Lesson 1.2.3

1.2.3 Non-Financial Aims and Objectives Quiz: NCFE Business & Enterprise, Unit 1

20 questions · by Revision Ninja

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This free Non-Financial Aims and Objectives quiz has 20 multiple choice questions for the NCFE Level 1/2 Technical Award in Business and Enterprise (NCFE Business & Enterprise), Unit 1: Entrepreneurship. It covers lesson 1.2.3, Non-Financial Aims and Objectives, one of the ready-made revision sets written with Revision Ninja and organised by unit on Qwiz Rush.

Use it as a starter, a plenary or an end-of-unit check: host it live on the board and students join with a game code on their own devices — no student accounts and nothing to install — or set it for independent revision with Free Play, where each student works through the questions alone.

Every question runs on a 20-second countdown and the fastest correct answers score the most. All the questions and their choices are listed below so you can see what the quiz covers; the answers are revealed in the game. Want to change something? Make your own copy and edit it in your library.

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The 20 questions

  1. What does a company's reputation mean?

    • The quality of its after-sales care
    • The profit it makes after all costs
    • The general opinion customers hold
    • Its share of total sales in the market

  2. Which of these is a benefit a strong reputation brings to a café?

    • Unit costs fall as output grows
    • Customers return and pay more
    • Rent on the premises is lower
    • Suppliers deliver stock faster

  3. What does a firm's market share tell you?

    • The percentage its sales grew this year
    • Its sales as a share of the market
    • The share of outlets it has in the market
    • The share of profit paid as dividends

  4. Why do firms often aim to grow their market share?

    • They pay less VAT on each sale
    • Their break-even output rises
    • Bulk buying cuts their unit costs
    • Their total fixed costs fall as output rises

  5. What does sustainability mean as a business aim?

    • Keeping sales and profits steady so the firm survives
    • Paying staff above the minimum wage
    • Sponsoring local charities and community projects
    • Using resources without harming the planet

  6. A clothing firm switches to ethically sourced cotton. What is the likely benefit?

    • A better image that draws customers
    • Cheaper cotton, so it can cut its selling price
    • Lower unit costs from bulk buying
    • A longer patent on its designs

  7. How can a strong equality and diversity policy help a business?

    • It cuts the tax the firm must pay
    • It widens the pool of job applicants
    • It speeds up staff training
    • It lets the firm pay lower wages

  8. Why does a high rate of staff turnover cost a business money?

    • It must pay leavers redundancy pay
    • It must keep recruiting and training
    • It pays more tax on its profits
    • Its wage bill rises with each leaver

  9. How can a diverse workforce give a firm an advantage?

    • A wider range of ideas for products
    • Less need to train new starters
    • Fewer managers needed to run it
    • Lower wage costs across the firm

  10. Staff at a firm report high job satisfaction. What is the most likely immediate effect?

    • Lower prices for its customers
    • Higher pay rises across the firm
    • A bigger share of the market
    • Higher output and less absence

  11. A café owner writes down four aims for the year. Which one is a non-financial aim?

    • Increase profit by ten per cent this year
    • Build a strong reputation in the local area
    • Cut costs to improve its cash flow
    • Grow sales revenue faster than rivals

  12. A drinks brand wants to increase its market share. Which action is most likely to help?

    • Switch to cheaper cans to cut costs
    • Raise prices to boost profit per unit
    • Run a national advertising campaign
    • Reduce the range of drinks on offer

  13. A clothing firm says it is making its supply chain more sustainable. What is it most likely doing?

    • Sourcing cotton without damaging the environment
    • Holding more cotton in stock to avoid production delays
    • Buying cotton from whichever supplier is cheapest
    • Paying suppliers later to protect its cash flow

  14. Besides following the law, why might a business promote equality and diversity in its workforce?

    • It cuts the time needed to train new staff
    • It can draw on a wider pool of talent
    • It reduces the number of managers needed
    • It lowers the firm's spending on overtime

  15. A delivery firm wants to cut its carbon footprint. Which action would do the most to achieve this?

    • Switching to recyclable packaging tape
    • Replacing diesel vans with electric ones
    • Donating unsold stock to a food bank
    • Sourcing goods from ethical suppliers

  16. A restaurant sets an aim to cut food waste. Apart from helping the planet, how does this help the business?

    • It cuts the amount it spends on stock
    • It means fewer kitchen staff are needed
    • It reduces the tax the restaurant pays
    • It lets the restaurant charge higher prices

  17. A tea company switches to Fairtrade growers, who cost more. What benefit does it expect in return?

    • Faster delivery of leaves to its factory
    • More sales among ethically minded shoppers
    • Longer credit terms from its suppliers
    • Cheaper tea leaves from its suppliers

  18. A supermarket chooses to buy its vegetables from farms within 30 miles of its stores. Which aim does this best support?

    • Increasing its share of the grocery market
    • Maximising profit for its shareholders
    • Improving productivity in its warehouses
    • Supporting the community and its economy

  19. What advantage does a business gain from having a workforce with a mix of backgrounds?

    • Staff need less day-to-day supervision
    • Staff bring a wider range of ideas
    • Fewer layers of management are needed
    • Staff can be trained more quickly

  20. Why do many businesses set an aim of keeping staff turnover low?

    • Long-serving staff can be paid lower wages
    • Hiring and training replacements is costly
    • Fewer managers are needed to run the firm
    • High turnover brings in fresh ideas and new skills