Business Studies
  • Home page
  • 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 >
      • 2017 Fitness Industry
  • 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
  • Tutor
    • Social Media
    • Healthy body & mind
    • Maths problems >
      • Cheryl's Birthday
    • Geopolitical
    • Future labour markets
    • Growth Mind Set
    • Environment
    • Revision skills

ILO:

Discuss the relative advantages and disadvantages of the ways in which businesses might operate in the Chinese market (eg exporting, joint ventures, mergers or setting up production or sales outlets
Baby milk rationed in UK over China export fear
China's Parents Crave Illegally Imported Baby Formula
Considering the following information, what are the risks and rewards of operating in China?

How can your method of entry reduce the risk and improve the rewards?

Will this be the same for all industries/products? Why?

Exporting

Luxury cars drive UK exports to China

British exports to China are rising at a blistering pace and are poised to overtake those of France for the first time in the modern era, driven by sales of Range Rovers and other luxury cars to the country’s new rich.

After years of lagging behind in terms of exports to China, India, Brazil, Russia and other emerging markets, British-based groups have at last begun to catch up. Fresh data released by China’s authorities show that imports from Britain rose 14pc to $19.1bn (£11.6bn) last year, with more than 40pc of total sales coming from vehicles and transport goods.

French imports fell 3pc to $23bn. The two countries were neck and neck in the fourth quarter, a sign of chronic erosion of French competitiveness due to the wrong mix of products for the Chinese market and an over-valued exchange rate.

Jaguar Land Rover (JLR) said China had become its top market over the past 12 months, helped by a network of 130 dealers growing at a rate of two a month across the country. “What a year we have had,” said chief executive Ralf Speth. “It has been phenomenal for growth.”

JLR is building an assembly plant to be running later this year, in a joint venture with Chery Automobile, probably to make the Range Rover Evoque. “We are deeply impressed with the speed you can do something in China,” Mr Speth said.

The Society of Motor Manufacturers and Traders said total UK vehicle sales to China rose 17.8pc in the third quarter from a year earlier.

Britain’s car industry manufactured 1.5m vehicles last year and is expected to reach an all-time high of 2m by 2017, more than during the glory days of the 1960s and 1970s. The industry is now almost entirely foreign-owned but the concept of national ownership has lost much of its meaning in a world of globalized share holdings.

http://www.telegraph.co.uk/finance/newsbysector/industry/10567355/Luxury-cars-drive-UK-exports-to-China.html
british_cars_drive_a_mini_export_boom_to_china.docx
File Size: 44 kb
File Type: docx
Download File

The UK getting Business in china - Video
British pig breeding companies to export semen to China
By Nick Garnett


Three British pig breeding companies are preparing to start exporting pig semen to China after a deal was struck between the two countries last month. Half the world's pigs are in China and the deal is worth up to £45m a year to British pig producers. The growing middle class in China are demanding better quality food and British pedigree pig producers are considered among the best in the world.

Last year live pig exports to China were allowed, mostly of boars for breeding, but the transport costs have proved prohibitive. The new deal, which was signed by Prime Minister David Cameron on a trip to China in December, will allow live and frozen semen to be exported which is then used to impregnate sows that are bred there.

Artificial insemination accounts for about 90% of pig pregnancies and it is hoped the British stocks being used will drive up the quality of pork in China.

Pig breeders in Britain are playing down suggestions that Chinese companies will clone their pigs and then cancel contracts with British firms in a few years. They say that if that were to happen the inbreeding would lead to poorer stock in the future and the Chinese realise the importance of maintaining quality for years to come.

http://www.bbc.co.uk/news/uk-england-25762080
Trade and Investment
  • UK exports to China in 2011 were £13.78 billion (including goods, services and other income e.g. remittances), up 17.6% on 2010. (Source: Office for National Statistics UK)
  • UK exported goods to China in 2011 were £8.77 billion. This is up by 21.4% from the previous year. (Source: HMRC)
  • UK exports of service in 2011 were £3.2 billion, up by 19.5% from the previous year. China is the 14th market for UK service exports, 4 places up from the previous year. UK exports of goods and services in 2011 were £12.5 billion, up by 21.3% from the previous year. (Source: Office for National Statistics UK)
  • Since January 2012, China has risen from 9th place to 7th place in the UK’s most important export markets by value (overtaking Italy and Spain). 
  • The value of UK goods exports to China from January to May of 2012 ranked 3rd among EU countries, after Germany and France.  This is one place up from the same period last year (as we have overtaken Italy).  (Source:  MOFCOM)
http://www.cbbc.org/guide/china_info_and_reports/uk_china_statistics

TWE: Protectionism

Censorship in China
China lifts ban on foreign video games consoles
Duty calculator 


Joint Ventures

  • The UK has more joint programmes with Chinese higher education institutions, more than any other country (131 in June 2011). (Source: British Council)
  • Under Chinese trade laws, foreign carmakers looking to launch manufacturing operations in China must have a local partner. (BBC)

Starbucks:

Get Adobe Flash player
Five Things Starbucks Did to Get China Right

Starbucks Plays to Local Chinese Tastes

Past lessons for China’s new joint ventures
The Secret to Supermarket Success in China:
Tesco find their 'secret weapon' fails in China

Tesco Stumbles With Wal-Mart as China Shoppers Buy Local

Tesco set to withdraw brand from China in new joint venture


Direct Investment

  • At the end of 2011, UK was the largest EU investor to China, with a cumulated actual direct investment value of £11.70 billion. UK’s direct investment to China from January to May 2012 was £282 million, the second largest EU investor to China after Germany. (Source:  MOFCOM)
How IKEA adapted its strategies to expand and become profitable in China
Picture
http://businesstoday.intoday.in/story/how-ikea-adapted-its-strategies-to-expand-in-china/1/196322.html
IKEA with Chinese Characteristics

IKEA Biggest Foreign Landowner In China With 6.89 Million Square Feet

Ikea at last cracks China market, but success has meant adapting to local ways

Why IKEA Took China By Storm, While Home Depot Failed Miserably
why_big_american_businesses_fail_in_china.docx
File Size: 20 kb
File Type: docx
Download File

Why Localisation Is Important for Success in China – Yum! Brands and the Rapid Growth of KFC
How can foreign companies enter China successfully from Cedric Brusselmans


Franchising:

China has the most franchises in the world but the scale of their operations  is relatively small. Each system in China has an average of 43 outlets, compared to more than 540 in the United States. Together, there are 2600 brands in some 200,000 retail markets. KFC was the most significant foreign entry in 1987 and is widespread [27]

Many franchises are in fact joint-ventures, as at their forming the franchise law was not explicit. For example, McDonald's is a joint venture. Pizza Hut, TGIF, Wal-mart, Starbucks followed a little later. But total franchising is only 3% of retail trade, which seeks foreign franchise growth.

The year 2005 saw the birth of an updated franchise law,[27] "Measures for the Administration of Commercial Franchise".[28] Previous legislation (1997) made no specific inclusion of foreign investors. Today the franchise law is much clearer by virtue of the 2007 law,[29] a revision of the 2005 law.

The laws are applicable if there are transactions involving a trademark combined with payments with many obligations on the franchisor. The law comprises 42 articles and eight chapters.

http://en.wikipedia.org/wiki/Franchising#China
Related articles:
Here's What You Need To Know To Start A Franchise In China
The Pros and Cons of Franchising in China
Doing Business In China. The  Opportunities And The Challenges.
Powered by
✕