Case studies of two very different types of business, explaining how they manage their finance. Tossed is a salad bar chain specialising in “healthy eating”. It’s going for speedy expansion – despite the financial risks. SRA, by contrast, is a social enterprise, helping people with mental health problems to get jobs.
Duration: 29 mins approxYear: 2009DVD - VHSSupport Booklets: Printed Book e-Book
The film has case studies of two very different types of business, explaining how they manage their finances.CASE STUDY 1 TOSSED:Tossed is a salad bar chain specialising in "healthy eating". It was founded by twenty-something entrepreneur Vincent McKevitt, who's determined on a course of speedy expansionSOURCES OF FINANCE: Before you can do anything you need money. So where did Vincent get the money to start Tossed? He avoided selling equity in his business, relying instead on loans from wherever he could get them. CASH FLOW: Tossed has to estimate how much money they'll get in and, vitally, when they think they'll get it - the essence of cash-flow. They also have to predict what they're going to have to pay out, their fixed and variable costs. BREAKEVEN: Breakeven is when you're getting enough money in to your business to cover money going out - the point beyond which you'll go into profit. There's a breakeven figure for Tossed as a whole, of course, but there also breakeven figures for each outlet, too - essential to Vincent's plans for expansions.PROFIT & LOSS: Vincent wants to do more than just survive - he wants to make a profit, and to know how much profit he's making. There are two main kinds of profit - the gross profit and the net profit. The balance sheet and the profit and loss account provide a guide to the financial health of the business.
CASE STUDY 2 SRA: The Southside Rehabilitation Association is a social enterprise. It helps people with mental health problems to get jobs. To do this, SRA runs a number of small businesses, including a print shop and a café. SOURCES OF FINANCE: As a social enterprise, SRA's sources of finance are a bit different from your average business. It gets money from undertaking contract work for primary care trusts as well as income from its businesses.THE BUDGET: A budget is basically a list of things you want to spend money on, together with the money you plan to spend on them. It includes estimates of both the money SRA will need to spend and the money it thinks it'll get in, and it's important to be as realistic as possible.CREDIT CONTROL: Making sure it gets its money in on time is vital to SRA's cash flow. But not every one pays on time. Some don't pay at all! That's why it has to have an efficient system of credit control. SRA's computer system has a standard feature to track down those slow-paying customers, also known as "aged debtors".THE NEED FOR CONTROL: The most important thing a good financial system gives you is control of the business. SRA's general manager Stephanie Correia says she couldn't run the business without their financial system.
Duration: 29 mins approxYear: 2009DVD - VHS
This classic best seller vividly illustrates different management styles in action.
Duration: 31 minsYear: 1992DVD - VHSSupport Booklet: Printed Book
This classic best seller vividly illustrates different management styles in action. Tony Spence is the epitome of the autocratic manager. Shouting and swearing, he bullies and generally humiliates his team of sales people.By contrast, supermarket personnel manager June takes a more bureaucratic approach, strictly applying the rules and regulations.Consultative manager Geoff believes in the human touch and says his door “is always open”.
Marketing manager Marion has a special challenge: trying to push through change against bitter opposition in a local council.WARNING: There is some strong language which has been bleeped.Customers' feedback: “Excellent for provoking discussion on what is acceptable and unacceptable.” Peter Arlidge, George Watson's College.“Blunt, realistic - very good.” P Chadwick, Cleveland College.
Duration: 31 minsYear: 1992DVD - VHSSupport Booklet
Textbooks speak of three management styles — autocratic, democratic and laissez faire.
Duration: 25 minsYear: 2003DVD - VHSSupport Booklet: Printed Book
Textbooks speak of three management styles — autocratic, democratic and laissez faire. But how neatly do people fit into these categories? Lively case studies show what happens in the real world.Angel or devil? Notoriously autocratic manager Tony Spence has found religion! When his assistant comes late, he forgives him. But then his patience snaps...Limits of Democracy: Simon prides himself on being open-minded. He listens to staff and involves them in decision-making. But if they show initiative, he gets heavy.
Honest Tyrant: Janice lays down the law and heaven help those who cross her. But at least she's honest -- and looks after her people.The Invisible Manager: Richard makes much of “empowering” his staff - in reality he leaves them to sink or swim. When vital decisions are to be made, Richard takes refuge in the toilet!Customers' feedback: “Very amusing. Good contrast of the different styles. Like real life!” Nikki Reach, Llanfyllin High School, Powys.
Duration: 25 minsYear: 2003DVD - VHSSupport Booklet
Four people with motivational problems tell their stories. Viewers must decide what the problem is.
Four case studies of staff in sales, administration and support roles. Their motivational problems challenge the viewer to work out what’s gone wrong.What, if anything, could improve their situations?1 - Top salesman Francis - does he want more money or more respect? 2 - Why is Parminder struggling at work? Is she being harassed?
3 - Patrick complains he hasn't got a desk -- but is there a deeper problem? 4 - Debbie's started making “silly mistakes” - is it because she's afraid of the new system the management are bringing in?Customers' feedback: “Mesmerising!” People Management.
What motivates people to work? Would you work if you didn't have to? A guide to motivation from Maslow to team-working.
Duration: 27 minYear: 1999DVD - VHSSupport Booklet: Printed Book
What motivates people to work? Money? ? A sense of achievement? Would you work if you didn't have to? This is a guide to motivation in theory and practice. The video explains the classic theories of Maslow and McGregor, and looks at how companies have tried to manage workers from Ford's production line to Japanese-style team-working.Customers' feedback: “An excellent introduction. The support material was very useful.” Bette Hay, Ayr College.
Duration: 27 minYear: 1999DVD - VHSSupport Booklet
Boss Tony Spence used to be an autocratic bully. Now he's bringing in a revolutionary team-working approach. But will it work?
Duration: 29 minsYear: 1999DVD - VHSSupport Booklet: Printed Book
Manager Tony Spence used to be an autocratic bully. Now he’s trying to bring a new team-working approach to his firm. The idea is to give staff a feeling of ownership over their work. But the team-working experiment goes badly wrong when trust between Tony and his staff breaks down. This is a dramatic illustration of both the benefits and dangers of team-working.Customers' feedback: “The return of Tony Spence! I had students pleading to borrow the video.” Bruce Carron, Bexhill College.“Excellent. Very up-to-date and well-acted.” Diane Kelly, Bradford College.
Duration: 29 minsYear: 1999DVD - VHSSupport Booklet
How does a firm recruit a new member of staff? This is a blow-by-blow account, from specifying the job, to the interviews and final selection.
Duration: 27 minsYear: 1995DVD - VHSSupport Booklet: Printed Book
How does a firm recruit a new member of staff? This is a blow-by-blow account, from specifying the job, to the interviews and final selection.Dream Cruises advertise for a new marketing assistant. Applications flood in and they draw up a short list. Spelling and presentation of CVs are key issues.Three candidates are interviewed. We see how the candidates put themselves across and how the managers try to assess their qualities.
One of the strongest candidates on paper is an Asian woman, but she's rejected. Is the company guilty of racial discrimination?Customers' feedback: “Wonderful, shocking, very effective.” Frances McGarry, Bexley College.
Duration: 27 minsYear: 1995DVD - VHSSupport Booklet
What are the health and safety hazards facing today's office workers? What are the legal rights and wrongs? Problems range from management bullying to repetitive strain injury.
Duration: 34 minsYear: 1997DVD - VHSSupport Booklet: Printed Book
People usually think factories and building sites are the most dangerous places to work, but the modern office presents new hazards.The appearance of call centres means that hundreds of people now work under constant pressure in huge, open plan offices. Offices now resemble factories. Stress is endemic.Sick building syndrome, “hot desking” and dangling wires can all pose problems.
Bullying by management, too, may damage the health of hard-pressed workers. Keyboard workers are victims of repetitive strain injury.Real-life cases illustrate key problems and highlight the employer's legal responsibilities.Customers' feedback: “A useful introduction to office safety.” Safety Management.
Duration: 34 minsYear: 1997DVD - VHSSupport Booklet
Lloyds Bank wants to flatten its hierarchy. But will a training weekend where staff dress up as King Arthur and his men do the trick?
Duration: 42 minsYear: 1993DVD - VHSSupport Booklet: Printed Book
What does a company do when it wants to flatten its hierarchy?Lloyd's Bank decided to send some of its information technology staff on an extraordinary training weekend to prepare them for revolutionary change.They dress up as King Arthur and his men, and undertake all kinds of strange “quests”, designed to encourage empowerment.But things don't go according to plan...
Duration: 42 minsYear: 1993DVD - VHSSupport Booklet
What is “total quality management”? How Kemble Instruments tried to improve quality at all levels of the company.
Duration: 24 minsYear: 1992DVD - VHSSupport Booklet: Printed Book
What is “total quality management”? This film tells the story of Kemble Instruments, a manufacturing firm which set out to improve quality at levels by transforming the culture of the company.The starting point is to involve the workforce and gain their commitment to change. At the same time the company introduces a just in time approach to manufacture. This is aimed at minimising money tied up in stock and storage.
The company claims significant improvements in productivity. But not everyone signs up to the changes and there are casualties along the way. Customers' feedback: “Works very well. Excellent material for discussion purposes.” A Parks, Rockingham College.
Duration: 24 minsYear: 1992DVD - VHSSupport Booklet
Can Japanese-style working practices succeed in Britain? This film looks at a factory which claims to have empowered its workforce and achieved world class productivity.
Duration: 25 minsYear: 1992DVD - VHSSupport Booklet: Printed Book
Can Japanese-style working practices succeed in Britain? This video looks at a factory which claims to have empowered its workforce and achieved world class productivity.Oxford Automotives Components, part of the Unipart Group, makes fuel tanks for cars. Once upon a time it ran itself like traditional British manufacturers and had traditional problems, such as chronic “them and us” attitudes.But in 1989 total quality management and Japanese-style working practices were introduced.
Clocking in and supervisors were abolished. Team-working and quality circles were brought in. The factory was de-unionised.Management claim these changes have not only transformed productivity but also reinvigorated the workforce, giving them a chance to have a real input into how products are made. But union leaders disagree. One worker claims that in reality shop floor morale is at rock bottom.Customers' feedback: “Superb, excellent.” A Parks, Rockingham College.
Duration: 25 minsYear: 1992DVD - VHSSupport Booklet
As more and more businesses become international, so the risk increases of cultural misunderstandings. This film offers a guide to the most common mistakes.
Duration: 20 minsYear: 1992DVD - VHSSupport Booklet: Printed Book
As more and more businesses become international, so the risk increases of cultural misunderstandings. And it's not just a question of the language barrier: many other problems can arise.RESULTS V RELATIONSHIPS: In the west people believe in "getting down to business"; elsewhere it's more important to first establish a relationship.TIME: Across the world there are widely different attitudes to time and what it means to be late.
BODY LANGUAGE: The simplest gesture can cause great offence. Attitudes to women: different cultural attitudes can make doing business difficult for the unwary.YES MEANS NO: People in some cultures hate to say no even when they want to say no.
Duration: 20 minsYear: 1992DVD - VHSSupport Booklet
Setting up a company is one thing - but how do you ensure it survives in the long term? This film tells the story of a family business in crisis.
Duration: 23 minsYear: 1991DVD - VHSSupport Booklet: Printed Book
Setting up a company is one thing - but how do you ensure it survives in the long term? Rose Toys, once a highly successful manufacturer of model trains, is in crisis. Sales of its traditional products are falling. Harold Rose, its founder, is on the verge of retirement, but is reluctant to let go of the reins of power. His son Michael is set to replace him, but falls out with Geoff, the company's loyal and long-serving manager. Geoff resigns. This video continues the story of Rose Toys, introduced in the film What is a Business?
Duration: 23 minsYear: 1991DVD - VHSSupport Booklet
Debt collection company Club 24 was on the point of closure. Now it claims to have transformed its fortunes by turning itself into a “learning organisation”. This film explains how they did it.
Much is heard about the development of a firm's “human resources” - its people - can transform the fortunes of a business. This case study shows how Club 24 claims to have achieved exactly this by using active learning techniques. Club 24 collects payments from people buying clothes on credit. Its staff have a tough job - dealing with customers who are difficult and sometimes abusive.
Poor collection rates and high staff turnover have brought the threat of closure. In response management have introduce a new “learning culture”, in which staff are mentored and take part in active learning exercises. Now morale has improved and staff are staying longer - and financial disaster has been averted.
How do you work out if a business is profitable? This light-hearted case study offers a guide to basic financial concepts.
Duration: 23 minsYear: 2001DVD - VHSSupport Booklet: Printed Book PDF e-Book
A light-hearted case study offering a clear guide to the financial ideas businesspeople need to grasp. . Jay's business, designing web-sites and CDs, is doing well. But then he meets an old friend who's now an accountant. She gives him some tough lessons on the value of accounting knowledge and takes him through the basics of finance.Just because there's a lot of cash floating around in the business doesn't mean that this money is profit.
How much of it is owed to his creditors? Maybe Jay's making money now, but what if there's a downturn in his main markets?Customers' feedback: “Sharp pace and appealing story - a real achievement in a film about accounts!” Claire Jackson, Moat Community College.
Duration: 23 minsYear: 2001DVD - VHS
A light-hearted guide to reading a balance sheet. Jay discovers how to extract basic financial information about the health of his business.
Duration: 23 minsYear: 2001DVD - VHSSupport Booklets: Printed Book e-Book
Jay expands his financial enlightenment.The profit and loss account (as described in The Basics Of Finance I: Are We Making A Profit) tells him a lot, but only the balance sheet will reveal to him the overall “financial health” of his company. Jay's friend takes him through the balance sheet explaining the key terms: fixed/current assets, current/long-term liabilities, creditors & debtors.
She also shows him how to extract some basic financial information from the balance sheet. Finally, Jay learns about the fundamental importance of solvency and working capital.Customers' feedback: “After the video, one pupil said: 'I understand the balance sheet now!' Praise indeed.” Sue Hall, Embley Park School.
A cash flow crisis, how to spend surplus profits and a takeover bid – three companies grapple with tricky financial questions. What’s the best way forward?
Duration: 29 minsYear: 1998DVD - VHSSupport Booklet: Printed Book
Three case studies show companies trying to make tricky financial decisions. Viewers are invited to consider what they should do.1 Cash flow crisis: How can Comtex solve its cash flow problems? Should they cut costs or ask for an overdraft? The sales director, Tony Spence, proposes a radical solution - duck and dive!2 Spending profits: What should tour operator Avalon Travel spend its surplus money on - new premises, developing product or a staff bonus?
Martin, the managing director, wants to keep it all for himself!3 Takeover crisis: Simco plc is subject to a takeover bid. What action should the board recommend to its shareholders? Should they reject or accept the bid?Customers' feedback: “Very popular with students. Very useful.” Sarah Holliday, Burnley College.
Duration: 29 minsYear: 1998DVD - VHSSupport Booklet
“I want my money back!” But are you entitled? Three lively scenarios illustrate customer’s rights and explain the laws which apply.
Duration: 27 minsYear: 2001DVD - VHSSupport Booklet: Printed Book
Three lively scenarios illustrate customer’s rights and explain the laws which apply.I WANT MY MONEY BACK: Barney takes a faulty vacuum cleaner back to the shop. He wants his money back. But the shop say they only need to repair it. Is this true? THE EXTORTIONATE KITCHEN: Mrs Keating buys a kitchen on credit, but she discovers the interest payments are extortionate. Can she cancel the agreement?
FOOD POISIONING: Mr Geddes blames a restaurant for giving him food poisoning. The restaurant manager thinks Geddes is “trying it on”. Who's in the right?Customers' feedback: “Thought-provoking. It has proved really useful for the students.” Valerie Jones, Swanshurst School, Birmingham.
Duration: 27 minsYear: 2001DVD - VHSSupport Booklet
How do you coach people in customer care? Three case studies illustrate the problems.
Duration: 37 minsYear: 1999DVD - VHSSupport Booklet: Printed Book
How do you coach people in customer care? Three case studies illustrate the problems.1 - Receptionist Janet is off-hand with customers, but when her manager mentions it, she feels upset. What is she doing wrong?2 - John is an experienced salesman and responds badly to being ticked off in public for a minor fault.
How should he have been treated?3 - Cheryl is failing to communicate with clients, but Frazer's attempt to coach her just confuses her. In the end he shows her exactly what he means.Customers' feedback: “A rich source of interesting material.” People Management.
Duration: 37 minsYear: 1999DVD - VHSSupport Booklet
A travel firm sets out to improve its approach to customer care. But can even the best techniques make up for a shoddy product?
Duration: 32 minsYear: 1996DVD - VHSSupport Booklet: Printed Book
A travel firm sets out to improve its approach to customer care. Secret filming captures where staff go wrong. Role play exercises demonstrate how to get it right. But what about the tour guide with his own eccentric approach to customer care? And can even the best techniques make up for a shoddy product or a poor holiday?
The film ends with a dramatic confrontation between the boss of the firm and a member of staff who claims their customers are being short-changed.Customers' feedback: “Useful in bringing real situations to life.” Linda Whiter, Seevic College.
Duration: 32 minsYear: 1996DVD - VHSSupport Booklet
A secret camera explores what happens to a variety of customers in the real world.
Duration: 25 minsYear: 1993DVD - VHSSupport Booklet: Printed Book
A secret camera explores what happens to a variety of customers in the real world. Includes examples of customers being treated with tact, incompetence and rudeness, both on the phone and face-to-face.NOTE: This is NOT a guide to giving customer care: it shows what happens in the real world and provides on-screen questions to stimulate viewers to consider the issues raised.Customers' feedback: “Good practical introduction to the meaning and importance of customer care.” Anthony Williams, Hammersmith & West London College.
Duration: 25 minsYear: 1993DVD - VHSSupport Booklet
Why do so many computer projects go wrong? This film tells the story of a typical IT disaster.
Duration: 31 minsYear: 1999DVD - VHSSupport Booklet: Printed Book
This film tells the story of how a computer project drove one company almost to bankruptcy.Comic distributor Craven Books bought a new IT system with the aim of improving its efficiency.But the system was over-ambitious - they went for the “big-bang” approach. The result: disaster.Craven lost many customers. It only saved itself from going bust by sacking many of its staff and
going back to its old system. The key lesson: sort out your organisation's needs and problems first - only then think about the technology.Customers' feedback: “Excellent.” Mrs Dennis, Hewett School.
Duration: 31 minsYear: 1999DVD - VHSSupport Booklet
From choosing a new system to making a plunge into web-site design – three companies make difficult decisions about IT.
Duration: 28 minsYear: 1998DVD - VHSSupport Booklet: Printed Book
Three companies have to make difficult decisions about their IT systems.Choosing a new system: The computer system of tour operator Avalon Travel is old and breaking down. What do they replace it with?This system doesn't work: Copier company Comtex brought in a database system - but it isn't working. Should they scrap it?
Competitive advantage: Marina believes her firm, Apex Design, should break into web-site design. But is such a radical move too risky for the business?Customers' feedback: “Excellent. It helps pupils understand how IT systems work.” Mrs Race, Barrington Comprehensive.
Duration: 28 minsYear: 1998DVD - VHSSupport Booklet
You’ve got something to say – but how do you make sure you put your points across? Three novice presenters illustrate the importance of structure, body language, enthusiasm and level.
Duration: 32 minsYear: 1998DVD - VHSSupport Booklet: Printed Book
You’ve got something to say, a case to argue, and an audience waiting to listen. But how do you make sure you put your points across?The video explores this question through a workshop in which three novice presenters address a critical audience. Robert rambles and mumbles. Sharon uses jargon and doesn't look her audience in the eye. Graham has a load of visual aids - but doesn't know how to use them.
Key points include: structuring your argument, the importance of body language, getting the level right for your audience and the need to communicate enthusiasm.Customers' feedback: “Grown-up material is always effective - pupils connect it with the 'real world'.” Mr McCrea, Oswestry School.
Duration: 32 minsYear: 1998DVD - VHSSupport Booklet
What are the classic mistakes people make when writing letters in business? A no-nonsense guide to the importance of structure, spelling and presentation.
Personnel manager Paul throws most letters applying for jobs straight in the bin — not because the person lacks qualifications, but because their letters are so poorly put together. This video explores the classic mistakes people make when writing letters for business.Keys areas covered include the importance of a clear structure, accurate spelling and punctuation.
The video also explains the need for effective presentation and illustrates the critical need to hit the right tone. How do you write a letter that puts a strong case without upsetting the reader? It helps to get their name right!Customers' feedback: “Excellent... helpful focus on skills.” Mr Messon, Mount School.