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BUSS1 Basics
 Essential application, analysis and
evaluation points to consider in your
        BUSS1 exam answers
Enterprise and Entrepreneurs
Risk is not something for an entrepreneur to fear. It is a part of business
life. The challenge is to identify the key risks, evaluate them, and then
make decisions using sound judgement.
It is relatively easy to start a new business in the UK. However, the
support provided by the government for entrepreneurs is limited - few
startups make use of government help - most just get on with the
process of getting trading.
Running a startup is always tough - even a successful business might
seem to have many problems and challenges to overcome. Remember
this when the examiner describes a business that seems to be in trouble.
It is vital that you are able to describe the reasons why people want to
become entrepreneurs and the characteristics that successful
entrepreneurs tend to have.
Generating and Protecting Business Ideas
Remember that the best business ideas are usually copied, often quickly, by
competitors. Relatively few startups are able to get protection from patents,
copyright or trademarks. The most effective protection for a small business
usually comes from delivering a great product and building customer loyalty.
Make sure you know the difference between a trademark, patent and
copyright. They offer different kinds of protection. Patents, in particular, are
quite difficult to obtain. Many startups don’t bother getting protection from
any of these options.
You should appreciate that a startup doesn’t have to have a new idea. It
might focus on doing the same thing as a competitor, only cheaper, quicker
or better.
Startups are also constrained by their time and resources. A business idea
often comes from personal or business experience, and is developed whilst
the entrepreneur is working for someone else!
Adding Value and Targeting a Niche Market
Adding value and niche markets are core and popular topics in the BUSS1
exam. Focus on them.
Adding value is the route for a startup to win customers and earn profits.
There are many different ways a business can add value, but it is also
important for a startup to keep things simple - only offering the things that
customers are prepared to pay for.
Look out for low profits or (worse) losses as a sign that the BUSS1 case study
business is not adding sufficient value. Are input costs too high? Is the
selling price of the output too low?
Startups are nearly always better advised to target a niche segment.
Opportunities in niche markets are usually lower risk and provide a startup
with the right idea to deliver added value. The two concepts are very closely
linked!
Franchising
Franchising is a very popular topic with the BUSS1 examiner - make sure you
know this topic well!
Remember that a business idea for a startup doesn’t have to be original.
Many new businesses are formed with the intention of offering an existing
business idea. The use of franchises is a great example of that. Why set up a
new pizza delivery outlet when you might be able to open a Dominos Pizza
shop and trade successfully almost immediately?
Opportunity cost is an important concept to remember here (and a great
one to use in an exam answer). By choosing a franchise, the entrepreneur is
foregoing some potential benefits that he/she might have enjoyed by setting
up all alone. For example, a 100% share of the profits earned (rather than
sharing them with the franchisor).
Market Research for a Startup
Market research is a crucial activity for a startup as it helps reduce the risks
involved in the enterprise.
However, startups rarely have the resources to invest in substantial market
research, so research should be clearly focused and ideally be low-cost.
You should be able to explain the advantages and disadvantages of the
different kinds of market research.
You should also question the data that is provided about market research in
BUSS1. Was the sample size large enough? Is it out-of-date? How relevant
is it to the target market and customers?
The best market research insights for a startup often come simply from
trading, talking to customers and suppliers, observing what happens with a
product launch etc.
Analysing & Understanding the Market
There is lots of opportunity to analyse a market in a way that helps a startup:
segments, growth, size, trends, customers etc. A startup that is focused on
really understanding its market has the best chance of success. Look out for
evidence of this in your BUSS1 case study.
In the exam you will be expected to be able to calculate market share,
market size and market growth, and to be able to interpret the calculations.
Make sure you practice these calculations - don’t shy away from them!
You should also appreciate that there are several factors that affect demand
for a product, not just price. Some factors will be more important than
others - it depends on the product and market!
Startups often find it hard to estimate likely demand for their business and
many entrepreneurs underestimate how hard it is to establish and build a
customer base from scratch.
Choosing a Legal Structure
Whilst most startups choose the sole trader option, this is mainly because of
the perceived convenience rather than any compelling advantage. It is much
better to form a limited company.
Getting the protection of limited liability is essential if the entrepreneur is
investing significant capital into a startup or if the business will have large
debts.
Remember that BUSS1 is about startups and small businesses. These
businesses almost never become public limited companies in the first 5-10
years of trading, so don’t bother spending too much time learning about
public companies and stock market flotations.
Make sure you have a strong knowledge of the advantages and
disadvantages of the various forms of business organisation.
Sources of Finance for a Startup
It is vital that a startup chooses sources of finance that are appropriate and
sufficient for its needs. Remember that too much finance of the wrong sort
(e.g. an unnecessary large bank loan) can create huge problems for a
startup.
Many startups find it hard to raise finance until they have established a
trading record. It is almost always up to the founder to invest funds to get
things going.
Entrepreneurs are best advised to retain as much control over their business
as possible. That means not selling substantial proportions of the share
capital to other investors.
A well run startup uses its cash flow forecasts to identify when additional
finance is required. This means that a startup may choose to raise finance at
several stages - not always right at the start of trading.
Choosing a Business Location
Many startups begin in the back bedroom, kitchen or garage - i.e. where
costs are low. The rapid improvement in communication and collaboration
technologies makes it possible for even large businesses to operate without
the expense of traditional business locations.
A startup often changes location several times in the early years of trading,
adding more space as required. Having too much paid-for space increases
the fixed costs of a startup and raises the break-even level of output.
Startups and small businesses often have a local geographical focus,
particularly retailers and franchises. However, a startup business that
focuses on e-commerce might quickly find itself serving a national and
international market.
In the BUSS1 exam, the location issues will very much be determined by the
kind of business (product, customer, sector etc). The location issues tend to
be more challenging for manufacturing and retail businesses.
Employing People in a New Business
For an entrepreneur, employing the first few people in a new business is
fraught with risk. Make the wrong choices or pay someone too much, and
the startup’s overheads soon increase significantly. Remember - every
person added to the payroll will increase the breakeven output. The use of
part-time or temporary staff is a popular way of handling increased
workload.
On the other hand there is a temptation for a small business owner to want
to do everything himself/herself. This can restrict the growth potential of the
business. A successful startup will soon need people with a variety of skills
and experience.
Make sure you can describe the main advantages and disadvantages of the
different kinds of employment.
Calculating Costs, Revenues and Profits
An entrepreneur starting a new business often finds it hard to forecast sales,
costs and profits, especially if he/she has no experience of trading in the
market. It is not unusual for the initial assumptions made in a business plan
to prove inaccurate, so don’t be too critical of the entrepreneur if this comes
up in your BUSS1 case study.
Setting the price for a new product is particularly difficult. Many factors
influence the price that customers are prepared to pay. A good piece of
advice to offer in your answers is for the entrepreneur to experiment with
different prices, promotions etc in order to find a profitable price which
customers are happy to accept.
Startups often under-price their product because they fear too high a price
will discourage demand when the business or product is launched. An
increase in price will not necessarily result in lower quantity demanded.
Breakeven Analysis
Focus on understanding how various changes in the business can affect the
breakeven level of output. A breakeven chart can help you illustrate this, but
it is more important to understand why the changes affect breakeven
output, and what a business can do in response.
Don’t assume that breakeven analysis is a proven, scientific method. It
makes lots of assumptions about the ability of the business to identify which
costs are variable and which are fixed - in reality this can be quite tough.
Breakeven analysis is particularly useful for a new business or for any
business which is loss-making or barely making profits.
In the exam, you are unlikely to be asked to draw a breakeven chart from
scratch. But you might have to complete the missing bits of a part-complete
chart and/or identify the results of the chart.
Cash Flow Forecasting for a Startup
You cannot underestimate the importance of cash flow forecasting for a startup.
Think of the cash flow forecast as the “early warning system”, which will show
when the danger periods are and how viable the business is.
Don’t forget that cash flow forecasts have limitations, not the least because they
are based on estimates and assumptions. It is important for the entrepreneur to
think about the different scenarios that might arise The “worst-case” scenario is
always worth assessing to see what might happen if things do go badly wrong!
It is really important to understand that cash flow is not the same as profit. A
business can be profitable, but suffer from cash outflows if customers don’t pay
their debts or suppliers need paying early. Investment in fixed assets (cash
outflows) will help profits in the medium-term, but is bad news for cash flow in
the short term.
Make the links in BUSS1: e.g. market research can help improve the accuracy and
reliability of cash flow assumptions.
Business Planning & Budgeting
Time spent setting and monitoring budgets has an opportunity cost - working
on a budget spreadsheet could be spent instead on visiting customers,
training staff or developing new product ideas. So a startup budget can be
simple - often nothing more than a single spreadsheet - to be effective.
Remember that a business plan isn’t just written to raise finance. It plays an
important role in the whole startup process.
A startup’s business plan needs to be flexible. The figures are bound to
change once the business starts trading and the entrepreneur discovers what
the market is really like. A good business plan provides a focus and a
discipline for the entrepreneur. However, it is no substitute for what really
matters to make the business a success - i.e. hard work, skill, luck etc.
Too much business planning is a bit like procrastination - putting off more
important work. The entrepreneur needs to spend most time out in the
market, finding customers, promoting the product etc.
Objectives of Startups
It is vital that you appreciate the different objectives that a startup might
have. Not every business wants to grow rapidly into a multi-million pound
concern. Many small businesses simply want to earn a lifestyle return.
Think about the motivation of the entrepreneur featured in the BUSS1 case
study. What motivates him/her to start a business? What evidence is there
about what objectives are important? How realistic are these objectives?
Most startups don’t last beyond their third birthday, so it is quite likely that
the business idea featured in the case study is not a viable one. Look out for
evidence that the entrepreneur is being over-optimistic about the chances
of success.
Startup Risks - What Can Go Wrong?
In the BUSS1 case study, you should expect the business to be facing risks,
problems and the possibility of eventual failure. This is entirely normal for a
startup.
You should also expect reality to be different from the assumptions made in
the original business plan.
Look for the overall balance of evidence about how well the business is
performing and how effective the business planning process was. How
much market research was undertaken and was the evidence from that
research reliable and acted upon?
Also consider whether the entrepreneur(s) featured has what it takes to
make the business a success. Lots of potential problems and hurdles can be
overcome if the entrepreneur possesses the right qualities (e.g.
determination, persistence)
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BUSS1 Basics

  • 1. BUSS1 Basics Essential application, analysis and evaluation points to consider in your BUSS1 exam answers
  • 2. Enterprise and Entrepreneurs Risk is not something for an entrepreneur to fear. It is a part of business life. The challenge is to identify the key risks, evaluate them, and then make decisions using sound judgement. It is relatively easy to start a new business in the UK. However, the support provided by the government for entrepreneurs is limited - few startups make use of government help - most just get on with the process of getting trading. Running a startup is always tough - even a successful business might seem to have many problems and challenges to overcome. Remember this when the examiner describes a business that seems to be in trouble. It is vital that you are able to describe the reasons why people want to become entrepreneurs and the characteristics that successful entrepreneurs tend to have.
  • 3. Generating and Protecting Business Ideas Remember that the best business ideas are usually copied, often quickly, by competitors. Relatively few startups are able to get protection from patents, copyright or trademarks. The most effective protection for a small business usually comes from delivering a great product and building customer loyalty. Make sure you know the difference between a trademark, patent and copyright. They offer different kinds of protection. Patents, in particular, are quite difficult to obtain. Many startups don’t bother getting protection from any of these options. You should appreciate that a startup doesn’t have to have a new idea. It might focus on doing the same thing as a competitor, only cheaper, quicker or better. Startups are also constrained by their time and resources. A business idea often comes from personal or business experience, and is developed whilst the entrepreneur is working for someone else!
  • 4. Adding Value and Targeting a Niche Market Adding value and niche markets are core and popular topics in the BUSS1 exam. Focus on them. Adding value is the route for a startup to win customers and earn profits. There are many different ways a business can add value, but it is also important for a startup to keep things simple - only offering the things that customers are prepared to pay for. Look out for low profits or (worse) losses as a sign that the BUSS1 case study business is not adding sufficient value. Are input costs too high? Is the selling price of the output too low? Startups are nearly always better advised to target a niche segment. Opportunities in niche markets are usually lower risk and provide a startup with the right idea to deliver added value. The two concepts are very closely linked!
  • 5. Franchising Franchising is a very popular topic with the BUSS1 examiner - make sure you know this topic well! Remember that a business idea for a startup doesn’t have to be original. Many new businesses are formed with the intention of offering an existing business idea. The use of franchises is a great example of that. Why set up a new pizza delivery outlet when you might be able to open a Dominos Pizza shop and trade successfully almost immediately? Opportunity cost is an important concept to remember here (and a great one to use in an exam answer). By choosing a franchise, the entrepreneur is foregoing some potential benefits that he/she might have enjoyed by setting up all alone. For example, a 100% share of the profits earned (rather than sharing them with the franchisor).
  • 6. Market Research for a Startup Market research is a crucial activity for a startup as it helps reduce the risks involved in the enterprise. However, startups rarely have the resources to invest in substantial market research, so research should be clearly focused and ideally be low-cost. You should be able to explain the advantages and disadvantages of the different kinds of market research. You should also question the data that is provided about market research in BUSS1. Was the sample size large enough? Is it out-of-date? How relevant is it to the target market and customers? The best market research insights for a startup often come simply from trading, talking to customers and suppliers, observing what happens with a product launch etc.
  • 7. Analysing & Understanding the Market There is lots of opportunity to analyse a market in a way that helps a startup: segments, growth, size, trends, customers etc. A startup that is focused on really understanding its market has the best chance of success. Look out for evidence of this in your BUSS1 case study. In the exam you will be expected to be able to calculate market share, market size and market growth, and to be able to interpret the calculations. Make sure you practice these calculations - don’t shy away from them! You should also appreciate that there are several factors that affect demand for a product, not just price. Some factors will be more important than others - it depends on the product and market! Startups often find it hard to estimate likely demand for their business and many entrepreneurs underestimate how hard it is to establish and build a customer base from scratch.
  • 8. Choosing a Legal Structure Whilst most startups choose the sole trader option, this is mainly because of the perceived convenience rather than any compelling advantage. It is much better to form a limited company. Getting the protection of limited liability is essential if the entrepreneur is investing significant capital into a startup or if the business will have large debts. Remember that BUSS1 is about startups and small businesses. These businesses almost never become public limited companies in the first 5-10 years of trading, so don’t bother spending too much time learning about public companies and stock market flotations. Make sure you have a strong knowledge of the advantages and disadvantages of the various forms of business organisation.
  • 9. Sources of Finance for a Startup It is vital that a startup chooses sources of finance that are appropriate and sufficient for its needs. Remember that too much finance of the wrong sort (e.g. an unnecessary large bank loan) can create huge problems for a startup. Many startups find it hard to raise finance until they have established a trading record. It is almost always up to the founder to invest funds to get things going. Entrepreneurs are best advised to retain as much control over their business as possible. That means not selling substantial proportions of the share capital to other investors. A well run startup uses its cash flow forecasts to identify when additional finance is required. This means that a startup may choose to raise finance at several stages - not always right at the start of trading.
  • 10. Choosing a Business Location Many startups begin in the back bedroom, kitchen or garage - i.e. where costs are low. The rapid improvement in communication and collaboration technologies makes it possible for even large businesses to operate without the expense of traditional business locations. A startup often changes location several times in the early years of trading, adding more space as required. Having too much paid-for space increases the fixed costs of a startup and raises the break-even level of output. Startups and small businesses often have a local geographical focus, particularly retailers and franchises. However, a startup business that focuses on e-commerce might quickly find itself serving a national and international market. In the BUSS1 exam, the location issues will very much be determined by the kind of business (product, customer, sector etc). The location issues tend to be more challenging for manufacturing and retail businesses.
  • 11. Employing People in a New Business For an entrepreneur, employing the first few people in a new business is fraught with risk. Make the wrong choices or pay someone too much, and the startup’s overheads soon increase significantly. Remember - every person added to the payroll will increase the breakeven output. The use of part-time or temporary staff is a popular way of handling increased workload. On the other hand there is a temptation for a small business owner to want to do everything himself/herself. This can restrict the growth potential of the business. A successful startup will soon need people with a variety of skills and experience. Make sure you can describe the main advantages and disadvantages of the different kinds of employment.
  • 12. Calculating Costs, Revenues and Profits An entrepreneur starting a new business often finds it hard to forecast sales, costs and profits, especially if he/she has no experience of trading in the market. It is not unusual for the initial assumptions made in a business plan to prove inaccurate, so don’t be too critical of the entrepreneur if this comes up in your BUSS1 case study. Setting the price for a new product is particularly difficult. Many factors influence the price that customers are prepared to pay. A good piece of advice to offer in your answers is for the entrepreneur to experiment with different prices, promotions etc in order to find a profitable price which customers are happy to accept. Startups often under-price their product because they fear too high a price will discourage demand when the business or product is launched. An increase in price will not necessarily result in lower quantity demanded.
  • 13. Breakeven Analysis Focus on understanding how various changes in the business can affect the breakeven level of output. A breakeven chart can help you illustrate this, but it is more important to understand why the changes affect breakeven output, and what a business can do in response. Don’t assume that breakeven analysis is a proven, scientific method. It makes lots of assumptions about the ability of the business to identify which costs are variable and which are fixed - in reality this can be quite tough. Breakeven analysis is particularly useful for a new business or for any business which is loss-making or barely making profits. In the exam, you are unlikely to be asked to draw a breakeven chart from scratch. But you might have to complete the missing bits of a part-complete chart and/or identify the results of the chart.
  • 14. Cash Flow Forecasting for a Startup You cannot underestimate the importance of cash flow forecasting for a startup. Think of the cash flow forecast as the “early warning system”, which will show when the danger periods are and how viable the business is. Don’t forget that cash flow forecasts have limitations, not the least because they are based on estimates and assumptions. It is important for the entrepreneur to think about the different scenarios that might arise The “worst-case” scenario is always worth assessing to see what might happen if things do go badly wrong! It is really important to understand that cash flow is not the same as profit. A business can be profitable, but suffer from cash outflows if customers don’t pay their debts or suppliers need paying early. Investment in fixed assets (cash outflows) will help profits in the medium-term, but is bad news for cash flow in the short term. Make the links in BUSS1: e.g. market research can help improve the accuracy and reliability of cash flow assumptions.
  • 15. Business Planning & Budgeting Time spent setting and monitoring budgets has an opportunity cost - working on a budget spreadsheet could be spent instead on visiting customers, training staff or developing new product ideas. So a startup budget can be simple - often nothing more than a single spreadsheet - to be effective. Remember that a business plan isn’t just written to raise finance. It plays an important role in the whole startup process. A startup’s business plan needs to be flexible. The figures are bound to change once the business starts trading and the entrepreneur discovers what the market is really like. A good business plan provides a focus and a discipline for the entrepreneur. However, it is no substitute for what really matters to make the business a success - i.e. hard work, skill, luck etc. Too much business planning is a bit like procrastination - putting off more important work. The entrepreneur needs to spend most time out in the market, finding customers, promoting the product etc.
  • 16. Objectives of Startups It is vital that you appreciate the different objectives that a startup might have. Not every business wants to grow rapidly into a multi-million pound concern. Many small businesses simply want to earn a lifestyle return. Think about the motivation of the entrepreneur featured in the BUSS1 case study. What motivates him/her to start a business? What evidence is there about what objectives are important? How realistic are these objectives? Most startups don’t last beyond their third birthday, so it is quite likely that the business idea featured in the case study is not a viable one. Look out for evidence that the entrepreneur is being over-optimistic about the chances of success.
  • 17. Startup Risks - What Can Go Wrong? In the BUSS1 case study, you should expect the business to be facing risks, problems and the possibility of eventual failure. This is entirely normal for a startup. You should also expect reality to be different from the assumptions made in the original business plan. Look for the overall balance of evidence about how well the business is performing and how effective the business planning process was. How much market research was undertaken and was the evidence from that research reliable and acted upon? Also consider whether the entrepreneur(s) featured has what it takes to make the business a success. Lots of potential problems and hurdles can be overcome if the entrepreneur possesses the right qualities (e.g. determination, persistence)