限時優惠！價錢不用一成！

The aim of this unit is to provide students with background knowledge and understanding of business, the functions of an organisation and the wider business environments in which organisations operate. Students will examine the different types of organisations (including for profit and not for profit), their size and scope (for instance, micro, SME, transnational and global) and how they operate. Students will explore the relationships that organisations have with their various stakeholders and how the wider external environments influence and shape business decision-making. The knowledge, understanding and skill sets gained in this unit will help students to choose their own preferred areas of specialism in future studies and in their professional career. 

Learning Outcomes 

By the end of this unit a student will be able to: 

 1 Explain the different types, size and scope of organisations. 

2 Demonstrate the interrelationship of the various functions within an organisation and how they link to organisational structure. 

 3 Use contemporary examples to demonstrate both the positive and negative influence/impact the macro environment has on business operations. 

 4 Determine the internal strengths and weaknesses of specific businesses and explain their interrelationship with external macro factors.

This course introduces students to day 21 of sales management century. The changing dynamics of buyers and sellers are driven by rapid pace The evolution of e-commerce and globalization has led to review and adaptation by organizations Their sales management approach responds to a customer-driven culture. This unit provides a comprehensive overview of sales management and equips students with equipment In today’s increasingly complex world, they need tools and knowledge to succeed and a fast-paced sales environment. 

Learning outcomes 

By the end of the module, students will be able to:

1. Demonstrate an understanding of sales management principles.

2. Assess the comparative advantages of the sales structure and identify them The importance of selling through others.

3. Analyze and apply the principles of successful sales.

4. Demonstrate an understanding of sales finance. 

This course will enable participants to effectively select, adapt to, and manage digital channels and manage operations. This accessible step-by-step framework can plan, integrate, and measure every digital platform and technology, all tailored to achieve overall business goals.

From social media, SEO, content marketing, and user experience to customer loyalty, automation, and personalization, this course allows learners to participate in technical forces such as marketing automation, messaging and email, online and offline integration, artificial intelligence, and new data protection and privacy strategies. The Digital Marketing course is the ideal knowledge and skill for any marketer to simplify a digital marketing strategy to achieve measurable, optimized results. As digital marketing evolves, regular updates are made to the actual implementation strategies covering SEO, paid search, e-mail, lead generation, and team activities to provide readers with equipment.

The goal of any great franchise system is to achieve consistent and sustainable replication of its brand’s commitment to consumers, as well as the financial success of franchise systems at all levels. Training is a major component of achieving this goal. Even experienced operators from other similar franchise systems or independent operators are required to undergo training under the new franchise system. The reason is that while one franchise system may look similar to the other, the company’s culture, product and service markets, consumer positioning, brand standards, product preparation methods, service types, location and development, suppliers, POS and IT systems, support, forms, procedures, and requirements may vary.

Make sure everyone in the franchise system understands how it should work, right? Each franchise system is different and the person they are required to train will be specified in their disclosure documents and franchise agreements. In general, franchisors require them to provide a certain amount of initial training for each franchise. Although franchisees and industries are different, initial training usually includes franchisees and their unit managers. A better franchise system would also include training programs for franchisees, who would be required to participate if they hired trainers. In addition, if the franchisee is a partnership, devel per, or franchisee, the franchisee will usually ask the franchisee to appoint an operations officer to be responsible for the relationship with the franchisee.

If the person is different from the franchisee, the franchisee will ask them to receive and complete the training. Having as many franchisees as possible directly to receive franchisee training is in the best interests of franchisees and you as a franchisee. In general, if you have training space, you can negotiate with franchisees to train more people on their behalf (if not at any cost). Of course, you will usually be required to pay all travel and related expenses for you and anyone attending any training.

All organizations face unprecedented changes in the competitive environment. Whether it’s politics, the environment, consumer expectations, or unicorn start-ups, organizations need adaptability, agility, creativity, innovation, and more. The need for organizational change is critical. The more people are involved in the causes, content, and ways of organizational change, the more organized they will be in the future.

Change is learning – people learn to work or do different jobs in different ways. So what skills and mentality do you need? Impact works with organizations to use our consulting framework to help find answers to these questions and unlock the full potential for lasting change within the organization.

This course will meet the needs of leaders to directly manage change from end to end in the organization. This includes identifying areas where the organization needs to change, such as customer management, processes and systems, people engagement, information management, innovation, and learning. They also need to be able to develop change management strategies and create an environment in which change can be effectively achieved. Leaders also need to play an active role in communicating and implementing change, evaluating and improving strategies, and improving their ability to lead change.

A prototype is the first or early sample, model or demonstration version of a concept, design or idea used to test functionality and gather feedback. The objective of prototyping is to build a functional and demonstrable version of a concept and use this version to evaluate different aspects of the concept with end users. A prototype may test a single or multiple facets of a concept and can range in functionality from very basic design mock-ups to fully functional features within complex software applications.

This unit introduces students to the role, basic concepts and benefits of prototyping in the design and development process of software applications. The aim of this unit is to enhance a student’s understanding of the methodology, terminology and benefits of prototyping in the design and development of secure software applications. Among the topics included in this unit are: classification and terminology of prototyping tools and techniques, the relationship between prototypes and release candidate software applications, how prototypes differ from release candidate software applications, categorising prototypes by their intended target end user, functionality and testing requirements, methods of prototyping, most appropriate forms of prototype for the different categories of testing, gathering meaningful insights and results from prototype testing, software release lifecycle and software prototyping concepts.

On successful completion of this unit students will be able to explain the basic concepts of prototyping; plan, build and measure the success of an appropriate prototype with a specific end user in mind; and conduct testing to gather meaningful feedback and data to improve a prototype or final software application. As a result they will develop skills such as communication literacy, team working, critical thinking, analysis, reasoning and interpretation, business skills, computer software literacy and language, which are crucial for gaining employment and developing academic competence.

Learning Outcomes

By the end of this unit students will be able to:

LO1. Explore forms of prototypes appropriate for various functionality and end user testing requirements.

LO2. Plan a prototype for specific target end users and planned tests.

LO3. Develop multiple iterations of the prototype using appropriate tools.

LO4. Evaluate user feedback and test results from multiple iterations of the prototype and end user testing.

This unit provides students with an understanding of the definition and scope of Entrepreneurship and an understanding of the enablers and barriers to business start-up.  Students will learn about the influence of national culture and economy on entrepreneurship and will explore the personal characteristics of entrepreneurs and the impact of personal situational factors, including education and background.

Students will also learn about the role and importance of small firms to the economy, and about social enterprise and the social economy. Students will also be expected to understand the balance of risk and reward in starting a new venture and they will investigate and reflect on their own entrepreneurial and enterprising characteristics. Examples of entrepreneurs and start-up organisations will be discussed and students will be expected to draw on local, personal and general knowledge together with their learning to be able to identify the characteristics of entrepreneurial ventures.

Learning Outcomes

By the end of this unit a student will be able to:

Explore and illustrate the range of venture types that might be considered entrepreneurial.

Assess the impact of small businesses on the economy.

Determine and assess the key aspects of an entrepreneurial mindset.

Examine the different environments that foster or hinder entrepreneurship

Entrepreneur business plan

Like most things in life, it’s best to start with a solid plan, including starting a business. This chapter provides an overview of how entrepreneurs develop and implement business plans. Our mentors have taken the time to break this chapter down into steps and topics that you understand to understand the planning process.

You can browse through all the steps in the rendering order, or you can use the chapter menu to find specific topics to explore. At the end of this chapter, you should know enough to:

Summarize the needs of the business plan
• Outline the steps to write a business plan
• Review techniques for preparing business task sheets
• Show examples of market analysis
• Identify the processes involved in the financial planning
• Establish stock type considerations
• Outlines how to include key personnel profiles in your business plan
• Evaluate the steps to develop a feasibility plan
• Find examples and definitions of enterprise goals
• Apply the Extended Elevator Spacing method to create a company description