"We aim to send all young people into an ever-changing world, able and qualified to play their full part in it."
Created by Mr Pirozzolo
Every decision you've made — and exactly how it shaped your business.
Wild card economic events you have triggered and their impact on your business.
Created by Mr Pirozzolo
Configure your company's starting values and market conditions. All changes affect your metrics immediately.
Every number on your BizSim dashboard links directly to the Edexcel GCSE Business syllabus. Here is what each metric means and how your decisions change it:
The actual money in the bank right now. This is NOT the same as profit.
Cash falls when you spend on R&D, staff, equipment or loan repayments. Cash rises when customers pay you. If Cash hits −£10,000, the business is insolvent — game over!
Total income from selling products or services — before any costs are deducted.
Revenue rises when you raise your price, sell more units, or launch new products. Falls in recessions when consumer spending drops. Setting the right price is key — too high reduces demand, too low reduces margin.
Costs that do not change with output — you pay these whether you sell 1 unit or 10,000.
Includes rent, manager salaries, insurance, loan repayments. Fixed Costs directly determine your Break-even Point — the higher they are, the more you need to sell before making any profit.
Costs that rise with every unit produced — raw materials, direct labour, packaging.
Higher Variable Costs squeeze your Gross Profit Margin. Inflation typically pushes VC up as supplier costs rise. Automation can reduce VC per unit but requires large upfront Cash investment.
The number of units you must sell to cover ALL costs — the point where you make neither profit nor loss.
Selling above BEP = profit. Below BEP = loss. The gap between your actual sales and the BEP is called the Margin of Safety. Cutting Fixed Costs or raising the selling price both reduce the BEP.
What the business actually keeps after ALL costs. Net Profit Margin % shows profitability per £1 of sales.
A high NPM% means the business is efficient. A business can have rising Revenue but falling profit if costs rise faster. You need both Revenue AND cost control to maintain strong margins.
How motivated and engaged your employees are (0–100%). Links to Maslow's Hierarchy and Herzberg's motivators.
High Morale → higher Productivity → higher Revenue. Low Morale → poor output, higher staff turnover, rising recruitment costs. Morale at 0% = business failure. Financial rewards (pay rises) and non-financial rewards (autonomy, training) both raise Morale.
How customers, suppliers and the community perceive your business (0–100%). Linked to USP and brand identity.
A strong Brand Score allows premium pricing, attracts better staff, and makes customers loyal. Damaged by poor quality, ethical failures, or price wars. Rebuilt slowly through marketing, quality improvements, and CSR activity.
Inflows = money coming IN (sales, loans, investments). Outflows = money going OUT (wages, rent, supplier payments).
Net Cash Flow = Inflows − Outflows. A healthy business needs positive NCF most months. Even a profitable business can fail if too much cash is tied up in stock or unpaid invoices — this is called a cash flow crisis.
Total employees in the business. More staff = higher capacity but also higher Fixed Costs (salaries).
Hiring raises Fixed Costs immediately but can increase Revenue through better service and productivity. Redundancies cut costs but damage Morale across the remaining workforce. The right number depends on your business's span of control and production method.
💡 Fixed costs don't change with output — you pay these whether you sell 1 unit or 10,000!
Created by Mr Pirozzolo