1. Arrange students into groups. Each group needs at least ONE person who has a mobile device.
2. If their phone camera doesn't automatically detect and decode QR codes, ask students to
4. Cut them out and place them around your class / school.
1. Give each group a clipboard and a piece of paper so they can write down the decoded questions and their answers to them.
2. Explain to the students that the codes are hidden around the school. Each team will get ONE point for each question they correctly decode and copy down onto their sheet, and a further TWO points if they can then provide the correct answer and write this down underneath the question.
3. Away they go! The winner is the first team to return with the most correct answers in the time available. This could be within a lesson, or during a lunchbreak, or even over several days!
4. A detailed case study in how to set up a successful QR Scavenger Hunt using this tool can be found here.
Question | Answer |
1. Variance | The difference between a budgeted figure and the actual figure achieved | 2. Variance analysis | The comparison by an organisation of its actual performance with its expected budgeted performance over a period of time | 3. Favourable variance | This is a change from a budgeted figure that leads to higher than expected profits | 4. Adverse variance | This is a change from a budgeted figure that leads to lower than expected profits | 5. Creditors | Suppliers owed money by the business | 6. Credit control | The monitoring of debts to ensure that credit periods are not exceeded | 7. Bad debt | Unpaid customer bills that are now very unlikely to ever be paid | 8. Overtrading | Expanding a business rapidly without obtaining all of the necessary finance so that a cash flow shortage develops | 9. Profit margin | The profit made as a proportion of sales revenue | 10. Gross profit | This is calculated by subtracting only variable costs from sales revenue, ignoring fixed costs | 11. Net profit | This is calculated by subtracting total costs from sales revenue | 12. Return on capital | The proportion that the net profit is of the capital invested in the business - ROCE = net profit divided by capital invested X 100 | 13. Organisational chart | A diagram showing job titles, lines of communication and responsibility within a business | 14. Organisational structure | The way the jobs, responsibilities and power within a business are organised | 15. Levels of hierarchy | The number of layers of management and supervision existing in an organisation | 16. Chain of command | The lines of authority within the business | 17. Lines of communication | How information is passed up, down and across a business | 18. Span of control | The number of subordinates, one job / post holder is responsible for | 19. Work load | How much work one employee, department or team have to complete in a given period of time | 20. Job role | The tasks involved in a particular job | 21. Delegation | Passing the authority to make specific decisions to somebody further down the organisational hierarchy | 22. Communication flows | How information is passed around an organisation, including through the grapevine | 23. Workforce role | The tasks involved in a particular level or grade of job within an organisation | 24. Workforce performance | Methods of measuring the effectiveness of employees | 25. Labour turnover | Percentage of the total workforce who leave in any given time period | 26. Labour productivity | The contribution made by employees to the output of a business | 27. Absenteeism | The number of working days lost as a result of an employee's deliberate or habitual absence from work | 28. Recruitment selection process | How a business chooses the best candidate for a vacancy | 29. Job description | A summary of the main responsibilities and duties of a job | 30. Person specification | Identifies the skills, knowledge and experience a successful applicant is likely to have | 31. Internal recruitment | Candidate from within the organisation | 32. External recruitment | Candidate from outside the organisation | 33. Methods of selection | Ways in which businesses recruit the best candidate for an identified vacancy | 34. Training | Giving employees the knowledge and skills needed for a job | 35. Induction training | Training which is given as an initial preparation upon taking up a post | 36. Off the job training | Training away from the place of work | 37. On the job training | Learning by doing the job | 38. Motivation | The factors that inspire an employee to complete a task at work | 39. Job design | Changing the nature of a job role in order to increase motivation or reduce dissatisfaction at work | 40. Empowerment | Giving employees the power to do their job, trusting them, giving them authority to make decisions and encouraging feedback from them | 41. Job rotation | Varying an employee's job on a regular basis | 42. Job enlargement | Expanding the number of tasks completed by an individual | 43. Job enrichment | Increase the level of responsibility within a job to make work more challenging and rewarding | 44. Operational targets | These are specific and usually measurable objectives set for each operations activity of a business | 45. Capacity | The maximum output that a firm can produce with existing resources | 46. Capacity utilisation | This is the proportion that current output is of full capacity output - current output divided by maximum output X 100 | 47. Unit cost | This is average cost per unit of output - unit cost = total costs divided by output | 48. Excess capacity | When a business has greater production capacity than is likely to be used in the foreseeable future | 49. Overtime | Staff working beyond their contracted hours in exchange for a higher weekly wage | 50. Sub-contracting | Using a supplier to manufacture part or all of a firm's product or service | 51. Stocks | Materials or finished goods held by a firm as needed to supply customers' demand | 52. Rationalisation | Reorganising resources to cut costs - often leading to a cut back in capacity | 53. Quality product | A product or service that meets customers' expectations and is therefore 'fit for purpose' | 54. Quality standards | The expectations of customers expressed in terms of the minimum acceptable production or service standards | 55. Quality control | This is based on inspection of the product or a sample of products | 56. Quality assurance | A system of agreeing and meeting quality standards at each stage of production | 57. ISO 9000 | An internationally recognised certificate that acknowledges quality procedures | 58. Total quality management | TQM - an approach to quality that involves all employees at every stage | 59. Internal customers | People within an organisation who depend upon the quality of work done be others in the organisation | 60. Customer service | The provision of service to customers before during and after purchase | 61. Supplier relationships | Links with the companies that supply a business with goods and services | 62. Service level agreement | Agreements or contracts with suppliers that clearly lay down the service they must provide | 63. Information technology | The use of electronic technology to gather, store, process and communicate information | 64. Robot | Computer controlled machine able to perform a physical task | 65. Supply chain | All of the stages in the production process | 66. Sustainability | Production processes that prevent waste by using the minimum of non-renewable resources | 67. Marketing | Identifying and meeting customer needs | 68. Market | Anyone willing and with the financial ability to buy a product or service | 69. Niche marketing | Meeting the needs of a relatively small number of potential customers | 70. Mass marketing | Meeting the needs of a very large number of potential customers | 71. Consumer marketing | Creating and delivering products to solve consumer's needs | 72. Business marketing | Serving the needs of a business | 73. Marketing mix | The integration of product, place promotion and pricing designed to achieve the marketing objectives of the business | 74. Product development | Changing aspects of goods & services to meet the changing needs of existing customers or to target a different market | 75. Product line | A set of related goods or services | 76. Product mix | The full range of products offered by a business also known as product portfolio | 77. Unique selling point | A feature or function of a product that makes it different to any other on the market | 78. Product differentiation | Creating a perceived difference for a product in a competitive market | 79. Product portfolio analysis | Analysing the existing product mix to help develop a balanced range of goods and services | 80. Boston Matrix | A method of analysing the products in a firm's portfolio based on relative market share & market growth | 81. Product life cycle | The path of a product from its introduction onto the market, to its eventual disappearance from the market | 82. Promotion | Bringing a product to the attention of existing and potential customers | 83. Sales promotion | Offers designed to increase sales | 84. Promotional activities | The ways in which a firm communicates to customers in order to increase sales | 85. Direct selling | Selling directly to the consumer without an intermediary | 86. Merchandising | The visual presentation of a product at the point of sale | 87. Advertising | The use of media to communicate with consumers | 88. Public relations | Communicating with the media and other interested parties to enhance the image of the business | 89. Branding | Creating an identity for a business and its products to differentiate it from its rivals | 90. Promotional mix | The combination of promotional activities used to communicate with a target market | 91. Pricing strategies | Long term pricing plans which take into account the objectives of the business | 92. Price skimming | Charging a high price at launch to help recoup development costs | 93. Penetration pricing | Below market price to gain a foothold in an established and competitive market | 94. Price leader | A product that has significant market share and can influence the market price | 95. Price taker | A firm which sets its prices at the same or similar level to those of the dominant firm in the industry | 96. Pricing tactics | The manipulation of price to achieve a specific short term objective | 97. Loss leaders | Products sold at less than cost to attract customers | 98. Psychological pricing | The use of odd number pricing to increase the value for money appeal of a product | 99. Price elasticity of demand | The responsiveness of demand for a product to a change in its price | 100. Price inelastic demand | The demand for a product changes proportionately less than the change in price | 101. Price elastic demand | The demand for a product changes proportionately more than the change in price | 102. Distribution channel | Method by which a product is sold to the customer | 103. Direct sale | Where no intermediaries are used | 104. Intermediaries | Organisations involved in the distribution of goods and services on behalf of other businesses | 105. Business to business markets | Companies meeting the needs of other companies | 106. Business to consumer markets | Companies meeting the needs of final consumers of goods and services | 107. Degree of competition | The number and size of businesses operating in a given market | 108. Market conditions | The nature of the product, the needs of consumers, the number of firms and the ease of entry to the market | 109. Competitiveness | Characteristics that permit a firm to compete effectively with other businesses | 110. Competitive advantage | Methods of competing which are distinct and offer consumers greater perceived value than those of rival products |
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