10

10
CAPS GRADE

Business Studies

Business Studies 3-in-1

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Alex Pinnock

3-in-1

Alex Pinnock
Grade 10 Business Studies 3-in-1 CAPS
CLASS TEXT & STUDY GUIDE

This Grade 10 Business Studies 3-in-1 study guide uses comprehensive notes, clear, easy-to-follow explanations, carefully
selected questions and answers, to lead you effortlessly through the Grade 10 CAPS curriculum. As you work through this
study guide at your own pace, you’ll notice a steady and marked improvement in your understanding and exam technique.

Key Features:
• Comprehensive notes per term
• Exam questions per topic
• Answers to all questions
• Exam paper and memo
 10
GRADE

Business Studies
CAPS Alex Pinnock

3-in-1

THIS CLASS TEXT & STUDY GUIDE INCLUDES

1 Notes per Term

2 Practice Questions per Term

3 Full Answers per Term E-book

available

2013 publication | 2020 edition | ISBN: 978-1-920297-90-9 02072021 | TAS

 CONTENTS
About this book ........................................................................................... ii TERM 3: BUSINESS ROLES
Exam Guidelines .......................................................................................... ii
Term 3 Teaching plan and Formal Assessment .............................................. 50

Topic 1 Creative thinking and problem solving ................................................ 50

TERM 1: BUSINESS ENVIRONMENTS Topic 2 Business opportunity and related factors............................................ 59
Topic 3 Business location decisions ................................................................ 64
Term 1 Teaching plan and Formal Assessment ................................................ 2
Topic 4 Contracts ............................................................................................ 66
Topic 1 The micro environment ......................................................................... 2
Topic 5 Presentation of business information ................................................. 68
Topic 2 The market environment ..................................................................... 17
Topic 6 Business plan ..................................................................................... 72
Topic 3 The macro environment ...................................................................... 19
Practice questions ............................................................................................. 76
Topic 4 The interrelationship of the micro, market and macro environments .... 23
Answers ............................................................................................................ 78
Topic 5 Business sectors................................................................................. 25
Practice questions ............................................................................................. 28
Answers ............................................................................................................. 31
TERM 4: BUSINESS OPERATIONS

Term 4 Teaching plan and Formal Assessment .............................................. 80

Topic 1 Self-management ............................................................................... 81

Topic 2 Relationships and team performance ................................................. 84
Practice questions ............................................................................................. 89

TERM 2: BUSINESS VENTURES Answers ............................................................................................................ 90

Term 2 Teaching plan and Formal Assessment .............................................. 33

Topic 1 Contemporary socio-economic issues ................................................ 34 EXAM PAPERS & MEMOS

Topic 2 Social responsibility ............................................................................ 36
Exam Paper 1..................................................................................................... 93
Topic 3 Entrepreneurial qualities ..................................................................... 39
Exam Paper 2..................................................................................................... 97
Topic 4 Forms of ownership ............................................................................ 41
Exam Memo 1 .................................................................................................. 101
Practice questions ............................................................................................. 46
Exam Memo 2 .................................................................................................. 111
Answers ............................................................................................................. 48
i Copyright © The Answer Series: Photocopying of this material is illegal
 The tables that follow summarise the different forms of ownership and the 2
Topic 4: FORMS OF OWNERSHIP challenges in establishing each of them. They also highlight the advantages and
disadvantages of each of them.
As the first table shows, the form of ownership chosen will influence the name of
There are FIVE forms in which a business can be owned: the business, the number of its members, and the administrative body with
which it needs to be registered.
 by a sole proprietor (sole trader)  by a partnership
Sole Partnership Close Profit Non-profit Co-
proprietor corporation company company operative

No No The name The name of The name No

restrictions restrictions must end in a private must end in restrictions
‘CC’. company ‘NPC’.
must end in
‘(Pty) Ltd’.
Name
The name of
a public
company
 by a close corporation  by a profit company must end in
‘Ltd’.

1 No limitation 1–10 1 or more 3 or more Minimum

Number of
persons trustees / of 5
members
members members

To be To be No further To be To be To be
registered registered registration registered registered registered
with the with the localof CCs is with Registrar with
with Registrar
local authority allowed, of Companies Registrar
of Companies
authority (taxation) however of
(taxation) those already Memorandum Memorandum Companies
A partnership registered of of
No agreement can continue Incorporation Incorporation A meeting
Registration
document required operating. needed needed needs to
of business
required be held
Notice of Notice of before a
Incorporation Incorporation co-
 by a non-profit company  by a co-operative. needed needed

TERM 2: BUSINESS VENTURES

operative
Fee payable Fee payable is
to CIPRO to CIPRO registered

CIPRO: Companies and Intellectual

Property Registration Office

A co-operative is a group of people or businesses (5 or more members)

joining together to share resources, infrastructure, ideas and costs.

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 2 Sole
proprietor
Partnership Close
corporation
Profit
company
Non-profit
company
Co-
operative
Some forms of ownership have a separate legal identity from the owners or
members. This means that the people in charge of the business benefit from
having a limited liability if mistakes are made, which might make them more
This The capital The capital is This requires This A co- prepared to take risks.
requires a is limited to limited to the a lot more depends on operative
small the amount amount that capital to the function needs very Sole Partnership Close Profit Non-profit Co-
amount of that partners members can and needs of
start up and little start- proprietor corporation company company operative
capital. can contribute. the
contribute. needs beneficiaries. up capital
ongoing as every The The The business The No individual A co-
capital. member business business has a legal business hasis liable for operative
Start-up
does not does not identity. a legal the debts of is a legal
capital owns a
It needs a have a have a identity. a non-profit entity and
business. separate separate Members will company. can own
good cash
legal legal be more The directors The land and
flow to fund Members
identity, identity, prepared to will be more company has have a
all its can buy
which which take risks and prepared to a separate bank
employees. shares in
implies that implies thatdevelop the take risks legal account.
the co- business as it and develop personality/
the trader the partners
operative. will not have the business identity.
might be might be
more more direct legal as it will not
The Limited This could Long-term Long-term It is difficult cautious cautious implications have direct
Legislation
business capital could mean that the growth growth to grow as and less and less for them. legal
will be restrict long- business has prospects prospects members prepared to prepared to implications
Limited for them.
restricted in term growth. restricted are good. are good. often don’t take risks. take risks.
Capacity liability.
its growth long-term Ongoing want new
for growth The The Limited
as only one growth. funding members
business business will liability.
person is needed. to join.
providing will therefore
capital. therefore have limited
have limited growth.
growth.
There is More Loans can be Debentures No one owns Members Unlimited
only one partners can provided by can be sold. the business. could be Unlimited liability.
Gaining
person to be brought members. asked to liability.
extra
back up the in to gain CSI funding. buy shares
capital
capital. capital. in the co-
operative.

'Limited liability' is where there is a maximum

The form of ownership should also be chosen based on the business’s growth amount of money or specific assets that are at risk
prospects, and how much capital can be provided. if a business fails to meet its financial obligations.
TERM 2: BUSINESS VENTURES

In most cases this is limited to the amount

A prospectus is the legal document that must that has been invested in the business.
accompany a business’s offer of securities for sale.
If the liability is limited, then the partner or investor cannot lose more than the
amount of money that he/she has invested in the company.

Business owners are more likely to take business risks if they have a limited
amount of money that they stand to lose.

If business owners stand to lose their personal savings and assets, they are less
likely to promote change, innovation and entrepreneurial risks.
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The tax that the business must pay will differ depending on the business’s form
of ownership.
The form of ownership will also affect how a business is managed. 2

Sole Partnership Close Profit Non-profit Co- Sole Partnership Close Profit Non-profit Co-
proprietor corporation company company operative proprietor corporation company company operative

The owner Partners A close Companies The The co- The owner Partners There is often The Board of The co-
pays tax in pay tax in corporation have more organisation
operative has a have a more than company trustees and operative
a personal their pays tax at a opportunities is is personal personal one manager, has directors directors. appoints its
capacity. personal fixed rate, and to pay less responsibleresponsible interest in interest in depending on elected to own
This may capacity on has more tax. for paying for paying the the the number of manage the manage-
lead to the profits opportunities tax. tax and business. business. members. company. ment: the
long-term earned from to pay less This is must follow chair-
cash-flow the tax and claim achieved However, it the The owner Therefore Different These are person,
issues. partnership. expenses. through can apply for guidelines will ensure they ensure members can specialists vice chair-
allowances tax of the form that there is that the contribute to who are person and
The high tax This could and so on, exemption of good business is different likely to lead others.
rates may lead to the and this may (where the ownership manage- well aspects of the company
lead to greater lead to the company that it ment and managed. management. successfully.
financial success of success of doesn’t pay chose to that the
hardship, the business. the any tax). operate Management business
with. However, However, this However,
and the company. performs. partners are could also the directors
partners’ However, not cause conflict. do not have
personal more However, specialists a personal
Taxation lives may compliance is the owner in manage- interest in
suffer as a required. may not ment and the company
result of have all of entrepre- and this
their failure the neurship, could lead to
to meet the A close
corporation is necessary which could failure.
business’s skills to take lead to the
tax also required
to have an the under-
obligation. business performance
accounting
officer. forward. of the
This business.
unlimited
liability
regarding
tax may

TERM 2: BUSINESS VENTURES

contribute to
the failure of
the
business.

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 2 Lastly, the form of ownership will affect how profits are divided. There are four types of profit company:
• a public company • a private company
• a personal-liability company • a state-owned company
Dividends are the share of profits paid
to the shareholders of a company.
A public company is owned by one or A private company is owned
more public shareholders and shares by one shareholder or a small
are traded on the stock market. group of shareholders.
Sole Partnership Close Profit Non-profit Co-
proprietor corporation company company operative
The owner Partners Members In a private No profits, Members A personal-liability company is A state-owned company is a
does not share the receive profits company the only have an a for-profit company that is company that has the government
need to profits. depending on profit is beneficiaries. equal reflected as ‘Incorporated’. as the majority shareholder.
their distributed share in
share the However, percentage among the the
profits with they might membership. share- business.
anyone. not all have holders. Five types of companies and their characteristics
contributed Profits are
This could equally. In a public divided
Division of motivate the company the equally Personal- State-
owner to Public Private Non-profit
profits shareholders among the liability owned
earn more. get members. company company company
company company
dividends.
The profits Name ending Ltd (Pty) Ltd Inc (SOC) Ltd NPC
are not
directly Number of 1 or more 1 or more 1 or more 1 or more 1 or more
linked to shareholders
managers’
salaries. Formation Memorandum Memorandum Memorandum Memorandum Memorandum
document of of of of of
and Incorporation Incorporation Incorporation Incorporation Incorporation
with Registrar with Registrar with Registrar with Registrar with Registrar
registration
of Companies of Companies of Companies of Companies of Companies
(CIPC and (CIPC and (CIPC and (CIPC and (CIPC and
The 2008 Companies Act recognises two types of prescribed fee) prescribed fee) prescribed fee) prescribed fee) prescribed fee)
companies: profit companies and non-profit companies.
TERM 2: BUSINESS VENTURES

Taxation Income tax Income tax due Income tax due Income tax due Income tax due
due (28%) (28%) (28%) (28%) (28%)

A profit company is Liability Limited liability Limited liability Limited liability Limited liability Limited liability
set up with the A non-profit company does
intention of earning a not have profit as its main Continuity Unlimited until Unlimited until Unlimited until Unlimited until Unlimited until
profit for its owners. liquidated or liquidated or liquidated or liquidated or liquidated or
aim, but rather serves a public closed closed closed closed closed
purpose or good cause.
Management 3 or more 1 or more 1 or more 1 or more 3 or more
directors directors directors directors directors

'Liability' refers to the legal 'Continuity' refers to the long-

obligation to pay debts. term ability of a business to run.

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ADVANTAGES AND DISADVANTAGES You could be asked to respond to questions 2
on this section in a number of ways:
OF THE VARIOUS FORMS OF OWNERSHIP
○ in a short answer
○ in a long answer
○ in an essay
Sole proprietor Partnership ○ as part of a case study.
Advantages Disadvantages Advantages Disadvantages If you are given a case study, remember to
 Receive all profits  Have to make own  Partners have  Personal savings at refer specifically to the form of ownership
 Make all decisions decisions access to joint risk and provide examples.
knowledge and
 Little paperwork to  Little support skills  Joint liability
start up  Workload and
 Unlimited liability  Complicated
 Flexible responsibility is
management  Cash flow can be shared
management
between partners
MIND-MAP SUMMARY OF TOPIC 4
structure an issue  More partners can
 Very little start-up
be added  Can be lack of
capital needed  Resources are capital and cash SOLE PROPRIETOR
shared flow
CO-OPERATIVES
 definition
 definition  characteristics
Close corporation Non-profit company  characteristics  advantages
 advantages  disadvantages
Advantages Disadvantages Advantages Disadvantages  disadvantages  comparison
 Own legal identity  Have to pay  Tax exemption  Cannot generate  comparison
 Limited liability personal tax and own profit
 Can receive
 Members can company tax
donations  Members don’t
contribute different  No longer possible receive profit and PARTNERSHIP
percentages  Organisation
to open are only paid for
 Was easy to continues to exist  definition
 Each member can work done FORMS OF
establish (however  Members motivated  characteristics
act on behalf of CC OWNERSHIP
not any more) by a common goal,  advantages
 Simple  Restricted long- which is usually to PROFIT COMPANY  disadvantages
management term growth do good  comparison
structure
 public company
 private company

TERM 2: BUSINESS VENTURES

Profit company Co-operatives  personal-liability company CLOSE CORPORATION
Advantages  state-owned company
Disadvantages Advantages Disadvantages  definition
 Growth  Requires large  Cost-effective use  Difficult to reach  definition  characteristics
opportunities forms of capital of resources decisions  characteristics  advantages
 Access to  advantages  disadvantages
 Different options for  Lots of paperwork resources and  Difficult to expand NON-PROFIT COMPANY
setting up  disadvantages  comparison
to set up infrastructure
 comparison  definition
 Own management  Some tax benefits  Extra capital and
income  characteristics
and directors
 Profits not evenly  Decisions taken  advantages
 Shareholders can divided democratically  disadvantages
earn profit  Each member has  comparison
an equal share

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 3
TERM 3 TEACHING PLAN Topic 1: CREATIVE THINKING AND
WEEK TOPIC
PROBLEM SOLVING
1
Creative thinking and problem solving
2
CREATIVE THINKING AND ITS CONTRIBUTION
3 Business opportunity and related factors
4 Business location TOWARDS SUCCESSFUL AND SUSTAINABLE
5 Contracts BUSINESS PRACTICE
6 Presentation of business information
7 This section is very practical and requires you to apply
8 Business plan creative thinking. It will be tested mainly in the form of
9 a case study, where you will need to apply your skills
to respond to challenges in business contexts.
10 Revision

TERM 3 FORMAL ASSESSMENT

Creative thinking involves generating new and
Assessment Marks useful ideas through dynamic and critical thinking.
Project 50
Test 100 Entrepreneurs are required to think critically and make decisions on an
Total 150 marks converted to % ongoing basis.
Creative thinking often requires a person to take risks.
In business a creative thinker:
 sees things from different points of view
 stays one step ahead of his/her competitors
 finds a product that consumers need and want.
Creative thinking can also help businesses implement sustainable
business practices.
TERM 3: BUSINESS ROLES

Sustainability is the ability to survive through

the conservation of natural resources.

An example of a sustainable practice is the making of

products from recycled goods or sustainable resources.
Businesses can also supply bicycle sheds and showers
to encourage employees to cycle to work.

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It is essential that businesses apply creative thinking. However, creative or lateral thinking is the driving force behind successful
businesses.
3
Creative thinking:
Creative businesses are constantly creating new goods, services and processes,
 improves a product to maintain a demand as well as generating ways to find creative solutions to problems.
 finds better ways to serve clients
Creative thought is a way of keeping up with the changing market.
 increases productivity
 increases profitability
 helps a business to identify ways to respond to threats. PROBLEM SOLVING

The problem-solving process is most effective when problems are broken

CREATIVE THINKING TO GENERATE down into smaller problems, and as each small solution is found the larger
problem is solved.
ENTREPRENEURIAL OPPORTUNITIES
This process can be applied to large problems and smaller ones.
AND SOLVE BUSINESS PROBLEMS
Some examples of problems in a business context are as follows:
Research and information skills  Competitors have started using new technology and their products
have improved.
Most creative ideas and solutions to problems come from:
 Costs of raw materials have increased.
 listening to others
 seeing a need  The finance manager has just retired and a new one needs to be appointed.
 improving on a product Research often needs to be done before any decision can be made.
 changing a product For example, before solving the above problems someone would need to
research, respectively:
 introducing a new service
 the costs, advantages and disadvantages of investing in new technology
 improving on a current service.
 alternative sources of raw materials or alternative raw materials
All of these situations require the gathering of information.
This is known as research.  the people who would be suitable for the position of finance manager,
and their salary expectations.

CREATIVITY IN BUSINESS Problem solving versus decision making

TERM 3: BUSINESS ROLES

A successful business keeps track of changes in the business Problem solving Decision making
environment to enable new ideas to emerge, or to allow Often done by a group of Normally done by one
adjustments to be made to existing plans. people person
Decision making and creative thinking is required constantly in Time line with definite
business. An ongoing process
beginning and ending
People often use past decisions to guide them in their decision Decision making is often
It involves strategic
making. Called routine thinking, this saves time and energy. part of the stages of
decisions.
problem solving.

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 3 The decision-making process The problem-solving cycle
1. Identify the problem
Decision-making occurs when the best solution
is chosen after considering various alternatives.

7. Evaluate to what extent the 2. Define the problem

In the decision-making process there are six steps towards making a good problem has been solved
decision. Creative thinking should be applied at every step, but especially Step 3.

Identify what the problem is. Gather 6. Monitor the solving of

1 Define the the problem
as much information as possible to
problem establish the cause of the problem. 3. Formulate the strategy

5. Allocate resources
4. Decide to implement the strategy
Decide on what caused the problem.
2 Identify alternative
Identify all the different possible
solutions options that could solve the problem.

If the problem Many of us use our indigenous knowledge to solve problems and make
Look at all the different possible
has not been decisions. These are knowledge systems that are embedded in us as
3 Evaluate solutions and the advantages entirely this is how our families have traditionally solved certain problems. For example,
alternatives and disadvantages of each. solved, many people use a stockvel system to save money rather than putting it in a bank.
re-evaluate Business opportunities can also develop from indigenous knowledge. For example,
the situation a herbal formula may be used in a particular community to solve the problem of skin
and start at rashes. If someone thought this formula could meet the needs of more people then
Choose the best Identify which solution will be the beginning that person might identify a business opportunity in bottling it and selling it.
4
alternative the best for the problem. of the process
again.
Problem-solving techniques
There are many different problem-solving techniques that can be used in
Implement the decision-making, such as:
5 Carry out the solution.
decision  Force-Field Analysis
TERM 3: BUSINESS ROLES

 the Empty-Chair Technique

 the Forced-Combinations Technique
Evaluate the result. Assess
6 Evaluate the whether the problem has been
 the Delphi Technique
decision solved partially or entirely.  the Nominal Group Technique
 the Brainstorming process
 the Mind-mapping process
 the SCAMPER Technique.
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Force-Field Analysis The Empty-Chair Technique 3
 A person is required to sit on a chair The Empty-Chair Technique is a form
Force-Field Analysis looks at the forces pushing a person to facing another chair on which no-one of role-play developed by therapists
reach a goal or decision and the forces that might get in the is sitting. that can help people analyse a
way of a person reaching a goal or decision.  The person is asked to express one situation from more than one viewpoint.
side of an argument (or point of view).
The forces that push a person to The forces that might get in the way of a  The person then has to switch to the
reach a goal or decision are person reaching a goal or decision are other chair and express the other side
called the driving forces. called the restraining forces. of an argument (or point of view).
This technique is often used to explore human
relationships, so as to encourage a person to
CURRENT SITUATION DESIRED SITUATION see both points of view.
Where you are at the moment What you want to achieve The Forced-Combinations Technique

DRIVING FORCES RESTRAINING FORCES The Forced-Combinations Technique is used to break

down patterns and analyse concepts. Once the individual
concepts have been analysed, new groupings are formed.
Those forces Those forces
helping you preventing you
Using the Forced-Combinations Technique in watch design
to achieve from achieving
e.g. positive attitude e.g. lack of money  The problem is established: to design a new watch.
 The design team is given four pictures to look at.

Force-Field Analysis concentrates on driving forces and restraining forces.

There are five steps in Force-Field Analysis.

1 Identify all the forces influencing the decision.

 The team lists all of the concepts from each of the pictures

TERM 3: BUSINESS ROLES

2 Weigh up the advantages and disadvantages by looking
at all the forces for and against the decision. Sweets Flower Roller coaster Race
Sweet Yellow Fun Tired
Hard Smell Exciting Win
3 Give each force a score from 1 (weak) to 5 (strong).
Party Pretty Scary Fit
Wrapper Lady Shout Hot
4 Choose the most appropriate alternative.
 The team members use the new words to help them produce a new
watch design.
5 Make the most of advantages and disadvantages.

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 3 The Delphi Technique The Nominal Group Technique

The Nominal Group Technique is a brainstorming process

where participants suggest solutions and then vote on them.

It is called the nominal group technique as, while it is a group technique, there is
little discussion between participants.

The Delphi Technique is a systematic technique Each participant must write down his/her own solution
1 Think of ideas
for solving problems that uses anonymity to to the problem.
encourage experts to make daring suggestions.

2 Participants share their ideas with the group. Each

Report ideas idea is written up, using the participant’s exact words.
The Delphi Technique consists of a number of steps.

3 Participants discuss ideas openly and clarify ideas

Carefully select a panel of experts to answer a questionnaire. Clarify ideas if necessary.
1
(There should be no contact between panel members.)

Participants rank the ideas in order of importance.

4 Rank ideas
2 Experts answer the questionnaire anonymously. This is done individually.
TERM 3: BUSINESS ROLES

5 Announce solution The most popular idea is chosen as the solution.

3 The answers are processed.

From the answers of the first questionnaire, a second

4
questionnaire is developed.

This process continues until the answers provided by the

5
experts show that they agree with one another.

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The brainstorming process The mind-mapping process 3
The brainstorming process is where a group of people try to come Mind maps are creative diagrams where
up with a large number of creative ideas that could solve a problem. ideas are connected to a central item.

There are seven steps in the normal brainstorming process. Mind maps allow people to jot down all their ideas on a particular issue in a
visual and logical way.
1 Define and agree on the objective.
A mind map has four main elements:
2 Brainstorm ideas with an agreed time limit.  There is a central focus (a picture or some key words).
 Various branches, representing different themes and concepts, come off
the central focus.
3 Categorise, condense, combine and refine the suggested ideas.
 These branches have numerous, thinner branches, which can be seen as
sub-themes.
4 Assess and analyse effects or results.
 The sub-themes branch off into even thinner branches, which contain
more detail.
5 Rank options in order of appropriateness.
When using mind maps, remember the following points.
6 Agree on the action and time scale.

 Put important concepts into the bigger,

7 Control and monitor the implementation of the chosen option. more central sections.
Structure  Put sub-themes in smaller branches off
the main sections.
Brainstorming can be applied to any area
of business when there is a need to be
innovative and creative.  Write down only key concepts.
Wording  Use different colours to stimulate your
imagination and guide readers.
There are four rules:

TERM 3: BUSINESS ROLES

1 Don’t criticise other people’s ideas.  Where possible, use symbols, diagrams
Pictures and other images.
2 Welcome unusual ideas.
 Use a clear logical structure.
3 Offer lots of ideas. Clarity
 Write neatly.

4 Combine and improve ideas.

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 3 An example of a mind map drawn in response
to a business’s problem of how to market a new range of tents
The SCAMPER Technique

The SCAMPER Technique requires a person to ask directed

small questions on a problem in order to come up with new ideas.
B1
cheap SWOT
S Substitute
Products
Strengths
competitive
? ?
B2
prices
C Combine ?
good location
of shop
B3
Weaknesses
A Adapt
? ?
medium large
3-year guarantee is a risk M Magnify
family size
good extra P Put to other uses
quality headroom
MARKETING Opportunities
CAMPAIGN FOR E Eliminate (or ‘Minify’)
NEW RANGE Growing demand for
OF TENTS outdoors equipment
SMS Ideas R Rearrange (or Reverse)

brochures Threats
Problems at Pablo’s Pizzas
Bedouin tents
website Pablo’s pizza restaurant needs to make changes to increase sales.
Strong competition becoming
from makers of fashionable
dome tents
Following the SCAMPER Technique, here are a few questions its
manager could ask:
 What can I substitute for existing toppings?
 What can I combine with pizzas on our menu?
 What can I adapt in the production process?
Who?  What can I put more emphasis on in advertisements?
Costs  How can I use the kitchen and restaurant area for other uses?
TERM 3: BUSINESS ROLES

PR  What can I eliminate or simplify in the production process?

Marketing
Phase 2  How can I rearrange the restaurant to attract people?
Meera?
Thandi? Jason? reprinting
Phase 1 PABLO’S
website PIZZAS
maintenance
website
design brochure
design

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