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P1: describe the type of business, purpose and ownership of two contrasting businesses D1: Evaluate the influence different stakeholders exert in one organisation.

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Unit 1: The Business Environment (P1 and D1)

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Uploaded on
June 3, 2022
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Written in
2019/2020
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P1: describe the type of business, purpose and ownership of two
contrasting businesses
Type of business Purpose Ownership
PLC (BT) BT’s purpose is repeatedly The Board is responsible for
evolving to ensure they build on the group’s strategy and for
their strengths and they allow to overseeing the group’s
respond to market opportunities performance. The Board’s
and challenges. They have focus is on: strategy;
already positioned themselves development; growing
well to drive sustained growth in shareholder value; oversight
value. They have done this by and control; and corporate
having deep relationships with a governance.
wide range of customers
including 30 million consumers, 1
million businesses and nearly
1,500 multinational corporations.
Charity (Thames Hospice) Thames Hospice is the local They employ more than 200
charity covering in East Berkshire staff, who are specialists in a
and South Buckinghamshire. variety of fields; including
They are experts for providing palliative medicine, social
care for people living with life- work, marketing, fundraising
limiting illnesses. An essential and retail. In addition to their
part of their work is also Trustees, who give their time
supporting their families and for free, they have over 550
carers. They care for the physical, volunteers who support them
social and psychological needs of to provide their services - from
their patients, not just the helping patients, to working in
condition. They have very skilled their shops and supporting
medical teams who work with them at events.
their patients, their families to
develop something that tailors all
their individual needs. To keep
Hospice running they need £8
million every year. 50% of it is
relied on the community by
selling clothing, homeware,
electricals and more.
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