Business Studies
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  • Edexcel GCSE
    • Theme 1: Investigating small business >
      • Topic 1.1 Enterprise and entrepreneurship >
        • 1.1.1 The dynamic nature of business
        • 1.1.2 Risk and reward
        • 1.1.3 The role of business enterprise
      • Topic 1.2 Spotting a business opportunity >
        • 1.2.1 Customer needs
        • 1.2.2 Market research
        • 1.2.3 Market segmentation
        • 1.2.4 The competitive environment
      • Topic 1.3 Putting a business idea into practice >
        • 1.3.1 Business aims and objectives
        • 1.3.2 Business revenues, costs and profits
        • 1.3.3 Cash and cash-flow
        • 1.3.4 Sources of business finance
      • Topic 1.4 Making the business effective >
        • 1.4.1 The options for start-up and small businesses
        • 1.4.2 Business location
        • 1.4.3 The marketing mix
        • 1.4.4 Business plans
      • Topic 1.5 Understanding external influences on business >
        • 1.5.1 Business stakeholders
        • 1.5.2 Technology and business
        • 1.5.3 Legislation and business
        • 1.5.4 The economy and business
        • 1.5.5 External influences
  • AQA GCSE
    • Unit 1 – Setting up a Business >
      • 1. Starting a Business >
        • 1.1 Starting a Business Enterprise
        • 1.2 Setting Business Aims and Objectives
        • 1.3 Business Planning
        • 1.4 Choosing the Appropriate Legal Structure for the Business
        • 1.5 Choosing the Location of the Business
      • Topic 1.2 Spotting a business opportunity
      • 2. Marketing >
        • 2.1 Conducting Market Research with Limited Budgets
        • 2.2 Using the Marketing Mix
      • 3. Finance >
        • 3.1 Finance and Support for a Small Business
        • 3.2 Financial Terms and Simple Calculations
        • 3.3 Using Cash Flow
      • 4. People in Businesses >
        • 4.1 Recruiting
        • 4.2 Motivating Staff
        • 4.3 Protecting Staff through Understanding Legislation
      • 5. Operations Management >
        • 5.1 Production Methods for Manufacturing and Providing a Service
        • 5.2 Customer Service
      • Answer Technique Bus 1
    • Unit 2: Growing as a business >
      • Key Terms
      • 1. Business Organisation >
        • 1. 1 Expanding the business
        • 1.2 Choosing the right legal strucutre
        • 1.3 Aims and objectives
        • 1.4 Location
      • 2. Marketing >
        • 2.1 The Marketing Mix - Product
        • 2.2 The Marketing Mix - Price
        • 2.3 The Marketing Mix - Promotion
        • 2.4 The Marketing Mix - Pace
      • 3. Finance >
        • 3.1 Finance for Large Businesses
        • 3.2 Profit and Loss Accounts
        • 3.2 Balance Sheets
      • 4. People in Businesses >
        • 4.1 Organisational Charts
        • 4.2 Recruitment & Retention of staff
      • 5. Operations Management >
        • 5.1 Production Methods
        • 5.2 Recognising Challenges of Growth
        • 5.3 Quality Assurance
      • ILA >
        • 1. The Business Organisation
        • 2. Marketing
        • 3. Finance
        • 4. People in Businesses
        • 5. Operations Management
    • Unit 3
  • A level Business Studies
    • Theme 3: Decisions and Strategy >
      • 3.1 Business objectives and strategy >
        • 3.1.1 - Objectives & Strategy
        • 3.1.2 - Theories of Corporate Stratergy
        • 3.1.3 - SWOT analysis
        • 3.1.4 - Impact of external influences
      • 3.2 Business growth >
        • 3.2.1 - Growth
        • 3.2.2 - Mergers & Takeovers
        • 3.2.3 - Organic Growth
        • 3.2.4 - Reasons for staying small
      • 3.3 Decision-making techniques >
        • 3.3.1 - Sales forecasting
        • 3.3.2 - Investment appraisal
        • 3.3.3 - Decision trees
        • 3.3.4 - Critical path analysis
      • 3.4 Influences on business decisions >
        • 3.4.1 Corporate influences
        • 3.4.2 Corporate culture
        • 3.4.3 Shareholders versus
        • 3.4.4 Business ethics
      • 3.5 Assessing competitiveness >
        • 3.5.1 Interpretation of financial statements
        • 3.5.2 Ratio analysis
        • 3.5.3 Human resources
      • 3.6 Managing change >
        • 3.6.1 Causes and effects
        • 3.6.2 Managing Change
        • 3.6.3 Scenario planning
    • Theme 4: Global business >
      • 4.1 Globalisation >
        • 4.1.1 Growing economies
        • 4.1.2 International trade and business growth
        • 4.1.3 Factors contributing to increased globalisation
        • 4.1.4 Protectionism
        • 4.1.5 Trading blocs
      • 4.2 Global markets and business expansion >
        • 4.2.1 Conditions that prompt trade
        • 4.2.2 Assessment of a country as a market
        • 4.2.3 Assessment of a country as a production location
        • 4.2.4 Reasons for global mergers or joint ventures
        • 4.2.5 Global competitiveness
      • 4.3 Global marketing >
        • 4.3.1 Marketing
        • 4.3.2 Niche markets
        • 4.3.3 Cultural/social factors
      • 4.4 Global industries and companies >
        • 4.4.1 The impact of MNCs
        • 4.4.2 Ethics
        • 4.4.3 Controlling MNCs
    • Pre-release >
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  • Btec
    • Level 3 >
      • Unit 3: Personal & Business Finance >
        • A: Personal Finance >
          • A1 Functions & role of money
          • A2 Different ways to pay
          • A3 Current accounts
          • A4 Managing personal finance
        • B: Explore the personal finance sector >
          • B1 Features of financial institutions
          • B2 Communicating with customers
          • B3 Consumer protection for personal finance
          • B4 Information guidance & advice
        • C: Understanding the purpose of accounting >
          • C1 Purpose of accounting
          • C2 Types of income
          • C3 Types of expendicture
        • D: Sources of finance >
          • D1 Internal
          • D2 External
        • E: Break-even & Cash flow >
          • E1 Cash flow forecasts
          • E2: Costs & Break-even
        • F: Statement of accounts >
          • F1 Statement of comprehensive income
          • F2 Statement of financial position
          • F3 Measuring porfitability
          • F4 Measuring liquidity
          • F5 Measuring efficiency
          • F6 Limitations of ratios
      • Unit 6: Principals of management >
        • A Functions of management >
          • A1 Definitions management & Leadership
          • A2 Functions of management & leadership
          • A3 Business Culture
        • B Management & Leadership: Styles & Skills >
          • B1 & B2 Management & Leaderships styles
        • C Managing Human Resources >
          • C1 Human Resources
          • C2 Human Resource Planning
        • D Factors influencing management, motivation and performance of the workforce >
          • D1 Motivation in the workplace
          • D2 Techniques to meet skills requirements
          • D3 Training and development
          • D4 Performance appraisal
        • E Impact of change >
          • E1 Managing change
        • F Quality management >
          • F1 Quality standards
          • F2 Developing a quality culture
          • F3 The techniques and tools of quality management
          • F4 The importance and benefits of quality management
      • Unit 7: Business Decission Making >
        • A: Business plans >
          • A1 Business ideas
          • A2 Purpose and structure of the business
        • B: Decision making in business >
          • B1 Sources for data collection
          • B2 The use of business models to aid decision making
          • B3 Techniques to analyse data effectively for business purposes
          • B4 Appropriate formats for decision making in a business context
          • B5 Software-generated information for decision making in an organisation
        • C: Use of research to justify the marketing >
          • C1 Types of research
          • C2 Competitor analysis
          • C3 Trends
          • C4 Marketing plan
        • D: Efficient operational management of the business >
          • D1 Legislation
          • D2 Quality issues
        • E: Understand the importance of managing resources >
          • E1 Human resources
          • E2 Physical resources
          • E3 Financial resources
        • F: Creation and interpretation of financial forecasts >
          • F1 Creation and analysis of a sales forecast
          • F2 Create and interpret a cash flow forecast
          • F3 Creation and interpretation of a break-even chart
          • F4 Creation and interpretation of an income statement
          • F5 Creation and interpretation of a statement of financial position
        • G: Viability of a business >
          • G1 Ratio analysis
          • G2 Threats and ‘what if’ scenarios
          • G3 Contingency plan
        • H: Demonstrate business skills/IT skills >
          • H1 Business skills
          • H2 Use IT skills to create appropriate documentation
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Balance sheets


The balance sheet of a limited company is still constructed on the same principles as a balance sheet for a sole trader. If the balance sheet is for publication then there are certain formats and heading that must be present. However, if the balance sheet is for internal use only then most of the balance sheet will probably appear very similar to balance sheets that you are already familiar with - as in the case of a sole trader.

The main difference comes with the capital section of the balance sheet. In the case of a sole trader, the owner's capital figures was adjusted by the net profits and drawings to give the new capital figure, which would then be carried forward to the next year.

For a limited company, the share capital is kept separate and is not adjusted by any of the profits retained within the company. The section dealing with this is entitled capital and reserves.

Issued share capital is the amount of shares actually sold to investors and this is the amount that will appear in the capital and reserves section. Also, any reserves that have been generated - capital reserves or revenue reserves - will also appear in this section.

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Revenue reserves

These reserves are created out of trading profits earned by the firm over a period of time. Once tax has been deducted, the firm can choose to allocate the remainder as dividends, or to retain this within the firm. The retained profit is known as the profit and loss account balance (this is a revenue reserves). However, the firm may also decide to transfer money to another designated reserve. This would then appear as a deduction in the profit and loss appropriation account.

The names of these revenue reserves are not necessarily an indicator of why the profits have been transferred into this reserve. For example, if the firm transfers profits into a reserve called the fixed asset replacement reserve, then this may mean that the firm would like to use some of its profits to replace the fixed assets. However, this is not necessarily the case. Profits are earned over a period of time and therefore they may be tied up in other assets, in stocks or in other investments. The name of the revenue reserve does not commit the firm to any type of actions. As a result, most revenue reserves are simply known as a general reserve.

Summary of revenue reserves
  1. These are created out of the trading profits earned by the firm
  2. They can be used to give out as dividends to the shareholders
  3. They do not represent money but are allocations of profits earned over time


Capital reserves 


Capital reserves do not arise out of trading profits, which means that they cannot be used for distribution as dividends. They arise, largely out of changes to the balance sheet of the firm. There are two main capital reserves that you are likely to come across; the revaluation reserve and the share premium account (still a reserve)

Revaluation reserve

It is a requirement of company law that all fixed assets (with the exception of freehold land) should be depreciated. Although property does eventually wear out, it is possible that its value will increase significantly over a period of time. If the value of any of the fixed assets becomes significantly greater than the balance sheet value then it is allowable for a firm to increase - revalue - this asset. This requires a simple upwards adjustment to the asset's value on the balance sheet.

However, if we increase the value of any fixed asset then the balance sheet would no longer balance. To remedy this, we simply create a 'revaluation reserve' (or add to one if one already exists) by adding the amount equal to the increase in the value of the asset (i.e. both sections of the balance sheet increase by the same amount - thus permitting the balance sheet to balance).

Share premium account

When limited companies issue shares, they may not always issue them all in one go. They may issue their shares in a number of stages. If this is the case, the shares issued later will still have to be issued at the same face (nominal) value of the shares that were originally issued. However, if the firm has well established, the market value of the firm's shares is likely to be higher than the face value of the shares.

The firm will probably issue these later shares at a premium. This means that the price paid for these shares will be closer to their current market value. However, the face value of these shares will still be as originally set out in the memorandum of association. This means that the firm will received more in cash than is indicated by the increase in the share capital (the value of the share capital is always based on the face value of the shares). This surplus money that is being received will be entered into the share premium account, which is a capital reserve.

http://www.thestudentroom.co.uk/wiki/Revision:A_Level_Accounts_Module_3_-_Limited_Companies 

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