually the team leaders or
chairpersons of the team. They are well organised and focused. They can identify
and acknowledge the strengths of others and they delegate work and responsibility
well.
 The shaper. Shapers are highly motivated and driven to win. They are good at
focusing on specific tasks and will often help others to achieve. Shapers will
challenge authority and ask difficult questions. They may be aggressive and this can
lead to conflict.
 The monitor evaluator. Monitor evaluators are fair-minded and unbiased. They
observe what is happening in the team dynamics. They often see problems clearly
and they make good decisions based on analysis and a broad approach. Monitor
evaluators are not good motivators and can be critical and unenthusiastic.
 The team worker. Teamworkers are good negotiators and they hold a team
together. They listen and help team members understand one another. Teamworkers
get important tasks done, but often feel uncomfortable making decisions on their
own.
 The implementer. Implementers turn ideas into actions. They are disciplined and do
what is necessary within deadline. Implementers are dedicated to the team and their
objectives and will do the work that other team members avoid. Implementers may
resist change, preferring the comfort of established systems and procedures.
 The completer/finisher. These team members are perfectionists and take great
pride in their work. They are accurate and professional, but may concentrate on
unnecessary details and therefore cause conflict. They find it difficult to delegate
tasks because they believe that nobody can do it like they can.
 The specialist. Specialists develop their skills and knowledge in a specific field.
They will be enthusiastic about their knowledge and eager to pass on information.
They are very reliable and involved within their area of specialty, work hard and
conduct research to solve problems. Specialists may lack interest in anything outside
of their narrow field.
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2.2 Jungian Theory
According to Jung, there are four pairs of opposing values and functions. Every individual
prefers one of the values and functions in each pair:
• Extroverted/Introverted
Extroverts tend to have an outgoing energy and mix well with others. Introverts have an
inward energy and tend to communicate less with others.
• Sensory/Intuitive
Sensory people will believe information they receive from the external environment, and they
respond well to personal experience. Intuitive people feel things and rely on their internal
interpretation of information
• Thinking/Feeling
Thinking people make decisions using logic and reason. They weigh up facts and then make
decisions. Feeling people rely in their intuition and base their decisions on emotions.
• Judging/Perceiving
Judging individuals tend to have set ideas and plans and they act according to their plans
and objectives. Perceiving people, on the other hand, are more adaptable and flexible. They
will be more likely to consider alternatives and to adapt as necessary.
2.3 MTR-I approach (Management Team Roles Indicator
Innovators Sculptors Curators
Crusaders
MTRI
Conductors
Explorers
Coaches Scientist
According to this theory, people are not always doing what is best within a situation. They
often are unaware of the impact of their behaviour and are not aware of how their personal
preferences affect their view of what is important. The MTR-II identifies the following unique
roles of members of a team:
• Campaigner – the campaigner will focus on the main aim that has meaning and value.
This person looks further than the immediate circumstances and commits with passion.
• Coach – the coach creates a positive atmosphere, avoids conflict and inspires others to
contribute.
• Conductor – the conductor brings structure. Being organised and able to plan are key
aspects brought into a team by the conductor. The conductor brings clarity of tasks and
roles into the team.
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• Crusader - the crusader has strong values and convictions. Able to prioritise and guide
the team in ethical decisions.
• Curator – curators focus on the immediate priority and put thought into tasks. Ideas are
questioned and collected to help them find solutions or clarity.
• Explorer – explorers like to experiment with innovative and creative ideas to add variety.
They challenge the status quo and are positive towards change.
• Innovator – Innovators create different, original, creative innovations and could be
described either as vague dreamers or focussed visionaries.
• Scientist – Scientists create intellectual understanding by using logical theories or
mental maps. They do not always find it easy to communicate their intellectual
understanding.
• Sculptor – The sculptor is the person who will act and is keen to get tasks done.
Practical solutions are given and there is a focus on the task at hand.
2.4 Margerison-McCann profiles

The Margerison-McCann Team Management profile summarises eight key capabilities
required for successful group performance.
The eight team roles according to the Margerison-McCann theory
• Explorer-Promoter: The explorer-promoter is the persuader in the team and sells
ideas to the rest. This person likes variety, exciting and stimulating work, gets bored
easily, can influence others and is outgoing.
• Assessor-Developer: Assessor-Developers break down ideas into manageable
chunks. They are objective, develop ideas, enjoy project work and like to experiment.
• Thruster-Organiser: The Thruster-Organiser likes to organise and implement ideas.
This person is quick to decide, results-oriented and sets up systems.
• Concluder-Producer: Concluder-Producers are practical, production oriented and
like schedules and plans. They take pride in reproducing goods and services; value
effectiveness and efficiency.
• Controller-Inspector: The Controller-Inspectors are strong on control, detail
oriented and have a low need for people contact. They are inspectors of standards
and procedures.
• Upholder-Maintainer: Upholder-Maintainers are conservative, loyal and supportive.
Personal values are important to them. They have a strong sense of right and wrong.
They have motivation to work towards a purpose.
• Reporter-Advisor: The Supporter-Advisors support, help others and are tolerant.
They are collectors of information and do not like to be rushed. They are
knowledgeable and flexible.
• Creator-Innovator: The Creator-Innovators use their imagination, are future-oriented
and enjoy difficult problems. They are creative and like to do research.
2.5 Group consensus

Group consensus means that no one feels misunderstood in group decision making. Team
members feel that their views are given a fair hearing. Input and ideas from group members
are synthesised to make a final decision that is accepted by the group. Sometimes team
members need to work through
differences to reach a satisfactory agreement.
A
For group consensus to work there are certain conditions that must first be met:
• The group must have a common goal.
• There must be a commitment to reach agreement.
• Enough time must be allowed to reach consensus.
• There must be a clear process that the entire group understands.
• There must be good facilitation and active participation by the group.
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3 Conflict management
Conflict is the serious disagreement between people because of a difference in beliefs,
values, morals or opinions. Conflict is part of the work environment. Conflict must not be
ignored and must be resolved When there is a disagreement or a dispute, there are always
two or more parties involved.
3.1 Causes of conflict in the business

Conflict can be caused by internal factors or external factors. Internal conflict has to do with
the personalities and emotions of individuals.
Internal factors within the business may include

o personality clashes
o ego problems and low self esteem
o underlying stress and tension
o differences in values and beliefs
o miscommunication
o perceived breach of faith and trust
o unresolved issues.
o
External issues that do not include the personalities of the individuals concerned may
include:
o poor management
o unfair treatment in the workplace
o unclear job roles
o increase in workload
o inadequate training
o poor communication
o poor work environment
o lack of equal opportunities
o bullying and harassment
o change.
3.2 Defining conflict management
Conflict management does not mean that all conflicts are resolved, but they are managed.
Conflict in organisations can be positive. It allows employees to be heard, it raises issues
that have been ignored and it identifies weaknesses in existing systems and procedures.
When conflict is managed properly and resolved constructively, it may lead to a more
motivated workforce, improved communications and increased productivity.
3.3 Conflict management theories
Traditional theory - sees conflict as something destructive and the parties involved in the
conflict as troublemakers. The traditional theory considers conflict to be power-based with a
clear ‘winner’ and a clear ‘loser’. In South Africa the power basis of conflict is managed
through collective bargaining and individual workers are represented by a trade union.
Modern theory - sees conflict as something that is unavoidable and necessary in human
relations. Conflict is necessary to generate new ideas and to build groups, teams and
organisations. This theory views conflict as needs-based and believes that if the needs of all
parties are considered, they can arrive at a win-win resolution. In the South African business
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environment we follow the modern theory and manage conflict through negotiation,
mediation and conciliation. This applies to both individuals and groups.
3.4 Conflict management skills
It is important that managers develop conflict management skills to deal with disputes in the
workplace. Disputes can be between the employer and employee, and between the
employer and workplace forums. The following skills are needed to manage conflict:
• Be a listener so that all the parties involved can express their point of view.
• Be objective, to form a clear judgement of the situation.
• Exercise the ability to remain calm so that emotions are controlled.
3.4.1 Negotiation
Negotiation aims to arrive at a compromise to settle a dispute to benefit all parties as much
as possible. Communication skills are needed to negotiate appropriately.
3.4.2 Conciliation
Conciliation is an informal method of solving a dispute. During a dispute a conciliator gives
both parties an opportunity to voice their opinions and concerns. The conciliator remains
objective and does not make a judgment. The aim is to help the opposing parties to come to
an agreement.
3.4.3 Mediation
Mediation, like conciliation, requires an informal setting to resolve a dispute. The mediator
listens to both parties involved. Both parties can be questioned by the mediator to make the
reason for the dispute clear. The mediator may reason separately with each party and may
make suggestions to resolve the dispute.
3.4.4 Arbitration
Arbitration is done in a more formal setting, such as a disciplinary hearing in the workplace
or in a court of law. The testimony of the parties involved may be recorded. Witnesses may
be called in and the parties may be cross examined.
Arbitration is usually done according to the rules of civil procedure. Arbitration could be non-
binding or binding, depending on the understanding of the parties involved. If arbitration is
non-binding, the parties involved may appeal to a court of law to decide on the outcome.
3.5 The functions of workplace forums
The Labour Relations Act introduced workplace forums to create a powerful tool for
collective bargaining, especially in small businesses. A workplace forum ensures that
workers have a say in most decisions relating to their working conditions. It provides direct
communication with the management.
To create a workplace forum, more than 100 employees have to be employed by the
employer. A union can apply to the Commission for Conciliation Mediation and Arbitration
(CCMA) for the right to establish a workplace forum. The functions of a workplace forum are:
• to promote the interests of all employees in the workplace
• to promote efficiency in the workplace through co-operation
• to be consulted by an employer and to reach consensus about working conditions
• to participate in decision making related to working conditions.
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The differences between a trade union and a workplace forum are:
• A trade union is a juristic (legal) body whereas a workplace forum is not.
• Only a representative trade union can start a workplace forum.
• A trade union negotiates wages and wage-related issues whereas a workplace forum
does not deal with wages.
• A workplace forum cannot embark on industrial action, such as strikes, whereas a
trade union can.
• Non-union members can belong to a workplace forum.
1. Briefly explain the stages for forming teams. (16)

2. a) Identify two theories based on team roles. (2)
b) Explain what team roles are and why they are important. (3)
3. Differentiate between workplace forums and trade unions (10)
4. List the nine roles in Belbin's theories. (18)
5. Describe four internal issues that cause conflict. (8)
6. Describe four external issues that cause conflict. (8)
7. What is the main function of the Labour Relations Act? (2)
8. Differentiate between mediation and arbitration. (8)
1. This theory has four stages.

1.1. The forming stage is about teams getting to know each other. During the forming stage
the team members do not have clarity on the purpose, objectives and aim of the team and
the roles they need to play. Members test the tolerance of the leader. The team members
fight for the role they want to play. Clarity of purpose is given, but plenty of uncertainties
continue. There may be power struggles for the position of the team leader. (any two facts =
4)
1.2. Storming stage. Team members know one another and their true characters start to
show. They now begin to express their thoughts, ideas and opinions. Conflicts and
disagreements will arise. Tensions will run high and team members may try to assert their
power or authority. Some teams are able to resolve the storming stage very quickly, but
others may never move beyond it and will therefore never be successful. Effectiveness of
dealing with the storming stage depends on the team leadership and the maturity and
experience of team members. . (any two facts = 4)
1.3. The Norming stage. Relationships settle down during this stage. Team members
understand their roles and responsibilities. Movement towards group consensus. Committed
to the same objective and have agreed to certain decisions even if they disagreed
personally. Individuals have shifted their motivation from personal achievement to team
achievement. (any two facts = 4)
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1.4. The Performing stage. Team members form agreement and consensus. Roles and
responsibilities are clear and accepted. Team makes big decisions. Processes, working style
and respect develop. Conflict may occur, but commitment and unity are strong. Team
members are aware of strategies and aims of the team and have direction without
interference from the leader. Processes and structures are set. Leader delegates and
oversees. Conflict may appear, but is resolved quickly (any two facts = 4) (16)
2. Belbin role theory Insights based on Jungian theory MTR-I approach Margerison-
McCann profiles Group consensus √√ (2) Understanding team roles is important because it
helps us to understand the ways individuals interact in a group and therefore be more likely
to create a successful outcome to a team project. √√ (2)(4)
3. A trade union is a juristic (legal) body whereas a workplace forum is not. √√ Only a
representative trade union can start a workplace forum. √√ A trade union negotiates wages
and wage-related issues whereas a workplace forum does not deal with wages. √√A
workplace forum cannot embark on industrial action, such as strikes, whereas a trade union
can. √√ Non-union members can belong to a workplace forum. √√ (5 x 2 = 10)
4. the plant. √√the resource investigator. √√the co-coordinator. √√ the shaper. √√the monitor
evaluator . √√the team worker. √√the implementer. √√ the completer/finisher. √√ the
specialist. (9 x 2 = 18)
5. personality clashes√√ ego problems and low self esteem √√underlying stress and
tension√√ differences in values and beliefs √√ miscommunication√√ perceived breach of
faith and trust√√ unresolved issues. √√ (4 x 2 = 8)
6. poor management√√ unfair treatment in the workplace√√ unclear job roles √√ increase in
workload√√ inadequate training poor communication√√ poor work environment√√ lack of
equal opportunities √√ bullying and harassment√√ change. √√ (4 x 2 = 8)
7. To create a powerful tool for collective bargaining √√ (2)
8. Mediation requires an informal setting to resolve a dispute. The mediator listens to both
parties involved. Both parties can be questioned by the mediator to make the reason for the
dispute clear. The mediator may reason separately with each party and may make
suggestions to resolve the dispute. it is not binding. (4)(2 x 2)
Arbitration is done in a more formal setting, such as a disciplinary hearing in the workplace
or in a court of law. The testimony of the parties involved may be recorded. Witnesses may
be called in and the parties may be cross examined. Arbitration is usually done according to
the rules of civil procedure. Arbitration could be non-binding or binding, depending on the
understanding of the parties involved. If arbitration is non-binding, the parties involved may
appeal to a court of law to decide on the outcome. (4)(2x 2) (8)
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Topic 2 Introduction to Human
Resources
Overview
Topic 2 examines the role of the human resources department in a business and the steps
and legal requirements involved in recruiting staff
Laws to comply with

Employee selection HR Activities
Human Resources:
recruitment, selection and recruitment and selection, Labour Relations Act
interviewing contracts, induction, salaries, Basic Conditions of Employment Act
and other benefits) Employment Equity Act,
Compensation for Occupational
Legal requirements Injuries and Diseases Act
Legalities of employment contracts

Procedures of induction and
placements
Interviewing, selection and
induction
Salary determination
Employee benefits: pension,
medical,
1 Human resources activities

The human resources function is responsible for activities such as recruitment and selection,
employee contracts, induction of employees and remuneration of employees.
Human resources are also known as human capital.
1.1 Recruitment and selection
Recruitment and selection are two important activities carried out by the human resources
function. Before these two activities can be carried out, it is important to do human resources
planning to identify labour shortages in the business and whether there is a need to employ
new employees.
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1.1.1 Human resources planning
The purpose of human resources planning is to determine how many employees the
business needs to operate effectively in the future.
A job analysis gathers information on the skills employees need.

A Job description includes the title of the job, a summary of what the job involves (various
tasks), as well as a description of the requirements of the job.
Job requirements are the duties and responsibilities linked to the position, as well as the
level of authority of the position in the hierarchy of the business.
A Job specification is a description of the requirements of an employee who would be
suitable for the job. It includes the necessary qualifications, skills, abilities and experience
that the employee needs to be able to perform the job successfully.
1.2 Selection
The selection activity involves looking at all the applicants who have applied for a particular
position and to choose the best applicant for the job. This will be the applicant who best suits
the job specification. The purpose of the selection activity is to appoint the right person for
the job. Procedures to
follow with selection will be discussed later in this topic.
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2 Procedures related to human resources activities
Finding the right employees for the job is known as recruitment.
The human resources function must find the right employees with the right qualifications,
skills, abilities and experience (if necessary) to fill identified posts in the business.
2.1 Procedures related to recruitment
2.1.1 Recruitment policy

Describes the recruitment procedures that the business will follow, including rules and
guidelines. These procedures must comply with prescribed legislation to ensure fair labour
practice, free from discrimination, as well as the implementation of affirmative action,
employment equity, Black Economic Empowerment (BEE) and Broad Based Black
Economic Empowerment (BBBEE), where necessary.
2.1.2 Place of recruitment
Recruiting new employees from within the business is called internal recruiting and occurs
if jobs can be filled through promotion or transfer.
Recruiting new employees from outside the business called external recruiting.
2.1.3 Recruitment methods

The human resources department can use one, or a combination of, the following methods:
● advertisements in the media (newspapers, radio, internet websites or social
networking site)
● business newsletters, notice boards, bulletins or verbal announcements
consultants
● employment agencies or consultants
● recommendations or referrals from existing staff
● educational institutions, communicating job opportunities to students
● headhunting, where suitably qualified, skilled and competent people are
approached to apply for a position
● walk-in applicants who come to the business to apply for a job whether or not the
job has been advertised.
2.2 Procedures relating to selection and interviewing
The following procedures are usually followed when selecting the most appropriate person
for the job.
2.2.1 Receiving documentation
Applicants are asked to submit an application form or a letter of application together with a
Curriculum Vitae (CV), certified personal documentation and proof of qualifications.
There is usually a closing date for application.
After the closing date a list of all the applicants is drawn up.
2.2.2 Screening
The human resources manager will check applications and their CVs against the
requirements of the job. Those applicants who do not meet the minimum requirements as
stipulated in the advertisement are eliminated. They will get informed that their application
was unsuccessful. The rest of the candidates
who meet the minimum requirements continue to the next step.
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2.2.3 Evaluation of CV and creating a short list
The CVs of the applicants who meet the minimum requirements for the vacant post will be
evaluated. After the evaluation, the human resources manager will rank the applicants from
most suitable to least suitable. The best candidates with the highest rank order are placed
on a short list and
unsuitable candidates are eliminated.
2.2.4 Check information supplied in CV
Information in each CV should be confirmed to check that it is true. This includes checking
up on qualifications and employment history. The human resources manager will also
contact the referees given in the CV to verify the CV and learn more about the applicant.
2.2.5 Conducting the interview
An interview is a formal meeting between the candidate (interviewee) and the employer
(interviewer).
The purpose of the interview is to get more information about the candidate by asking
questions and to evaluate the candidate further.
2.2.6 Assessments
These tests can be split between personality tests and aptitude or ability tests. The aim of
personality tests is to determine personality characteristics.
The aim of aptitude tests is to determine intellectual performance and skills.
Medical examinations can also form part of the assessments.
2.2.7 Letter of appointment
Once the most suitable candidate has been chosen, a written offer of employment must be
made to the successful candidate. Once the chosen candidate has accepted the
appointment (in writing), the employment contract needs to be signed.
2.2.8 Remuneration (salaries and other benefits)

Remuneration is money paid to an employee for work done. A remuneration package will
include a salary or wages as well as additional benefits. Salaries usually are paid to qualified
or skilled workers while unskilled workers often receive wages as payment.
Salaries are a fixed payment to an employee for work done and is paid once a month.
Wages are usually a weekly payment to an employee for work done but can also be paid
daily, weekly or monthly. A worker’s wage can be a fixed payment or it can be calculated
according to the number of hours worked or the amount of work done.
Employee benefits, sometimes called fringe benefits or perks, are rewards to employees in
addition to a basic salary or wage and can include:
● health and life insurance
● medical aid
● pension fund
● car allowance
● bonus
●profit sharing
● employee services such as the employer paying for relocation expenses
● financial and legal services
● childcare programme
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● housing subsidy.
Compulsory benefits are set out by law and they are:

● insurance for unemployment
● development of skills
● payment for work-related injuries and diseases.
189
3 Legislation
The human resources department must make sure that the enterprise complies with all the
laws concerning the workplace.
3.1 Labour Relations Act (LRA) 66 of 1995
The Labour Relations Act governs labour relations in South Africa. It is based on the South
African Constitution. The Act provides:
● a legal framework that promotes and facilitates collective bargaining

● information on how to handle labour disputes and encourages the establishment of
workplace forums
● procedures to follow for industrial action such as strikes, lockouts, picketing and
go-slows.
The Commission for Conciliation Mediation and Arbitration (CCMA), the Labour Court and
the Labour Appeal Court are established to deal with matters arising from this Act.
3.2 Basic Conditions of Employment Act (BCEA) 75 of 1997

The Basic Conditions of Employment Act applies to all employees and employers, except
members of the South African National Defence Force, the National Intelligence Agency and
South African Secret Service.
Act is designed to improve the working conditions of employees. Issues such as minimum
payment, maximum working hours, minimum leave, deductions from salaries or wages, and
minimum period of notice for ending the contract are some important issues covered by the
BCEA. By law a copy of the BCEA must be put up in the workplace and be visible for all to
see Some important issues in the Act are:
●Working hours – maximum of 45 hours per week. This can either be a maximum
of 9 hours if you work 5 days a week or a maximum of 8 hours per day if you work 6
days a week. Child labour and forced labour are illegal.
● Overtime – maximum of 3 hours a day or 10 hours a week. Payment should be
one and a half times normal salary or wage rate or an equal amount of paid leave. If
a worker works on a public holiday that falls on a working day the overtime rate is
double the normal rate.
● Leave – 21 days paid leave per year and the employer must agree to when this
leave is taken. Sick leave is 30 days paid leave per three-year cycle. Maternity leave
is 4 consecutive months and family responsibility leave for illness or death in the
family is three days a year.
●Termination of service or notice period – an employee must give a month’s
notice if they have worked for a year or longer. If the employeehas worked for less
than a year, 2 weeks’ notice must be given and only 1 week’s notice if they have
worked for less than a month.
3.3 Employment Equity Act (EEA) 55 of 1998
The Employment Equity Act ensures equity for all in the workplace. The Act prohibits unfair
discrimination in the workplace. This includes unfair discrimination against employees or job
applicants on the grounds of race, gender, sex, pregnancy, marital status, family
responsibility, ethnic or social origin, skin colour, sexual orientation, age, disability, religion,
belief, culture, language, political opinion or HIV status.
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The Act further requires designated employers to implement affirmative action measures to
progress historically disadvantaged individuals from specific designated groups of people.
(African, Indian and Coloured people, women and people with disabilities).
3.4 Compensation for Occupational Injuries and Diseases Act (COIDA) 61 of

1997
The Compensation for Occupational Injuries and Diseases Act prescribes laws for the
compensation of employees who are disabled or to their family if an employee dies from
injuries sustained or diseases contracted at work.
Employers are required to pay for compensation on behalf of their employees.
Employers are protected against claims if employees are injured at work. Employees who
are injured at work can claim compensation for temporary or permanent disability. The
dependants can claim compensation if an employee dies as a result of injury at work.
3.5 Implementation of legislation
3.5.1 Legalities of employment contracts

The employment contract is a legal document that must be signed by both the employer and
the employee. The employer and the employee must obey the law as laid down by the
BCEA. The employer is not allowed to offer the employee less than what the BCEA
stipulates.
By law, an employee must be given a contract within two months of starting a job. This
contact can be renegotiated later if both parties wish to do so. An employment contract
must contain:
 the name and address of the employer
 the name, I.D and contact details of the employee
 the duties of the job
• the conditions of employment
• the salary offered
• the code of conduct
• any other relevant information such as leave details
A contract of employment can be terminated for the following reasons:

• resignation: if employees decide to resign from their job, they must hand in a written
letter of notice stating their intention to leave. They must make sure that they give the
correct amount of notice before they resign.
• retirement: women can retire at 60 and men at 65 in South Africa. Sometimes people
prefer to work longer. The LRA stipulates that no one may be discriminated against on
the grounds of age.
• redundancy: if a business no longer has enough work for its employees or is
restructuring, it may decide to make certain workers redundant. If a firm retrenches
workers it must pay them redundancy pay, based on how many years they have been
with the company, and they may not immediately refill the position. Workers made
redundant are entitled to collect unemployment money from the Unemployment
Insurance Fund.
• dismissal: there are laws on the procedures for dismissing (firing) workers. Workers must
be given verbal and written warnings and a chance to improve their performance before
finally being dismissed. Workers can be dismissed for theft, bad conduct and inability to
perform the job they were hired for.
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4 Procedures of induction and placement
After the chosen candidate has signed the letter of appointment and employment contract,
the candidate is placed in the position applied for.
The chosen candidate must be given the place, date and time when to begin work. The
employer needs to give the employee all the necessary resources, for example, an office,
equipment, furniture and stationery. At this time, it is important that new employee goes
through the process of induction.
The induction programme could include the following procedures:
● welcoming the new employee and introducing fellow employees and supervisors or
managers
● describing the organisational structure in the business and how the job fits into the
organisational structure
● describing the organisational culture and code of conduct in the workplace, and
other business policies
● showing the new employee around the business as well as the individual place of
work
● appointing an experienced colleague to work alongside the new employee and
assisting the new employee with questions and queries about the work. It is
important for the human resources manager to follow up on the success of the
induction and to get feedback on the progress of the new employee.
4.1 Interviewing, selection and induction

The human resources department must make sure that there is no discrimination when
carrying out the process of interviewing, selection and induction, as prescribed by the EEA
and the LRA.
Labour unions and workplace forums can form part of this process to ensure transparency
and fairness. It is also important that a standardised set of criteria is used to assess and
evaluate all candidates.
During the selection process, employers must ensure that they keep in mind affirmative
action and employment equity targets as stipulated in the EEA. This means that the most
suitable candidate might not necessarily be the one with the highest ranking in the selection
process.
4.2 Salary determination Piecemeal and time-related systems

Remuneration can be determined according to either the piece-meal system (also called the
piece-work system) or the time-related system.
A piece-meal system will pay employees for the number of items (pieces) produced and not
for the total hours worked, regardless of how long it takes to make an item. It is used in
many factories and is especially popular in the textile and technology industries.
Most businesses use the time-related system. Remuneration is determined on the basis of
the number of hours worked. The maximum number of hours is prescribed by the BCEA.
Employees also have to consider the minimum rate per hour stipulated by the BCEA.
In the private sector, remuneration packages are often negotiated. The business offers a
remuneration package and, if the new employee is not satisfied, the parties enter into
negotiations until they reach an agreement
4.2.1 Personal tax

Income tax is money paid to the government from a salary or wages. Income tax is paid
against the total remuneration package. If an employee earns more than a prescribed
amount, the employer must deduct tax from the employee’s remuneration by law.
192
The amount of tax an employee pays depends on the amount earned, the age of the
employee (if they are under or over 65) and if they are a member of a pension fund or save
towards a retirement annuity fund. The tax deducted has to be paid to SARS within seven
days after the end of the week or month in which it was deducted.
There are two main types of tax that are deducted from employees’ remuneration:
● Standard income tax on employees (SITE) is a form of employee’s tax that is
calculated only on a net remuneration of more than R27 000 and up to R60 000 in
2011/2012 (this amount can change every year) for the tax period (12 months).
●When an employee earns more than R60 000 a year, employee’s tax called Pay-
As-You-Earn (PAYE) is deducted. PAYE is a progressive tax system, which means
the more an employee earns, the more tax has to be paid.
4.2.2 Basic conditions of employment

The BCEA needs to be considered in terms of the minimum salary or wage rate and
overtime rate when determining salaries and wages. Employers must keep records of every
employee, which should include the time worked and remuneration paid. The employer must
give each employee a salary advice or pay slip that shows the basic salary or wage (before
deductions), deductions and net salary or wage (after deductions).
4.2.3 Pension fund and medical aid

A pension fund is a plan that provides members with an income when they reach retirement.
Membership of a business’s pension fund is usually only for permanent workers. Monthly
contributions are calculated as a fixed percentage of the employee’s gross salary. A medical
aid fund or scheme is a pool of funds members can draw on and use for their health
expenses.
The BCEA stipulates that employees may not deduct any money that has not been agreed
upon by the employee.
4.2.4 Unemployment insurance

The government has created the Unemployment Insurance Fund (UIF) to offer insurance to
people who find themselves unemployed. There is a compulsory contribution by employees
and employers towards this fund. Employees who become unemployed can then draw
money from this fund while trying to find new work.
The contribution that employers must deduct from a worker’s pay is 1% of the worker’s total
earnings and the employer also contributes an equivalent 1% for every worker that is
employed
4.2.5 Skills development

Businesses are required to pay the equivalent of 1% of an employee’s gross salary to the
Skills Development Fund. The business has to register with SARS for the skills development
levy. The aim of the Skills Development Act 97 of 1998 is to use the work place as a place of
learning, improve the level of education through good training programmes and to improve
employment opportunities. If the business sends employees on registered training courses,
the business may claim back some of the costs from the Skills Development Fund.
4.2.6 Payslip information:

 employer’s name and address
 worker’s name and job
 period of payment
 worker’s pay
 SITE, PAYE and UIF deductions and the amount and purpose of any other
deductions made
 actual amount paid to the worker.
193
Activity
1. Would you expect to find a summary of the work history of a prospective employee on a
a) CV
b) job advertisement
c) job description.
2 Which of the following is NOT included in the selection process?
a) short-listing
b) interviewing
c) induction.
3. What is the name of the sessions given to new workers when they first start work?
a) induction
b) staff appraisal
c) retrenchment. (6)
4. What information must be given with a payslip? (6)
5. The HR manager of a local firm has asked your advice on employing a new female
member of staff who is also pregnant. Write a short note explaining the legal requirements
that she must be aware of. (8)
6. What is the main purpose of COIDA? (8)
7. Briefly explain what information should be included in a written contract of employment to
be signed by an employer and an employee. (12)
8. Explain four responsibilities of the HR department. (8)

9. Briefly discuss the regulations contained in the Basic Conditions of Employment Act. (30)
1. a√√
2 c√√
3 a √√ (2 x 2 = 6)
4. basic salary or wage (before deductions), √√ deductions√√ and net salary or wage (after
deductions). √√ (6)
194
5. She cannot be forced to leave her job should she be employed√√ Maternity leave is 4
consecutive months √√ according to the BCEA √√ She must also work in conditions that are
not detrimental to her health√√ according to COIDA√√ (8)
6. compensation of employees who are disabled or to their family if an employee dies from
injuries sustained or diseases contracted at work. √√√√ regulations concerning safety and
working conditions√√√√ (8)
7. An employment contract is a legally binding document √√between the employer and the
employee√√ and must contain: the conditions of employment√√ the salary offered√√ the
code of conduct √√ any other relevant information. √√ (8)
8. Recruitment, √√selection, √√compliance with legal requirements, √√ training √√ (8)
9. The Basic Conditions of Employment Act applies to all employees and employers, except
members of the South African National Defence Force, the National Intelligence Agency and
South African Secret Service. √√ √√
Act is designed to improve the working conditions of employees. Issues such as minimum
payment, maximum working hours, minimum leave, deductions from salaries or wages, and
minimum period of notice for ending the contract are some important issues covered by the
BCEA. √√ √√ By law a copy of the BCEA must be put up in the workplace and be visible for
all to see Some important issues in the Act are: √√√√
Working hours – maximum of 45 hours per week. This can either be a maximum of 9 hours
if you work 5 days a week or a maximum of 8 hours per day if you work 6 days a week. Child
labour and forced labour are illegal. √√√√
Overtime – maximum of 3 hours a day or 10 hours a week. Payment should be one and a
half times normal salary or wage rate or an equal amount of paid leave. If a worker works on
a public holiday that falls on a working day the overtime rate is double the normal rate.
√√√√√
Leave – 21 days paid leave per year and the employer must agree to when this leave is
taken. Sick leave is 30 days paid leave per three-year cycle. Maternity leave is 4 consecutive
months and family responsibility leave for illness or death in the family is three days a year.
√√√√
Termination of service or notice period – an employee must give a month’s notice if they
have worked for a year or longer. If the employeehas worked for less than a year, 2 weeks’
notice must be given and only 1 week’s notice if they have worked for less than a month.
√√√√ (30)
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BUSINESS STUDIES 11 END-OF-YEAR
EXAMINATION
TIME: 3 HOUR MARKS: 300
Instructions and Information

Read the following instructions carefully before answering the questions:
This test paper consists of THREE sections, SECTION A, SECTION B and SECTION C.
SECTION A: Compulsory for all learners

SECTION B: Answer any THREE of the five questions that cover all the work done during
this year (in paragraph style).
SECTION C: Answer any TWO of the four questions that cover all the work done during this
year (in paragraph style).
Consider the time allocation when answering the questions (you may use the table below as
a guideline for marks and time allocation for each question).
Read the instructions for each question carefully and answer only what is required.
Number your answers correctly according to the numbering system used in this question
paper.
Except where other instructions are given, answers must be written in full sentences.
The mark allocation and the nature of the question should determine the length of your
answers.
Start the answer to each new question on a new page in your answer book.
Section A (40)
Section B 180 (3 x 60)
Section C 80 (2 x 40)
SECTION A: COMPULSORY
Question 1 Answer all parts
1.1 Multiple choice, mark only the correct answer, A, B, C or D on your answer sheet.
1.1.1. The marketing function of Greens cars (Pty) Ltd would belong to the
...............environment?
A. micro
B market
C business
D macro
1.1.2. Suppliers from part of the .......... environment.
A micro
B market
196
C business
D macro
1.1.3. Which of the following is not a characteristic of an entrepreneur?
A style of leadership
B need for achievement
C focus of control
D ability to problem solve
1.1.4. Which of the following would you regard as an ethical business practice?
A Price fixing between cell phone service providers
B Competitors making an agreement regarding government tenders
C Banks charging fixed service charges
D Charging the same prices for goods in urban and rural areas
1.1.5. Which of the following must be included in a salary advice:
A PAYE deductions
B Bank service charges
C Cell phone details
D name of next of kin
1.1.6. Which of the following revents unfair discrimination against employees in the
workplace?
A The Employment Equity Act
B BBEEE
C Basic Coniditon of Employment Act
D The Skills Development Act
1.1.7. A SWOT diagram includes
A Strengths, weaknesses, opportunites and threats to a business
B Support, weaknesses, opportunities and threats to a business
C Strengths, weaknesses, oppostion and threats to a business
197
D Strengths, weaknesses, opportunities and trials to a business
1.1.8. Wholesalers who use the internet to purchase goods from an organic food producer
would be part of the food producers' .......... environment.
A technological
B market
C macro
D micro
1.1.9. Which of the following is not a factor to consider when deciding on the best form of
ownership for a business:
A Legal personality
B Taxation
C Degree of control
D Geographical location
1.1.10. Which of the following is an advantage of personal selling
A demonstrations are possible
B less knowledge of the product is needed
C sales message can always be the same
D Pressure can be brought to bear on the customer

(10 x 2 = 20)
1.2 Provide a word/term that describes each of the following:
1.2.1 The name of an organisations that protects and promotes the interest of individuals
or groups of workers.
1.2.2 The business environment that deals with problems relating to production methods.
1.2.3 A group of individuals or organizations who voluntarily exchange information.
1.2.4 A form of ownership in which 2-20 people agree to work together without forming a
legal entity.
1.2.5 Actions in the workplace which are linked to what is acceptable to the people who
work with the organization.
(5x2=10)
198
1.1 Choose a term from COLUMN B that matches the description in COLUMN A. Write
only the letter (A-E) next to the question number on the answer sheet.
COLUMN A COLUMN B
1.3.1 The off loading of goods in another country at A. Exchange controls

low prices
B. Dumping
1.3.2 Taxes or custom duties charged on
C. Multinational
imported goods.
1.3.3 Financial assistance towards the cost of

D. Subsidies
locally produced products to enable them
E. Tariffs
to be sold at a lower price abroad.
1.1.4 Restrictions by a country on the availability

of foreign currency to importers.
1.1.5 A company that operates globally.
(5x2=10)[40]
SECTION B: ANSWER ANY THREE OF FIVE QUESTIONS
QUESTION 2. Look at the graph below.
2.1. Define the following:

2.1.1 break-even point (2)
2.1.2 total costs (2)
2.1.3 income
(2)
2.2. What are break-even graphs used for?

(6)
199
2.3. Give 2 examples, each, of the following:
2.3.1 fixed costs (4)
2.3.2 variable costs (4)
2.4. Name and describe five strategies that the partners of an advertising agency could
apply internally when threats or opportunities occur in the external environment. In your
explanation use examples linked to the advertising industry.
(20)
2.5. Discuss the three components that contribute towards the future vision of a business. (12)
2.6. What is meant by the term "dumping" and why does it present a problem to businesses in South
Africa? (4)
2.7. Why is it important for businesses to be aware of current technology? (4)[60]
QUESTION 3
Nestle is an international company with a wide variety of products on sale to the public. They
constantly test new products to add to their existing range and discontinue products that are
no longer selling well
3.1. Define the product policy. (4)
3.2. Discuss the product mix in detail and give examples. (12)
3.3. When deciding on a product, what are the main features that need to be considered? (6)
3.4. Draw a graph and explain the meaning of the term ‘the life cycle’ of a product. (20)
3.5. Give a basic description of what marketing activities entail. (10)
3.6. Discuss difference between business ethics and personal ethics and give examples
(8)[60]
200
QUESTON 4
Fashion House (Pty)Ltd has been making clothes for over 30 years and it prides itself on producing
clothes that set trends rather than following them. It has a large factory based in the centre of Cape
Town. However, recently, the company has been facing a growing number of problems.
It sells its clothes to shops all over South Africa and over recent years it has faced increased
competition, particularly from Chinese businesses. Chinese businesses are able to produce clothes at a
lower cost as they pay their staff lower wages.
Section Managers have also voiced concerns:
The accounts manager has stated that the company is facing liquidity problems, after analysing the
company’s accounts.
The marketing manager believes that he must be given a larger budget so he can improve Fashion
Houses' marketing mix.
The Operations Manager believes that too much space is being wasted in the factory due to the large
amounts of raw materials that are held. She also points out that the morale of her staff is low as they
have heard rumours from staff in different departments and fear for the future of the business.
Fashion House have looked at the possibility of producing an exclusive brand range of high quality
clothing, in order to boost profits, but some managers have voiced concern about whether its workers
had the skills to produce such clothes.
Fashion House managers have been called together to assess the situation, discuss the future of the
business and put forward recommendations to resolve these problems faced.
4.1. Explain briefly the problem of dumping as a macroeconomic challenge. (4)
4.2. Define what is meant by liquidity and state which sector of the environment it falls into.
(2)
4.3. How will the liquidity problem impact on the marketing manager's request for a larger
budget? (4)
4.4. Write a brief report from the human resources manager, recommending methods of
increasing the skills levels of workers and increasing morale. (30)
4.5. What is a market segment and what is this based on? (10)
4.6. List three different classes of goods. (6)
4.7. What is the meaning of the term ‘marketing mix’? (4) [60]
QUESTION 5
In order to survive in the twenty first century, businesses must make use of modern planning
techniques such as Delphi, as well as involving staff in creating effective solutions to problems and
behaving in an ethical and responsible manner.
201
5.1 What is the Delphi technique? (4)
5.2. Give 3 advantages of using the Delphi technique and 2 disadvantages of using this
technique. (10)
5.3. List the steps involved in the Delphi technique and explain each one briefly. (14)
5.4. What does integrity mean to you? (6)
5.5. Define brainstorming and write down the 8 steps in this process. (10)
5.6. Explain the term ethics. (6)
5.7. How could you ensure ethical behaviour within your business? (10)[60]
Question 6
VACANCY FOR A DYNAMIC SALES MANAGER

Requirements:
• A 3-year diploma in Marketing Management
• Minimum of 4 years’ experience
• Computer literate in MS Office and MS Excel
Personal skills/Attributes:
• Team worker
• Good communication skills
• Good motivational and dispute resolution skills
• Goal oriented and reliable
Remuneration:
• Basic salary plus fringe benefits
Applications including a comprehensive CV should be forwarded to:
The HR Manager via email at [email protected]
Contact details: 0814972345 or 021-3713457
You are the HR manager of the company that advertised the vacancy above. You have the
task of appointing the most suitable candidate for this vacancy. Write an essay explaining
the employment process which you would follow to find the most suitable candidate.
Use the following headings and sub-headings in your essay:
(a) The selection process:
• Preliminary selection interview (4 × 2 = 8)
• Selection tests (3 × 2 = 6)
• Medical examination (2 × 2 = 4)
• Verify references (2 × 2 = 4)
• Final interview and final choice (7 × 2 = 14)
• Final offer and appointment (4 × 2 = 8)
(b) Placement and incorporation:
• Placement (2 × 2 = 4)
• Orientation (3 × 2 = 6)
• Induction (3 × 2 = 6)
[60]
202
SECTION C (ESSAY TYPE QUESTIONS) ANSWER ANY TWO QUESTIONS.
QUESTION 7
The children's section of a clothing factory is performing badly. They waste time arguing about
the best strategies to apply and everybody wants to be the leader. They are unproductive and
are very negative. The manager is struggling to get this team to function as a unit.
Advise the management on how to manage the team dynamics constructively and
elaborate on the stages of team development.
[40]
QUESTION 8
]
Gina White from Bloemfontein is the proud owner

of Gina's Shoe store. She stared on her own with
one small store three years ago and today runs a
chain of ten stores. Today she is a successful
businesswoman.
Discuss the significant characteristics of a highly successful entrepreneur. [40]
QUESTION 9.
Read the scenario that follows and then complete the instructions
A taste of South Africa

It is an enormous challenge to start a guest house which will attract overseas visitors. This is
what Nombeka Khumalo did when she started a guest house near Tswane. Her research
had shown her that tourists wanted to experience the true cuisine of our country. She used
her previous experience as a cook and entrepreneur and added the Nombeka Traditional
Cooking School to her guest house. Here she offers a variety of cooking courses, teaching
traditional recipes of the seTshwana, iNdebele, iZulu and XiVenda tribes. She now employs
15 full-time staff to run the guest house and to assist in the cooking school and has taken on
two partners.
203
9.1. Define the macro business environment. (4)
9.2. Draw a diagram to illustrate the areas in the macro environment. (8)
9.3. Name 2 institutions that are available to small business owners who provide financial
support for entrepreneurs. Also, give 2 main functions of these institutions. (8)
9.4. Name and explain 2 important roles played by small business in the economy. (8)
9.5. Define non renewable resources. (6)
9.6. Briefly, explain primary, secondary and tertiary industries. (6)

[40]
QUESTION 10
Starbucks Corporation is a very profitable organisation earning in excess of 600 million us dollars in
2004. It is a global coffee brand built upon a reputation for fine products and services and it has
almost 9000 cafes in almost 40 countries. Starbucks also owns the Seattle Coffee Company, which is
in South Africa and which has franchise opportunities.
Joe Modise is considering buying a Seattle coffee franchise because he believes it will do well in the
area in which he lives. If he does so, he will have to lease some of his equipment to start with as he
will not have enough capital to buy it. He will also consider outsourcing some tasks such as cleaning.
Advise Joe on the different aspects of buying a franchise. Your report should include the
following:
10.1.1 A definition of franchising. (4)
10.1.2 What must be concluded in a franchise contract (8)
10.1.4 The advantages and disadvantages of buying a franchise (14)
10.1.5 The meaning of FASA (4)
10.2. Explain what is meant by ‘outsourcing’ and how leasing some equipment might help
him. (10) [40]
Total: 300
204
BUSINESS STUDIES GRADE 11 END OF YEAR EXAM MARKING MEMORANDUM
QUESTION 1
1.1.1 B
1.1.2 B
1.1.3 C
1.1.4 D
1.1.5 A
1.1.6 A
1.1.7 A
1.1.8 B
1.1.9 D
1.1.10 A
1.2.1 trade Union
1.2.2 micro
1.2.3 business community
1.2.4 partnership
1.2.5 industrial action
1.3.1 B
1.3.2 E
1.3.3 D
1.3.4 A
1.3.5 E
[30]
QUESTION 2
205
2.1.1 Where total revenue is equal to total costs.
(2)
2.1.2 Total costs = variable + fixed costs.

(2)
2.1.3 Total revenue received by a business from sales plus any interest or other income.
(2)
2.2 To be able to determine the minimum selling price of a produce, √√ to determine the
minimum quantity which must be produced to make a profit, √√ to determine whether the
business is in a profit or loss situation. √√ (6)
2.3.1 Rent, office staff salaries, repayments on mortgages or other loans√√√√ (4)
2.3.2 Electricity, hourly paid workers, production materials √√√√ (4)
2.4 Obtain and manage information Strategic planning and action Mergers, Acquisitions
and Alliances
Organisational design Direct influence Social responsibility Lobbying Networking Power
relations
(5 x
4 plus example = 20)
2.5. Core values, core purpose, mission. (4 x 3
= 12)
2.6. The flooding of the local market with goods from an overseas company at a lower price
than locally produced goods, √√which threatens to put local firms out of business. √√ (4)
2.7. Because changes in technology can give competitors an edge and because
improvements in technology change production processes. √√√√
(4) [60]
QUESTION 3
3.1 Product policy includes the choice of products, design of products, packaging and the
use of trademarks and brand names. √√√√
(4)
3.2 The product mix is the combination and types of products made by a business, for
example the firm may make a combination of complimentary products, such as pepper and
salt, or a variety of products lines such as Nestle which makes not only chocolate but also
cereals and baby foods. other firms may make a series of similar items such as varieties of
cars. (12)
3.3 Profitability, √√production possibilities, √√ reactions of consumers. √√

(3 x 2 = 6)
3.4
206
(4)
Start-up (introductory) phase

The business wants to create product awareness and to develop a market for the product.
Sales will be low because the business has to create a demand for the product as customers
are not aware of it or do not know it well enough
Growth phase
The business wants to build brand preference and to increase market share. Sales increase
as more customers become aware of the product and the business is more profitable.
Mature phase
Maturity phase is the most profitable. The primary objective at this point is to defend the
market share and to maximise profits.
Decline phase
Sales decrease as the market becomes saturated. At this phase the business can do the
following:
• add new features and find new uses for the product
• reduce costs to offer the product at lower price
• discontinue the product. (4 x 4) (20)
3.5 Business ethics are those that affect a business such as financial transparency,√√
√√ethical advertising and personal ethics are those of the individual such as honesty and
integrity.√√√√ ( 4 x 2 = 8)[60]
QUESTION 4
4.1. Dumping threatens local businesses√√ who lose sales and may go out of business. √√
(4)
4.2. Liquidity is the ability of the business to pay its debts and it is micro economic. √√
(2)
4.3. It will be difficult to provide for the additional money required, his request will be refused.
√√√√ (4)
4.4 In house training, workshops, external courses, skills linked pay increases or other
incentives. Increased morale through affirmation for good work, open communication, team
building, incentives for good work and promotions, profit share schemes. (15 x 20)
(30)
4.5. A market segment is the sector of consumers√√ who might buy a product or service. √√
This could be based on age, √√ sex, √√income√√ or tastes.√√ It is based on market
research. √√ (5 x 2 10)
207
4.6. Convenience, √√ speciality √√ and industrial √√
(3 x 2 = 6)
4.7 The choice of methods used to promote a product. √√√√

(2 x 2 = 4) [60]
QUESTION 5
5.1 The Delphi problem-solving technique can be used to tap brainpower from participants at
different places at the same time. Information can be exchanged via mail, FAX, or email. √√
It uses anonymous interviews or involves a series of confidential questionnaires to solve a
problem. √√ (2 x 2 =4)
5.2 The advantages of the Delphi technique

 It encourages input from people who do their best work without needing to
interact.
 The physical presence of participants is not required. √√√√√√ ( 3 x 2 = 6)
The disadvantages of the Delphi technique.
4. It can be time-consuming.
5. Bad ideas may be accepted because of a lack of group discussion.
6. There is no opportunity for participants to elaborate or add to someone else’s
idea. √√√√ ( 2 x 2 = 4)
(10)
5.3
Step 1: Identify the problem
questionnaire.
Steps 4 & 5 can be repeated until all members in the group agree.
(7 x 2 =14)
5.4 Being honest, giving your best, working fairly: any 3 valid answers
(3 x 2 = 6)
5.5 Brainstorming is a way of generating ideas through a group process. √√ (2)
STEP 1 Outline the brainstorming process to the group.
208
STEP 2 Outline the basic rules to be followed:

STEP 3 PRESENT THE PROBLEM TO THE GROUP
STEP 4 APPOINT A RECORDER
STEP 5 STATE THE PROBLEM IN CLEAR TERMS AND BEGIN
STEP 6 SYNTHESISE SIMILAR IDEAS
STEP 7 GROUP THE LISTED IDEAS INTO THREE GROUPS ( Impossible; Unlikely; Possible)
STEP 8 PRIORITISE THE BEST IDEAS
(8 x 1) (10)
5.6 Ethics means a moral code √√based on set values. √√A Code of Ethics describes the
appropriate behaviour√√ that is expected from employees in the workplace. √√ (2 x 2 = 4)
5.7 Be trustworthy√√ Meet obligations√√ Community involvement√√ Accounting control√√

Transparency. √√ Financial checks √√ (5
x 2 = 10) [60]
QUESTION 6
6.1
Receiving documentation
Applicants are asked to submit an application form or a letter of application together with a
Curriculum Vitae (CV), certified personal documentation and proof of qualifications.
There is usually a closing date for application.
After the closing date a list of all the applicants is drawn up.
Screening
The human resources manager will check applications and their CVs against the
requirements of the job. Those applicants who do not meet the minimum requirements as
stipulated in the advertisement are eliminated. They will get informed that their application
was unsuccessful. The rest of the candidates
who meet the minimum requirements continue to the next step.
209
Evaluation of CV and creating a short list
The CVs of the applicants who meet the minimum requirements for the vacant post will be
evaluated. After the evaluation, the human resources manager will rank the applicants from
most suitable to least suitable. The best candidates with the highest rank order are placed
on a short list and
unsuitable candidates are eliminated.
Check information supplied in CV
Information in each CV should be confirmed to check that it is true. This includes checking
up on qualifications and employment history. The human resources manager will also
contact the referees given in the CV to verify the CV and learn more about the applicant.
Conducting the interview
An interview is a formal meeting between the candidate (interviewee) and the employer
(interviewer).
The purpose of the interview is to get more information about the candidate by asking
questions and to evaluate the candidate further.
Assessments
These tests can be split between personality tests and aptitude or ability tests. The aim of
personality tests is to determine personality characteristics.
The aim of aptitude tests is to determine intellectual performance and skills.
Medical examinations can also form part of the assessments.
Letter of appointment
Once the most suitable candidate has been chosen, a written offer of employment must be
made to the successful candidate. Once the chosen candidate has accepted the
appointment (in writing), the employment contract needs to be signed.
Remuneration (salaries and other benefits)
Remuneration is money paid to an employee for work done. A remuneration package will
include a salary or wages as well as additional benefits. Salaries usually are paid to qualified
or skilled workers while unskilled workers often receive wages as payment.
Salaries are a fixed payment to an employee for work done and is paid once a month.
Wages are usually a weekly payment to an employee for work done but can also be paid
daily, weekly or monthly. A worker’s wage can be a fixed payment or it can be calculated
according to the number of hours worked or the amount of work done.
Employee benefits, sometimes called fringe benefits or perks, are rewards to employees in
addition to a basic salary or wages.
[60]
QUESTION 7
There are many different theories to explain team dynamics. These different approaches all
have something to contribute when you are trying to understand the interactions between
members of a team. √√ (2)
Belbin role theory
The Belbin role theory was developed in the 1970s by Dr Meredith Belbin. A collection of
management games was analysed to discover the contributing factors to successful
teamwork.
Belbin realised that effective teams are made up of individuals who play nine essential roles.
• The plant.
• The resource investigator.
• The co-coordinator. .
• The shaper.
• The monitor evaluator.
• The teamworker.
210
• The implementer.
• The completer/finisher.
• The specialist.
(8)
Jungian Theory According to Jung, there are four pairs of opposing values and functions.
Every individual prefers one of the values and functions in each pair:
Extroverted/Introverted
Sensory/Intuitive
Thinking/Feeling
Judging/Perceiving
(8)
MTR-I approach (Management Team Roles Indicator
According to this theory, people are not always doing what is best within a situation. They
often are unaware of the impact of their behaviour and are not aware of how their personal
preferences affect their view of what is important. The MTR-II identifies the following unique
roles of members of a team:
• Campaigner
• Coach
• Conductor
• Crusader
• Curator
• Explorer
• Innovator
• Scientist
• Sculptor
(8)
Margerison-McCann profiles
The Margerison-McCann Team Management profile summarises eight key capabilities
required for successful group performance.
The eight team roles according to the Margerison-McCann theory
• Explorer-Promoter
• Assessor-Developer
• Thruster-Organiser
• Concluder-Producer
• Controller-Inspector
• Upholder-Maintainer
• Reporter-Advisor
• Creator-Innovator
(8)
Group consensus
Group consensus means that no one feels misunderstood in group decision making. Team
members feel that their views are given a fair hearing. Input and ideas from group members
are synthesised to make a final decision that is accepted by the group. Sometimes team
members need to work through
differences to reach a satisfactory agreement.
(6)
[40]
QUESTION 8
211
Entrepreneurial qualitiesAn entrepreneur is someone who starts and manages or
organises his/her own business and can either identify business opportunities to make new
products or services or identify business opportunities to change existing products or
services.
The following qualities can often be found in entrepreneurs:

Creativity - identifying opportunities and challenging normal thinking.
Risk-taking –taking calculated risks.
Perseverance – it takes at least five years for a business to become established and
generate sufficient income to maintain itself and the entrepreneur.
Need for achievement –an entrepreneur needs to have a desire for excellence and to
succeed in competitive situations.
Responsibility – entrepreneurs generate ideas to solve problems and take personal
responsibility for achieving goals.
Organisational and management skills – entrepreneurs use leadership skills to persuade
others to help them realise their vision.
Confident and ambitious – success improves self-confidence and self esteem.
Hardworking and energetic – entrepreneurs commit their time, skills, expertise and
resources to starting a business and carry on in difficult situations.
Visionary – look ahead to changes in the market and businesses environment, seeing
threats as opportunities and using their knowledge to take advantage of such challenges.
Desire for independence – a need to be independent from others.
Good human relations or interpersonal skills – they have good communication,
motivational and leadership skills.
Entrepreneurial qualities found in businesses

Businesses need to embrace entrepreneurial qualities if they want to be competitive and
successful.
The following factors must be remembered:
 Entrepreneurs are the risk takers who are motivated to achieve their goals and make
a profit.
 Managers in a business are high-level employees who are paid to organise and
manage a business. They are not necessarily the ones who create new ideas.
 An intrapreneur is defined as the ‘inside entrepreneur.’ This person works within a
small or large business and uses entrepreneurial skills to benefit the business.
[40]
QUESTION 9
9.1. The macro business environment is the external world√√ around the business over
which it has no control √√
(4)
212
9.2.
1. International/Global
8. Social 2. Legal
The Macro Environment
7. Political 3. Physical
6. Technological 4. Economic
5. Institutional/Government
(8)
9.3. Banks, √√Mortgage companies, √√ micro lenders √√offering finance√√ and also
business support. √√ (8)
9.4. Create employment, √√ create economic growth √√ plus explanation (4

x 2 =8)
9.5. Oil, coal, minerals, √√√√√√

(6)
9.6. Primary industries are the extraction of natural resources, forestry and
farming√√secondary industries produce or manufacture goods using materials from primary
industries, √√ tertiary industries offer services to consumers and also assist the other two
sectors in delivering goods to the final consumers. √√
(6) [40]
213
QUESTION 10
10.1.1 A franchise is the right a business has to use the name, brand, ideas, processes
and goodwill of an existing business√√ in a specific geographic area in order to sell its goods
or services√√ (4)
10.1.2 The franchisor and franchisee√√ will enter into a formal agreement which stipulates
the roles, rights and responsibilities of both parties. √√ The agreement will also specify the
following payments: the initial fee; monthly management fee; royalties on turnover; fees for
machinery and equipment; and fees for advertising. √√√√
(8)
10.1.4 Advantages: Easier to raise finance if the business has a good history. √√
Immediate cash flow as there are already established customers√√. Distribution, supply links
and staff are already established. √√ The market is not being further divided by an extra
business√√. Existing assets form part of the business and do not need to be bought. √√
Disadvantages: Risk of over-estimation of turnover or profit by seller. √√ Success of a

business often rests on the reputation of the previous owner or a key staff member (like a
chef). √√ Seller may attempt to overstate the return the new owner can expect to make on
the investment. √√ (7 x 2 = 14)
10.1.5 Franchising Association of South Africa √√√√

(4)
10.2. Outsourcing means contracting out to a third party a task, operation, job or process
√√that could be performed by employees within a business. √√ Leasing equipment will help
him by allowing him to have use of equipment√√ he needs without having to use capital
buying it. √√He will pay a monthly rental for the leased equipment. √√ 5 x 2 = (10) [40]
214

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Via Afrika

Grade 11 Teacher’s Guide

— Ziyanda Dlakana, Teacher C. Chaplin, E.L. Llewellyn, P. Bean, M. Kleyn, A. Marx,

Via Afrika Business Studies

Introduction to Business Studies 5

Topic 1 Influences on the business environments 7

Questions and answers 12

Topic 2 Challenges of the business environments 15

Questions and answers 23

Topic 3 Adapting to challenges of the business environments 26

Questions and answers 34

Topic 4 Contemporary socio-economic issues 37

Questions and answers 42

Topic 5 Business sectors 44

Questions and answers 48

Topic 6 Benefit of a company over other forms of ownership 50

Questions and answers 62

Topic 7 Avenues of acquiring a business 67

Questions and answers 74

Topic 1 Creative thinking and problem-solving 78

Questions and answers 85

Topic 2 Stress and crisis management 87

Questions and answers 93

Topic 3 Transforming a business plan into an action plan 94

Questions and answers 98

Topic 4 Setting up or starting a business 100

Questions and answers 104

Topic 5 Professionalism and ethics 105

Questions and answers 108

Topic 6 Presentation of a business plan 109

Questions and answers 115

June exam and memo 117

Topic 1 Entrepreneurial qualities and success factors 133

Questions and answers 136

Topic 2 Citizenship roles and responsibilities 137

Questions and answers 141

Questions and answers 166

Topic 4 Production function 168

Questions and answers 174

Topic 1 Team dynamics and conflict management 177

Questions and answers 184

Topic 2 Introduction to human resources 186

Questions and answers 195

November exam and memo 197

Business Studies will help you to:

Topic 2 Challenges of the business environments

Topic 3 Adapting to challenges in the business environments

Topic 4 Contemporary socio-economic issues

Topic 5 Business sectors

Topic 6 Benefit of a company over other forms of ownership

Topic 7 Avenues of acquiring a business

the variables occur The business environment

These variables are divided into:

 The micro environment

 Vision, mission and goals

2.1 The control of the business over the business environment.

Controllable variables are:

 The mission, mission and goals of the firm.

Aspects of internal control:

 Controlling the philosophy and values of the business