Saarland Abitur Economics and Business (Saarland Abitur) cheat sheet

Added value is revenue minus bought-in input costs, not profit.

Legal form affects control, financing and exposure, but actual liability and compliance rules require local verification.

Integration type depends on the stage of the supply chain, not the size of the deal.

PESTLE analysis needs an effect on demand, cost or risk to score marks.

Stakeholder conflict is resolved partly by relative power and interest.

Turnover uses average employees; absenteeism uses possible working days.

Job description = duties; person specification = candidate attributes.

Herzberg separates hygiene factors from motivators; pay alone is hygiene.

Leadership style should be matched to task, workforce skill and time pressure.

Redundancy and dismissal have different legal and motivational implications.

PED compares percentage changes, so units cancel; interpret |PED| against 1.

Elastic demand means a price cut raises revenue but can lower contribution.

Market share uses firm sales over total market sales, not capacity.

Boston matrix axes are market growth and relative market share.

The 4Ps must be consistent with the chosen segment and positioning.

Capacity utilisation = actual output ÷ maximum output × 100.

Break-even = fixed costs ÷ contribution per unit; margin of safety = current sales − break-even.

JIT cuts holding costs but raises supply-chain vulnerability.

TQM is preventive and company-wide; quality control is inspection-based.

Critical path is the longest route through the network and sets project duration.

Profit and cash differ because of credit, stock and capital spending.

Break-even = fixed costs ÷ unit contribution; contribution funds fixed costs and profit.

Gearing formulas vary; use the debt and capital definitions supplied in the exercise.

Payback ignores later cash flows; NPV discounts all cash flows.

Liquidity ratios need interpretation, not just calculation.

A business model connects customer value, delivery, resources, costs and revenue; its assumptions require evidence.

Porter's generic strategies require a clear basis for competitive advantage.

Expected value weights outcomes by probability but ignores risk attitude.

Suitability, acceptability and feasibility structure strategy evaluation.

Implementation fails when culture, structure and resources are misaligned.

Opportunity cost is the next-best alternative forgone and can have a monetary valuation.

A shortage at a price is different from scarcity of resources across competing uses.

An own-price movement differs from a demand or supply shift.

State the point, initial-base or midpoint elasticity convention.

Revenue and profit can move in different directions.

Distinguish a budget flow, a debt stock and the financing transactions.

A bank loan can create a corresponding deposit; a 1/r multiplier is a deliberately simplified model.

Policy rates influence, but do not equal, every retail borrowing rate.

Real and nominal measures need the relevant price index and base normalization.

Spending and tax multipliers require their model and sign conventions.

A public good is identified by rivalry and exclusion conditions, not by state ownership.

Use marginal social and private benefits/costs within the specified model.

A corrective tax requires an estimate of marginal external damage at the relevant output.

Distribution and implementation can change a policy evaluation.

A numerical model outcome is not an observed result for a named city.

Comparative advantage compares opportunity costs under the stated technology and trading assumptions.

External-account interpretation requires a consistent financial-account sign convention.

A deficit can be financed by liabilities or by reductions in external assets.

An exchange-rate change has conditional price, volume and timing effects.

Growth, per-person output and multidimensional development are distinct concepts.