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New Releases: Enterprise Case Studies

New Releases: Enterprise Case Studies


Enterprise Case Studies III: STARTING UP

People start enterprises for many different reasons - to make money, to give themselves interesting jobs, maybe even to make the world a better place. But they all have to find a way to get going - and starting up is never easy.

INTERNET BUSINESS:
Spoonfed is a web-based guide to events in London. started up by two students in a basement. Taking the plunge meant doing hard research on the venues and potential customers for their service. They got important help from mentors, put a lot of work into recruiting a well-motivated team and made great use of social media such as Facebook and Twitter to build up awareness of Spoonfed.

THE TEA ROOM:
Who in the world would go to a poor area, with a bad reputation, and set up an old fashioned tea room serving locally made food in a state-of-the-art eco-building? Carole Wells, that's who. Carole set up her Croft Tea Room as a new type of business - a social enterprise called a CIC - a community interest company. Marketing the business has meant using a computer database, emailing and old-fashioned house-to-house leafleting.

THE FITNESS BUSINESS:
Penelope Fitstar is a tiny business -- with big ideas. At the moment founder Louise Whyte is helping new mothers in her local area to get fit, but her hope is for a global brand with franchises everywhere. Setting up has had its problems, too - not the least of which has been a clash with a multinational company over copyright issues!

Item no.: MA00110197
Format: DVD
Duration: 25 minutes
Copyright: 2011
Price: GBP 125.00

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BUSINESS PLAN IN ACTION, THE: THREE CASE STUDIES

Three businesses and three business plans. Why did they need them? What did they put in them? Were they worth it?

AIMS & OBJECTIVES:
Every business plan should have a company's aims and objectives. The Croft Tea Room has the ambitious aim of helping to regenerate the run-down area of St Mary Cray. And linked to a firm's aims will be a description of its product or service. In the case of the Spoonfed company this is a website where you find out everything that's going on in London.

MARKETING:
At the heart of any business plan has to be a marketing plan. Who's going to want your product? How are you going to tell them about it? How much are you going to sell it for? Vital, too, is to show you've done your market research. For the founders of Spoonfed this meant getting on their bikes and surveying potential venues. Meanwhile Louise, founder of fitness business Penelope Fitstar, has developed a "brand identity" which she says is crucial to her marketing plan.

FINANCE:
Many people consider the financial section of the business plan the most important - it shows how the money works. You have to explain where your revenue is going to come from, and, critically, that you will have the money when you need it - your cash flow. The financial section is especially important when using your plan to raise money - the founders of Spoonfed used their plan to raise ¢G1 million. Also: plan v reality - how did things work out in practice?

Item no.: LC00110195
Format: DVD
Duration: 25 minutes
Copyright: 2011
Price: GBP 125.00

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ALL ABOUT ECONOMICS & BUSINESS 1: HOW ECONOMIES WORK

This film looks at how economies work -- in particular, the market economy.

THE MARKET ECONOMY:
This is an economy based on what's called "free enterprise" in which people are free to set up businesses to sell their goods or services and try to make profits. Economists divide the modern economy into primary, secondary and tertiary sectors. Some organisations are owned by the government - the public sector. The combination of private and public industries is called the mixed economy.

SO WHAT IS ECONOMICS?
Economics is a social science. "Social" means it deals with people; it's a science in that it tries to explain how the economy works. Microeconomics looks at the way individuals and businesses make decisions, including factors like price, supply and demand, and the price elasticity of demand. Macroeconomics, meanwhile, looks at how the wider economy as a whole works, including theories such as those of Adam Smith and the "invisible hand" of the market.

BOOM & BUST:
There are drawbacks to the market economy -- problems such as inflation and also cycles of "boom and bust". A spectacular example is the "credit crunch" of 2008, when US banks overstretched themselves by handing out too many mortgages to unreliable borrowers. A bust can lead to a slump, or recession, like the historic Wall Street Crash of 1929 in the US.

KEYNES V MONETARISM:
John Maynard Keynes believed that governments could intervene to deal with a recession -- by stimulating demand. But in the 1970s, inflation became the big enemy and Margaret Thatcher tried a new economic theory - monetarism, which involved attempting to control the supply of money.

OTHER ECONOMIC MODELS:
But the free market isn't the only economic model. Influenced by the ideas of Karl Marx, countries such as Russia and China, had revolutions and set up what they claimed to be communist economies. China is still, in theory, a communist country. In practice, it has embraced capitalism, including the exploitation of workers.

GLOBALISATION:
To cut costs, companies are increasingly outsourcing their production to countries where workers are not given the same rights as in this country. In theory, multinational businesses support free trade - in other words, no barriers to selling goods. But in practice Europe and the US step in to protect their industries.

A BETTER MODEL?
The market economy is based on growth and credit - but do economies have to be like this? Is it possible to develop an alternative model which doesn't depend on consumerism, waste and greed?

Item no.: WC00110148
Format: DVD (With Publication)
Duration: 30 minutes
Copyright: 2009
Price: GBP 145.00

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ALL ABOUT ECONOMICS & BUSINESS 2: HOW BUSINESSES WORK

This film looks at businesses, what they are and how they work. How are they changing under social and environmental pressures?

THE ENTREPRENEURS:
Early entrepreneurs like Richard Arkwright were key players in the industrial revolution. The entrepreneur "super stars" of today are the direct descendants of Arkwright. Think of an idea, get backing, make a fortune -- this is the classic model of what's called "free enterprise".

TYPES OF BUSINESSES:
Key to the development of businesses is the idea of limited liability - which enables shareholders to invest in businesses without being personally liable for their debts. There are two main types of limited companies - public and private, but there are many other kinds of organisations, too - from sole traders to co-ops.

FUNCTIONAL DEPARTMENTS:
Businesses are divided into what's called functional departments, including marketing and sales, finance, production and personnel. Employees of a small UK manufacturer explain how their departments work.

PUBLIC SECTOR:
But not all organisations are privately owned. Many are funded by the taxpayer and are there to provide services, for example, the National Health Service, schools and the local council.

EXTERNAL FACTORS:
Almost as important as what happens INSIDE a business is what happens OUTSIDE. These are called external factors, and include the general state of the economy, exchange rates, and our membership of the European Union. Are the burdens of EU bureaucracy outweighed by the advantages?

GLOBALISATION & ETHICS:
Much of what we buy is produced by people working in poor conditions in the developing world. The idea of corporate social responsibility has emerged - the idea that companies have a responsibility to a wider group than just their shareholders - their "stakeholders". But, by law, directors are obliged to run the business in the interests of the shareholders and this mean profits come first.

NEW WAYS OF DOING BUSINESS?
Capitalism is supposed to be all about competition. But it's also about cartels and price-fixing - as has been suspected of the energy companies in recent years. Recent years have seen a growth in "social enterprises", companies who claim their main aim is to improve society. But what about the need to protect the environment? Some companies are taking steps to be greener - but is this enough for the health of the planet?

Item no.: VE00110149
Format: DVD (With Publication)
Duration: 30 minutes
Copyright: 2009
Price: GBP 145.00

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ENTREPRENEURS, THE - 1: TOSSED, THE SALAD BAR

Tossed is a new salad bar chain set up by twenty-something entrepreneur Vincent McKevitt in the teeth of catastrophic economic conditions. Will the credit crunch make or break his new business?

HEALTHY EATING:
Vincent set up his first salad bar in 2005. His aim is to sell "healthy eating" - nutritious food but packaged in attractive ways.

HOW TO BE AN ENTREPRENEUR:
Vincent started young - seliing ice cubes to his sisters! He funded his new business with loans from friends, family - anywhere he could get the money. He works from five in the morning until bedtime, seven days a week.

BAKER STREET GOES LIVE:
Against the odds, Tossed opens a new store at London's Baker Street - on time. Customers seem impressed with the product. A key attraction is they can choose what they want in their salad. But there's a worldwide financial crisis underway and this brings Tossed problems - but also opportunities.

MARKETING & BRANDING:
The big challenge - how does Tossed make itself stand out in the crowd, in other words, differentiate itself from the competition? The answer - a store with bright colours, lively designs and "cheeky" messages.

The design agency Honey Creative explains the thinking behind Tossed's appearance in the high street.

CRUNCH TIME: But the store faces financial problems. Tossed's accountant Nigel Harris is concerned that they may be moving too fast. What about cash flow? Where's the money going to come from to finance their rapid expansion? And is this the right time for Vincent to be talking about taking out ¢G50,000 as a personal bonus?

A SALAD BAR TOO FAR?
To generate the cash he needs to run his business Vincent is counting on the opening of another store at the huge new Westfield shopping centre. But operating in the shopping centre is a big challenge, and requires a different type of store. Will Vincent's gamble come off?

THE FRANCHISE:
Meanwhile, there are problems at the Baker Street store, too. This store is a franchise and Vincent is worried the franchise holder isn't up to scratch. Sales are dead in the evening and the store isn't being kept stocked up.

FIRST DAY MADNESS:
The new Westfield shopping centre opens and so does the newest Tossed outlet. Chaos breaks out, queues form, and Vincent is worried that customer service isn't as good as it should be.

Item no.: HN00110155
Format: DVD (With Publication)
Duration: 27 minutes
Copyright: 2009
Price: GBP 145.00

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Enterprise Case Studies 1: WINNERS & LOSERS

Starting a business isn't easy. Half of new businesses go bust within the first three years. How do you keep yourself going before the money starts rolling in? What if the money DOESN'T start rolling in? The following case studies tell stories of enterprise success -- and failure.

THE SMELL OF SUCCESS:
S'Amuser is a bold experiment in retailing -- a business in Glastonbury offering customers the chance to blend their own perfumes. But this high street perfume bar is only the beginning of the founders' business concept. Their aim is to launch franchises all over the country.

THE CRISP MAKER:
Will Chase started his business life as a farmer. When he was 20 Will bought his family farm with a ¢G200,000 bank loan. But he couldn't pay it off, and in 1992 Will went bust. Then he bounced back, selling potatoes to the big supermarkets.

But fed up of being pushed to cut prices by the supermarket buyers Will thought of something else to do with his spuds - make them into crisps -- hand-cooked artisan crisps. It was a big investment and a huge risk, but it paid off. Tyrrells crisps are Britain's big snack food success story of recent years.

BONE BUSINESS:
Ayshe is an osteopath - she cures people who have pains in their backs without using drugs or surgery. Most osteopaths work in clinics - but Ayshe has set up her own business called Backbone. She's experimented with different types of marketing and advertising - but believes the best promotion for her business is word of mouth. She now hopes to open her own clinic. But it all means lots more responsibility and hard work.

THE ONE THAT FAILED:
Jonny had a bright idea for a business. It seemed like a good plan -- finding venues for companies that wanted to hold events. Jonny went for it -- but turning the idea into reality took time and money. Cash flow was a big problem, debt mounted up. After two years he had to give up. He feels his biggest mistakes were not having a proper business plan and spending too much, too soon.

Item no.: SV00110123
Format: DVD (With Publication)
Duration: 45 minutes
Copyright: 2007
Price: GBP 145.00

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Enterprise Case Studies 2: TECHNOLOGY & INNOVATION

Many people start up new businesses looking to make money from technology and innovation. But what are the realities of starting a technology-based business? The following case studies illustrate both the possibilities and the pitfalls.

SELLING GLASSES ONLINE:
Three years ago Jamie was in university. Today he's the boss of ¢G3 million company. The secret of his success - selling glasses direct to customers over the internet.

It all started when he was doing his exams and needed a pair of glasses. He believed the high street price of ¢G150 was a rip-off - so started "Glasses Direct" a web-based firm which sells its glasses at an amazing ¢G15 a go.

Buying is simple - you just type in your prescription into the website. You can even try out your glasses out online! But success didn't come without problems - to begin with everything was done from home and the high street retailers gave Jamie a hard time by putting pressure on his suppliers. The big secret, according to Jamie, is start small, grow big.

THE MOBILE PHONE BROTHERS:
It's got a dodgy image, but two brothers claim to be bringing an "ethical" approach to the mobile phone sales business with an enterprise called Foneoptions.

The brothers literally started their call centre operation in a bedroom - but got into trouble with the neighbours. But now they're in commercial premises and aim to be the best in the business - by, they say, being honest. It's hard work and they fight all the time -- but the brothers reckon it's all worth it.

THE WEBSITE DESIGNERS:
Fed up of working for someone else, Jill and Jonathan set up their own business - Futurate -- designing websites. Most of their customers are in the public sector and this involves tendering for business - a long and difficult process. Futurate almost went bust after an important client took their web-design work in-house.

Item no.: WN00110124
Format: DVD (With Publication)
Duration: 36 minutes
Copyright: 2007
Price: GBP 145.00

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INNOCENT DRINKS

This is the story of the highly successful company Innocent Drinks - a company that claims to have been ethical in all aspects of its business. Innocent makes fruit smoothies - and is now using its healthy image to carve out a unique position for itself in the drinks market.

HOW IT ALL STARTED:
The company was set up by three young men in 1998 who knew each other at college and always wanted to have their own business. The early days were difficult - raising the start-up money was a particular problem. Business boomed and the firm's turnover is now running at over ¢G70 million.

A NEW WAY OF MARKETING:
Their main market is people like themselves - the cash-rich, time-poor. At the heart of their marketing approach is the language they use to sell their drinks - engaging with customers in a lively, jokey, informal way. Customers chat back with e-mails.

NEW PRODUCTS:
Building on the success of their smoothies, the company has launched a range of other products, all with a health-related angle. They moved into the children's market in 2005. It's been a big success -- in one year they've seen ¢G10 million revenue from selling kids' smoothies alone.

ADVERTISING:
Their first TV advert they made themselves with their own video camera. The second they made out of "recycled" existing clips and footage. The accent, as in all their marketing, is, they say, on a simple, homely, honest approach - "the innocent way".

THE INNOCENT WAY:
Grass covered vans, grass even on their office floor and fun events like "Fruitstock" are all part of the Innocent way. But it also takes an ethical approach which includes giving 10 per cent of its profits to charities which run community projects in the countries it gets its fruits from. But is 10 per cent enough?

THE MANUFACTURING PROCESS:
Innocent outsources the actual manufacture of their juices to other companies. Innocent claim they are pushing them to be ethical, too - but would not allow the film-makers to visit their factories.

HOW GREEN IS MY COMPANY:
The firm has its own "sustainability squad" whose job is to monitor and reduce the company's carbon dioxide emissions. Their cars and vans are hybrids or run on bio-fuel, they use green electricity in the office and they're introducing 100% compostible packaging.

BUT IS IT ENOUGH?
But how much difference does one off-beat company like Innocent make in the scheme of things? Is Innocent part of a trend to healthier eating and drinking, and more environmentally friendly ways of doing a business? Or a mere drop in the ocean of the big companies and the capitalist system?

AN ALTERNATIVE VIEW:
But exactly how innocent is Innocent? How healthy are their products? Dietician Catherine Collins outlines her own reservations about the company and argues that they stand guilty of misleading marketing.

Item no.: HL00110128
Format: DVD (With Publication)
Duration: 27 minutes
Copyright: 2006
Price: GBP 145.00

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LOCAL COUNCIL, THE

Local government is a massive part of the UK economy - but why is it there? What does it do? This film goes inside Cornwall County Council to find out.

THE LOCAL COUNCIL:
A local council may appear similar to a private business. It employs people. Who undertake many of the same functions as a private business. But councils don't have to make a profit. And they have to provide a wide array of services, from looking after the elderly to maintaining the roads.Private businesses have shareholders and are run by directors on their behalf. Councils have councillors who are elected by local people and the council is accountable to the public for its actions.

AIMS & OBJECTIVES
Private businesses aim to make profits. Historically local government has set out to improve people's lives. Many people are attracted to work for councils because they want to serve the community and help people. People in the public sector are often paid less than people with similar abilities in the private sector, but some claim to get more satisfaction from their work.

MAKING DECISIONS & CONSULTATION
People sometimes complain that democratic decision-making takes too long because too many people have to be consulted. But on the other hand is the quality of those decisions better? Do people on the street feel that their voices are heard? Cornwall put in a bid to become a world heritage site, involving large sums of money - but how much say did residents have?

MEASURING SUCCESS
Private sector businesses measure their success in terms of how much money they make. In the public sector it's not so straightforward. Councils are judged by the quality of their services they provide - a much harder thing to quantify. Some people think they're not getting value for money from their taxes.

PERFORMANCE INDICATORS
The council tries to measure their effectiveness using performance indicators - what are these? Do the performance indicators measure the right things? How do you measure what care workers do? Is there a danger of spending more time on measuring work than actually doing it?

PERCEPTION & REALITY
Councils often get a bad press. And many residents feel they're not getting value from the taxes they pay. In particular social services are often attacked publicly when things go wrong. And form-filling and procedures are the bane of many council workers' lives. But despite the problems, many of the people who work for the council feel they are making a real difference both to their community and to society as a whole.

Item no.: NP00110113
Format: DVD (With Publication)
Duration: 25 minutes
Copyright: 2006
Price: GBP 145.00

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FINANCE IN BUSINESS 1: STARTING A BUSINESS

You can have a great product, great marketing ideas: if you don't understand how FINANCE works, you're in trouble.

In this entertaining guide, Dave Nellist talks us through the importance of finance for business start-ups: what the main sources are, and the pros and cons of each.

CASE STUDIES from real-life businesses illustrate the points and theories.

LOAN CAPITAL v SHARE CAPITAL. Loans are repayable, with interest, regardless of the company's ability to pay. Share capital is more flexible, but it means losing some control. Other sources of finance include grants, and pooling money through partnerships.

ROLE OF BANKS and VENTURE CAPITALISTS also featured. And CREDITORS are a source of finance. In effect, they're lending you money - even though they wish they weren't!

OVERALL MESSAGE: setting up a business is NOT EASY. It takes luck, determination and good control of the money side.

Item no.: LD00110102
Format: DVD (With Publication)
Duration: 23 minutes
Copyright: 2005
Price: GBP 145.00

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WHOSE BUSINESS?

How do you define a business? Is it the people who work for it? Is it figures on a balance sheet? This thought-provoking film explores the different ways of looking at a business using case-study examples.

Business Activity: Any business, whatever size, has INPUTS, FUNCTIONS and OUTPUTS. But EXTERNAL FACTORS, too, play a key role.

Stakeholders: These are the groups who should have a say in how a business operates. But does that work in practice? How many companies really take account of stakeholders' needs, how much is lip service?

Conflict In Business: In practice, the various interest groups in a business often have competing goals. What are these conflicts? How can these conflicts be reconciled?

Corporate Social Responsibility: Many organisations proudly publicise their codes of practice regarding ethical trading and the environment. Yet the profit motive still drives the market economy: what about the companies whose products are inherently irresponsible?

Item no.: DE00110099
Format: DVD (With Publication)
Duration: 25 minutes
Copyright: 2005
Price: GBP 145.00

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BUSINESS STRUCTURES

You can't see it, but ifs probably the most important thing in a business. This film offers a comprehensive guide to business structures with examples including Daimler Chrysler, Easy Jet and Stena Line.

Functions: The most common business structure is by function, such as marketing and production. But some companies also organise themselves around particular products or geography.

Tall v Flat: "Tall" organisation have layers of managers structured in a hierarchy. "Flatter" companies have fewer layers - which they claim gives them more flexibility.

Chain of Command: A tall company has a long chain of command, but managers have a narrow span of control. Everybody knows what they're supposed to be doing - but are tall hierarchies too rigid?

Team Working: In multinational drugs company Eli Lilly staff work in numbers of different teams with different team leaders. This is known as a matrix structure.

Human Costs: Companies flatten their structures by cutting out layers of managers. But what about the human cost - large-scale redundancies and stress at work?

Review
"generally a very good video. It relates the organisation to real industry examples." - Professor N D Burns, Loughborough University

Item no.: SW00110007
Format: DVD (With Publication)
Duration: 26 minutes
Copyright: 2004
Price: GBP 145.00

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HOW A BUSINESS WORKS

What makes a company tick? This DVD explains basic business functions inside Cameron Balloons, the world's largest maker of hot air balloons.

Marketing: Like all firms, Cameron has to market its balloons. Specialist publications, "word of mouth" and the internet are vital parts of its "marketing mix".

Production: We show how a balloon is manufactured from the basic design to the production line.

Personnel: Cameron employs 70 people and it's down to the human resources department to do everything from hiring and firing to training people.

Accounts: Tight control of the firm's money is a key aim of the accounts function. To ensure they get paid, Cameron has a very simple formula - no money, no balloon.

Structure: Textbooks imply businesses are divided up into functions and departments, but the real world doesn't work like that. In Cameron everyone has to muck in to meet deadlines and solve problems.

Reviews
  • "Very good as a general introduction." - Mrs H She/gold, Blue CE School

  • "Very good. I am very pleased with it." - Jonathan Blane, latymer School

    Item no.: FS00110005
    Format: DVD (With Publication)
    Duration: 25 minutes
    Copyright: 2004
    Price: GBP 145.00

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    ORGANISATIONS COMPARED

    Dave Nellist takes us on a light-hearted exploration of the basic types of organisations. Within the private sector, Dave explains the principles behind sole proprietorships, partnerships, private and public limited companies, as well as franchises and co-operatives.

    Case study examples illustrate the advantages and disadvantages of each type of organisation.

    The film also covers the public sector, in the shape of central and municipal government. Over 20% of the working population are employed here.

    Review
  • "It enlivened the subject. One of the best videos I've seen in this area." - Mr Donegan, Portabello High School

    Item no.: BG00110014
    Format: DVD (With Publication)
    Duration: 25 minutes
    Copyright: 2002
    Price: GBP 145.00

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    BASICS OF FINANCE 1: ARE WE MAKING A PROFIT?

    A light-hearted cose study offering a dear 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 creditorc? Maybe Jay's making money now, but what if there's a downturn in his main markets?

    Review
  • "Sharp pace and appealing story - a real achievement in a film about accounts!" - Clone Jackson, Moat Community College

    Item no.: JJ00110066
    Format: DVD (With Publication)
    Duration: 23 minutes
    Copyright: 2001
    Price: GBP 145.00

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    BASICS OF FINANCE 2: THE BALANCE SHEET EXPLAINED

    Jay expands his financial enlightenment.

    The profit and loss account (Film I) 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.

    Review
  • "After the video, one pupil said: 'I understand the balance sheet now!' Praise indeed." - Sue Hall, Embley Park School

    Item no.: CU00110067
    Format: DVD (With Publication)
    Duration: 23 minutes
    Copyright: 2001
    Price: GBP 145.00

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    STARTING A BUSINESS: THE CAFE BAR

    How Dave and his brothers set up a cafe-bar. They get planning permission, they design the interior, open up and customers pour in.

    But six months on, there's a crisis. Money's going out as fast as it's coming in. A lack of control means they don't know where it's going.

    The business comes close to going bust. Key staff resign, angry at not having been paid their bonuses. Eventually the cafe bar weathers the storm. A new management regime is introduced, with tighter financial controls and new stock control system. The key lesson: a new business needs a sound financial base.

    Review
  • "Paints a picture of what a business is like." - Mr A Slay, The Henry Box School

    Item no.: HB00110006
    Format: DVD (With Publication)
    Duration: 30 minutes
    Copyright: 2000
    Price: GBP 145.00

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    HOW TO DO A BUSINESS PLAN

    Every business needs a business plan - but how do you put one together? Jay, a clothes designer, and Robin, in the forestry business, explain how they wrote their business plans.

    Objectives: the business plan has to state what the business has been set up to do.

    Marketing-, the plan describes the product, who it's aimed at, how they'll buy it and at what price.

    Production: the production plan outlines how they'll make their product.

    Resources: will the business need start-up cash to get going and what assets will it have?

    Finance: how much cash will the business really need to keep going while setting up?

    Review
  • "Very informative. Snappy and to the point." - Judith Goodman, Malborough School

    Item no.: SG00110012
    Format: DVD (With Publication)
    Duration: 30 minutes
    Copyright: 1997
    Price: GBP 145.00

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    WHAT IS A BUSINESS?

    A clear explanation of the features common to all businesses. The film takes us on a tour of a toy firm and explains how staff tackle day-to-day problems.

    We look at how the business is organised: the company structure and its aims and objective. We explore how they develop a new product line, and demostrate the crucial role of marketing. We explain the importance of the finance function and, underpinning everything, production, in other words how the firm manufactures its goods and the part played by the workforce.

    Review
  • "I find both the video and support material extremely useful." - A Curry, Stranmillis College

    Item no.: ET00110013
    Format: DVD (With Publication)
    Duration: 22 minutes
    Copyright: 1995
    Price: GBP 145.00

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    INTO THE FIRE

    The story of Brian and Linda on the perilous path to running their own business. They nearly go bankrupt, and they are only saved by Linda's valiant efforts. She has to chase debts in person to get the money needed to stay in business. Shows that survival relies on strictly monitoring cash flow. The story of Linda and Brian is continued in "Managing the Money"

    Review
  • "Interesting, realistic, watchable." - Jonv Bravo. Crovdon Business School

    Item no.: NH00110015
    Format: DVD (With Publication)
    Duration: 27 minutes
    Copyright: 1992
    Price: GBP 145.00

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    STAYING THERE

    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?

    Item no.: WE00110068
    Format: DVD (With Publication)
    Duration: 23 minutes
    Copyright: 1991
    Price: GBP 145.00

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