55 models and theories at GCSE level, including the GCSE Business syllabus topics, written against the Department for Education subject content.
People buy on emotion and justify with logic. Sell to the first and arm them for the second.
Primary and secondary, qualitative and quantitative — two different splits people constantly confuse.
Cutting a market into groups so you can be genuinely right for some of them.
Find out what they want. Go get it. Give it to them. All three, or none of it works.
Product, price, place, promotion — and why getting one wrong undoes the other three.
Introduction, growth, maturity, decline — and the extension strategies that buy more time.
How many you have to sell before you stop losing money — and how much room you have if sales disappoint.
Profitable businesses go under every week. This is how.
Two numbers that tell you whether the problem is your pricing or your overheads.
Where the money comes from, and what each source really costs you.
Three ways to make things, trading flexibility against cost per unit.
Scope, time and cost. Fix two and the third moves — there is no arrangement where it does not.
Inspecting at the end, building it in throughout, or making it everyone's job.
The job you agreed and the job you are doing drift apart one small favour at a time.
Acknowledge, Question, Understand, Answer. In that order, and the order is the whole thing.
Four reasons someone is not performing. Two are yours, two are theirs, and you need to know which.
Five levels of need, and the claim that you cannot motivate with the higher ones until the lower ones are met.
Tall or flat, wide or narrow span — and what each does to speed, cost and how people feel.
Hire from inside or outside, and the training choices that follow.
Every team has rules. Most of them are unwritten, which is why people keep breaking them.
Awareness, acceptance, action, accountability, acknowledgement — five steps, and most people stall at the second.
The short version of why a new team gets worse before it gets better.
The answer you give is forgotten. The one they reach themselves is acted on.
Every privilege at work carries a matching responsibility. Grant one without the other and it stops being either.
If the owner is below deck rowing, nobody is steering.
Most people wait to *have* before they *do*. It runs the other way round.
Three rings. Stay in the middle one — and when you overshoot, retreat to it, not to the couch.
You are responsible for more than you control, and you control more than you think.
Between setting a goal and the deadline are hundreds of small choices, each one nudging you up or down.
Whether you think there is enough to go round changes how you negotiate, hire and refer.
Motivation peaks at just-manageable difficulty — the midpoint between boredom and failure.
Being busy and getting results are different things, and only one of them is measured.
Stuck between two good options? Ask what is holding you and what is pulling you.
The whole of business planning in three questions, and most plans skip the first.
Short enough that you cannot defer it, long enough to finish something.
Kennedy set the date before anyone knew how. The deadline is what produced the method.
Survival, profit, growth, market share, personal satisfaction — and why they change as a business ages.
The real sequence, in order, with the bits people get wrong.
Grow it yourself or buy someone else's — two routes with very different risks.
Everyone with something at stake — and why their wants genuinely conflict.
Caterpillar, chrysalis, butterfly. Nobody wants to talk about the chrysalis.
Every business contains the same ten jobs. In a small one, the owner is doing most of them.
Time, money and mind. Most owners chase the second and lose the other two.
Sole trader, partnership, limited company, plc — and the one difference that actually matters.