The Nature of Business (DP IB Business Management)
Revision Note
Creating Goods and Services
The purpose of business activity can be broadly defined as the organisation of human, physical and financial resources to produce goods or services that meet customer needs while adding value
Produce goods or services
The primary purpose of business activity is to produce goods or services that satisfy a need or demand in the market
Goods are tangible physical items capable of being stored such as cars or games consoles
Services such as insurance or hairdressing are intangible, cannot be stored and are provided to customers when they are needed
Meet customer needs
The ultimate goal is to create products that meet the needs and preferences of customers and provide value to them
By meeting customer needs, businesses can build customer loyalty, increase brand awareness, and generate revenue
Add value
The third purpose of business activity is to add value to products or services
Value-added features can differentiate products from competitors, create a unique selling proposition, and increase customer satisfaction
E.g. a product that is easier to use, has a better design, or is of higher quality than competitors can create a competitive advantage for a business
Business as a transformation process
Businesses take inputs and transform them in order to produce outputs that customers will want to buy
Thailand's Boon Rawd Brewery takes inputs including malts, hops and barley and uses the staff on the brewery premises in Bangkok as well as equipment such as mash tuns to transform by brewing these inputs into its output - beer
Inputs used in the transformation process can be classified as financial, human or physical resources, as well as enterprise
An Explanation of the Resources used to Create Goods & Services
Resource Input | Explanation |
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Financial |
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Human |
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Physical |
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Enterprise |
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The transformation process may require a capital intensive or a labour intensive approach
Capital intensive production is where the proportion of machinery costs are higher than any of the other resource inputs including labour
The generation of nuclear power is an example of a capital intensive process where a small number of workers oversee a large facility that is largely computer-controlled
Labour intensive production is where the proportion of labour costs are higher than the other resource inputs including machinery
The production of clothing remains a largely labour-intensive process, especially in countries where labour costs are relatively low such as south-east Asia
The Main Business Functions
Businesses of all sizes have a range of functions that need to be take place in order for business activity to proceed
In small businesses, all of these functions are often all carried out by its owner
In large businesses, these functions are carried out by departments with their own targets that contribute towards the business achieving its overall objectives
An Explanation of each Business Function
Human Resources | Marketing |
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Finance & Accounts | Operations |
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Larger business structures often include other functional areas such as
Administration
IT Support
Legal Services
The Interdependence of the functions
Although each function has its own targets, they all work towards achieving the businesses overall objectives and are therefore interdependent
E.g. Market research conducted by the marketing function may identify a change in customer needs that requires the product to be adapted in order to remain competitive
The finance and accounts function allocates and monitors a budget for research and development
The human resources function organises training for workers to adapt their working methods to produce the redeveloped product
The operations function designs or amends production processes to manufacture the product
Exam Tip
The ability of these key functions to work interdependently towards the overall business objective is a crucial factor in business success. It is worthwhile looking for evidence in case studies to suggest whether this is - or is not - the case. You may consider some of the following questions.
Has the finance function allocated sufficient funds for another function to achieve its targets? Have budgets been monitored effectively?
Has the human resources function properly identified the quality and quantity of production workers required? Is training effective? Are workers given opportunities to develop?
How well has the marketing function conducted, interpreted and communicated market research to the operations function? Are marketing strategies appropriate and within budget?
Are operations processes appropriate to meet demand? Have staff training and development needs been communicated effectively with the human resources function? Has waste been properly accounted-for?
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