Welcome visitor you can login or create an account.
ADL is a leading provider of Distance Learning, Home Study & Online Courses

Operational Business Management I (Horticulture) 100 Hours Certificate Course

Disciplines:

Business Management & Accounting Courses Online  Horticulture Courses Online  Post Graduate Studies Courses Online  Post Graduate Studies Courses Online  Levels Courses Online 

Operational Business Management I (Horticulture) 100 Hours Certificate Course

Price: £340.00Course Code: BHT326 CLD
Contact us
Currency Converter
reviews
View As PDFEmail This

Learning Methods

* Select your Study Option:

* Select your Learning Materials:
otipPlease select your how you would like to receive the course materials:

* Pay in Full or Select your Interest Free Payment Plan:

Add to Wish List
Contact us
  • Growing AnnualsGrowing AnnualsDec 12, 2013 Growing Annuals here's a quick oversight of growing annuals by our Gardening and Horticulture Course instructor: Hardy annuals plants are cheap to..
  • Online Courses - Why are Online Courses so Popular?Online Courses - Why are Online Courses so Popular?Oct 08, 2014 This is a collection of thoughts as to why Online Courses are so popular: There are a so many reasons: One of the more popular reasons is access. Many ..
  • Academy for Distance Learning in the Country GardenerAcademy for Distance Learning in the Country GardenerDec 10, 2014 Country Gardener is now established as the gardening authority on local gardening in the South West, Cotswolds and Hampshire. Over 100,000 copies are distrib..
No questions have been posted about this product.

Ask a question

Note: HTML is not translated!

Operational Business Management I (Horticulture) 100 Hours Certificate Course

Operational Business Management I (Horticulture)course online.

Learn to develop the knowledge necessary to plan for Economic and Marketing Success in a Horticultural Enterprise.

A study focusing on managing Economics, Planning and Marketing of operations in horticulture. Your ability to manage a business can make a huge difference to your success in horticulture. In this course, you will learn to the business side of horticulture, including how to plan and implement effective strategies for your business and/or services. This is a module in the Royal Horticultural Society’s Master of Horticulture.

This course will be of immense value, if you work in, or hope to work in:   

Horticulture retail 
Horticulture wholesale
Plant nurseries
Landscape businesses
Garden maintenance
Horticulture Self-employment


 

Learning Goals: Operational Business Management I (Horticulture) BHT326

To develop an ability to formulate and evaluate strategy as well as to ensure effective business performance in today's fast changing social, political and economic environment, for horticultural enterprises within one sector of the horticulture industry.

  • Explain the economic environment in which horticultural business operates.
  • Appraise the impact of external influences.
  • Establish the type of information required for operations in both commercial businesses and service organisations.
  • Examine the process and analyse approaches to strategic planning.
  • Examine the process and analyse approaches to strategy formation and implementation.
  • Prepare a business plan.
  • Assess the importance of business control systems utilising IT integration into financial management; prepare, read and interpret annual statements, appreciate the importance of budgetary control.
  • Identify the benefits involved when preparing marketing plans; analyse organisational strengths, weaknesses, opportunities and threats.
  • Formulate customer-orientated and realisable strategies for selected markets

 

Lesson Structure: Operational Business Management I (Horticulture)BHT326

There are 9 lessons in this course:

1  The Economic Environment

  • The world of economics
  • Scarcity
  • Opportunity costs
  • Goods
  • Definitions
  • Economic systems
  • Economic ownership
  • Performance criteria for an economy
  • Other economic performance indicators
  • Basic economic principles
  • Law of demand
  • Law of Substitution
  • Law of diminishing return
  • Law of diminished marginal utility
  • Competition
  • Sustainability
  • Total Quality Management
  • Strategic Planning
  • Creating a strategic plan
  • European economic union
  • European Central bank
  • Asia Pacific Economic Community

2  External Influences on Horticultural Enterprise

  • Monopoly
  • Monopolistic Competition
  • Oligopoly
  • Perfect competition
  • International markets and tradeable commodities
  • Globalisation
  • Supply and demand
  • Market forces
  • Demand
  • Supply
  • Elasticity
  • Economics of scale
  • Cost structures
  • Liquidity

3  Information Management for Horticulture

  • Scope and nature of office work
  • Functions of an office
  • Common jobs in an office: reception, clerical, secretarial, information processing
  • Departments within an organisation
  • Office processes
  • Data knowledge, strage and management
  • Filing systems
  • Classifying information
  • Hard copy
  • Filing procedure
  • Active and inactive records
  • Computer databases
  • Designing a filing system
  • Data protection
  • Financial records
  • Books needed in business
  • Different ways to approach bookkeeping
  • Steps in the bookkeeping process
  • Developing a record keeping and accounting system
  • Flow of information
  • Financial reports
  • Ledger
  • Journal
  • Source documents
  • Cash transactions
  • Credit transactions
  • Returns and allowances
  • Other business documents
  • Use of business documents
  • The cash book
  • Credit sales and credit purchases journal
  • The general journal
  • The ledger
  • A trial balance
  • Bank reconciliation
  • Petty cash

4  Strategic Planning in Horticulture

  • Strategic planning
  • Documenting the strategy
  • Operational planning
  • Documenting an operational plan
  • Key components of a business plan
  • SWOT analysis
  • A planning procedure
  • Decisions
  • What to plan for
  • Finance
  • Structure for a Financial plan
  • Developing a budget
  • Structure for a marketing plan
  • Plan drawing

5  Implementing Strategies

  • Implementing strategy
  • Benchmarking
  • Reviewing strategy and strategy management
  • Environmental audits
  • Key elements of EIA
  • Steps in an environmental assessment process
  • Study design
  • Baseline studies
  • Predicting impacts
  • Mitigation measures
  • Flora and fauna assessment
  • Open space management plan
  • Rehabilitation plan

6  Developing a Business Plan

  • Business planning
  • Case study: nursery development plan
  • Sensitivity analysis
  • PBL project to formulate criteria required for the successful implementation of a business proposal to develop a business plan.

7  Business Control Systems for Horticulture

  • Financial statements
  • The balance sheet
  • Classification in the balance sheet
  • Working capital
  • Profit and loss statement
  • Link between profit and balance sheet
  • Depreciation of assets
  • Analysis and interpretation of accounting reports
  • Analytical ratios
  • Ratio yardsticks
  • Profitability ratios
  • Operating efficiency ratios
  • Efficiency ratios and profitability
  • Liquidity ratios
  • Liquidity analysis and cash budgeting
  • Financial stability ratios
  • Gearing rate of return on investment
  • Limitations to ratio analysis
  • Risk
  • Risk analysis
  • Contingency planning
  • Business systems
  • Quality systems
  • Innovation management
  • PERT (Program evaluation and review)
  • CPA (Critical path analysis)
  • GNATT ChartsFastest and slowest completion times
  • Business expansion and sources of finance
  • Record keeping

8  Evaluating Horticultural Marketing

  • Introduction
  • Market research
  • The marketing mix
  • Marketing planning
  • Services marketing
  • Customer service
  • Buying, selling and decision making
  • Different heuristics
  • Decision making process
  • Customer satisfaction
  • Goodwill

9  Marketing Strategies for Horticulture

  • Target markets and market segmentation
  • Targeting strategies
  • Defining your target market
  • Determining market segmentation
  • Projecting the future
  • Positioning
  • Case study: The market for landscape contractors
  • The business portfolio

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.


 

Excerpt From The Course

STRATEGIC PLANNING

“If one piece is moved wrongly, the whole game is lost” (Chinese proverb)

A strategy is a route map. It shows you where you want to be and how you intend to get there. It does not tell you how to drive or how to overcome hurdles and obstacles along the way – this is covered in the operational plan.

Documenting the Strategy – 5 Steps

  1. Identify the domain ie. market niche, unique products, etc.
  2. Explain your competitive advantage in the said domain.
  3. Introduce the devised strategy.
  4. Specify strategic objectives (covered later in course).
  5. Outline potential rewards (normally financial).

OPERATIONAL PLANNING

As mentioned earlier, the operational plan tells you how to overcome problems encountered along the route. In other words, it is more a tactical plan. The operational plan is more focused on the day to day activities of the business needed in order to achieve the strategic plan. This tends to include managing resources.

Documenting the Operational Plan

A simple Gantt chart helps to illustrate the key steps within the operational plan. You may also write a step by step guide describing each activity. The diagram below illustrates the operational plan in a simple Gantt format for a new bar opening up. The shaded boxes show the time taken per operation. The vertical arrows show the critical path i.e. once the lease has been signed, the floor can be installed without the other operations completed.

The Key Components of a Business Plan

The Executive SummaryThe Executive summary is essentially a miniature business plan. It should summarize all of the significant points of the whole plan in ideally one page. The executive summary sets the tone of the business plan, it can tell the reader what to expect. Infuriatingly, some key decision makers can base finance decisions based on the summary alone, so make sure it’s good!

The Main Bodythis will become apparent throughout this course.

The ConclusionWhat is the business building up to? What last impression do you want to leave on the reader’s mind?

Business plans are not static they need to be revised and re-developed constantly along with the growth and changing needs of the business.  There is a saying that is “nothing is constant except for change” – this is something that needs to be understood in planning for the future.  You can make a plan for the future, but it needs to be flexible to incorporate impending changes that most likely will occur. 

A good strategic plan will help you to focus the direction in which your business develops and should have the following benefits:

  • You will know where to focus your time and energy to help you achieve your goals
  • You will know where and how to allocate resources
  • Will help you to gain an edge on the competition through a solid marketing strategy
  • Your employees will clearly understand your plans and directions for the business, and can work within the parameters of the plan
  • You can keep a close eye on results and reassess your goals if they appear to be taking you in the wrong direction, or you are not achieving as expected
  • Basic business plans can be used to develop a more targeted plan, when applying for a loan or looking to attract investors.

SWOT Analysis

The SWOT (strengths, weaknesses, opportunities and threats) analysis helps the business to identify internal and external factors that may have an affect on your business. Strengths and weaknesses are internal, ie. maintained within the business, factors which you have some control over. Opportunities and threats are external, ie. environmental factors you have no control over.

Penny’s Parties SWOT analysis

Strengths

  • High rate of parties organised weekly
  • Excellent marketing and sales techniques
  • Good development of brand name
  • Excellent cash flow position
  • Unique products and specialist equipment

 

Weaknesses

  • High staff turnover
  • Weak administration
  • Market research is out dated

 

Opportunities

  • Rapidly growing market
  • Seasonal products (Christmas/Easter themed parties)
  • Add-ons (invitations, thank you notes, prizes etc)
  • Cheaper goods from abroad
  • Local labour available (high unemployment)
  • Tax holidays from Government

 

Threats

  • No barriers to entry – increasing competition
  • Increasing standards and insurances needed
  • High inflation means less disposable income for luxuries
  • High unemployment will decrease demand

 

The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.

Many people believe they plan; they consider the future and/or contemplate how they might increase profits.  However, merely thinking ahead will not produce either an efficient or an effective plan.  Planning is a process that involves the development of goals and objectives, and determining methods or strategies for reaching them.  It also involves re-evaluation – making sure that the plan is viable and according correct if not.

By setting goals and objectives, you are establishing the outcomes you wish to achieve, first in a broad sense (goals) and then more specifically, in measurable terms (objectives). 

Objectives are the targets which must be achieved in order to fulfil the corporate aims.  These will vary greatly according to ownership, size, industry etc. however, some objectives are at the core of the majority of businesses. Examples of objectives include:

  • Maximise profit – this is usually the primary objective of any business in the private sector.
  • Maximise shareholder wealth – This is often presented by the Board of Directors within large PLC’s.
  • Business growth – this can be in a variety of forms depending on the type and current size of the company.
  • Spreading risk – most often in the form of diversification. The long-term survival of the company can be supported when the company does not rely on one main product. For example, the chocolate manufacturer Cadbury is now Cadbury Rowntree Schweppes as it has diversified into soft drinks and sweets.
  • Increasing market share.

In order for objectives to be truly effective, they should also be SMART: Specific, Measurable; Achievable; Realistic

The anagram of Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is a strategy development tool that matches internal organizational strengths and weaknesses with external opportunities and threats. SWOT analysis is the key component of strategic development. It can prompt actions and responses to possible struggles in the future.

Gap analysis is a way of finding niche markets which can give you a competitive edge. To solve a company's problems, or to fulfil its manager’s growth ambitions, moving into new product and market areas ("diversification") is often the recommended prescription.

But diversification has a poor record of success. Most companies (and people) think that they know their own strengths. They do, to a limited extent. But an outsider looking in can often find hidden strengths (and weaknesses).

An example of successful Gap Analysis is villa holidays. In the 1970s, package tour companies found a segment of the public who didn't want to organise all of their holidays, but who disliked the regimentation of package tours.

Since then, the exploitation of this market gap has revealed other niches, which has resulted in Fly 'n Drive holidays and Fly 'n Camp holidays (with tents provided at the destination).

A business strategy is a plan devised in order to allow an organisation to achieve a specific objective. The currently dominant view of strategy is the resource-based theory. Traditional strategy models focus on the company's external competitive environment. They are looking at all the possibilities coming from the outside of the company. Most of them do not attempt to look inside the company.

In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities.  This can also include internal liabilities or places where there are weaknesses to look at within the company.  This is a more overall comprehensive view of the company.

According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources – from both inside and outside the company. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. 

In order to form a strategic plan it is necessary to gather information about the business and its market-place. This will come from two sources:

  1. Internal sources of information, such as the company’s prices, costs and efficiency levels
  2. External data from organisations like the government and trade associations

The planning should be undertaken regularly and involve an internal audit to appraise the strengths and weaknesses of the firm. And an external audit to evaluate the threats and opportunities in the company’s competitive environment; in other words a SWOT analysis.

When analysing a firm’s approach to establishing corporate objectives and developing strategic policy to achieve these goals, it is useful to consider the following points:

  • Are they understood and supported by staff? Are they clearly defined?
  • Is the outcome of each objective measurable so that it will be clear when it has been achieved?
  • Does each objective have a target date for completion in order to ensure action?
  • Are the organisation’s objectives focused excessively on short-term profit maximisation at the expense of the long-term development of the business?
  • Do the managers of the business clearly understand its strengths and weaknesses?
  • Have opportunities in the competitive environment been identified?
  • Does the strategic policy of the organisation match the firm’s strengths to opportunities in the competitive environment?
    Course Info
    How Do Our Tuition Fees Compare?Full time classroom based Further Education Courses - Approx. £5,000 per year - Part-time classroom based Adult Education Courses - Approx. £7.00 per hour - N.B. classroom tuition means you learn at the pace of the class. One-to-one private tuition - from £15.00 per hour - ADL one-to-one tution fees - From £340 per 100 Hour Course = Average of £3.40 per hour - N.B. one-to-one tuition is tailored to your own individual learning availability and pace.
    Course StartBegin your learning at any time.
    Course Prerequisite None - Our course levels are an indication of the depth of learning you should receive. They do not describe the level of difficulty.
    Course Qualification (Study Option A)Endorsed Qualification from TQUK - Training Qualifications UK, an Ofqual Approved Awarding Organisation - Completed written assignments and final evaluation per course/module to be taken.
    Course Qualification (Study Option B)Certificate of Attainment from ADL - Completed written assignments only - no final evaluation.
    Comparative Credits InformationUK Course Credits: 10 - U.S. Credit Hours: 3 - when compared to regulated courses.
    Course Duration and DeadlinesCourse hours given are a guide only. You will be encouraged to work at your own pace to learn as much as you can, with no assignment deadlines or end date by which you must complete your course by. You are in control!
    Study SupportPersonal tutor/mentor support from industry relevant professionals throughout your whole course. Mentors are contactable by e-mail, telephone and through the Moodle online classroom. They provide assistance with your course material, plus discuss, explain and give advice when needed. They will also mark and grade your assignments, plus provide constructive and helpful feedback vital to your success.
    Suitability for Self Employment and Small BusinessesOur courses are ideal for sole traders and small business owners and their staff. Customer confidence in what you can do will determine how successful you are in getting clients. Doing the job right using the correct knowledge and skills, leads to repeat business and referrals to friends, family and work colleagues. Completing one or more of our courses for the service you have to offer, will give you the tools to achieve this and grow your business.
    Recognition of Your Course By EmployersWe aim to achieve the correct balance between your qualification being recognised and providing you with the in-depth learning, to empower you to succeed. If you can demonstrate that you have the level of knowledge and transferable skills necessary to an employer, you should stand out from someone who has only received a superficial understanding of what's required - Select study option A when enrolling, so an employer can check the status of the awarding organisation for your qualification on the Ofqual Register.
    Recognition of Your Course By UniversitiesAs you will see on our Testimonials page, previous students have used their qualification from us to get into university. However each one will have its own entrance criteria and acceptance may also depend on your other qualifications and experience. We can approach up to three universities on your behalf with details of our course before you enrol, so you will know whether it will be accepted as part of their application process. Please complete our contact form and we will begin the process.
    Designing Your Own QualificationBundle up your choice of related courses to form your own qualification. Our Advanced Certificates (4 courses), Diplomas (6 courses), Advanced Diplomas (8 courses) and Higher Advanced Diplomas (12 courses), are used to differentiate between the in-depth knowledge and skills you will acquire in your chosen area of study. e.g. Advanced Certificate in Turf Care Management, which includes individual courses: Turf Care, Sports Turf Care, Turf Repair and Renovation and Turf Grasses.
    How Can I Enrol?Online by selecting your study option, learning materials, plus payment option and then clicking the Enrol Now button - By contacting us for an application form - By telephoning us on 01227 789 649 (International: 0044 1227 789 649). Lines open 9am till 5pm Monday to Friday, excluding Bank Holidays and between Christmas and New Year.
    How Can I Get a Pro-forma Invoice for my Employer?Contact us with details and we will email your employer an invoice. We will need: employer's name, address, telephone number, email address and contact name. We will also require your name, telephone number, email address, date of birth and the course and code you wish to enrol for.

                                                                                 

     

    Previous Customer Experiences with our Courses

    "Fantastic Teacher. Well organised modules. Assignments force me to learn and research more so I can prepare well for exams. I really enjoyed studying via ADL.  I can now continue study at Ulster University which accept my certificate from ADL".    Level 4,  Advanced Certificate in Applied Science,  VSC001,  Stanislawa,  Poland.

    Its with great pleasure I am announcing you my new job as 'Park Manager' for a 5 star hotel in Reunion Island.  Its definitely my courses with ADL (Botany, Agronomy and Tree for Rehabilitation) which were decisive for my nomination. Accordingly, my sincere thanks goes to all the ADL team.

    "The course was a valuable learning experience as it provided me with the knowledge and understanding for me as a Careers Advisor. The feedback was very good from my tutor, and allowed me to  build upon my assignments that were marked. The comments were very informative  and very useful. Well written course material."  Andrew W, Careers  Counselling, UK

    "It exceeded my expectations. It was more comprehensive than I expected and the assignments really stimulated deep study of the subject. Thank you for your guidance. I am delighted with my certificate and will recommend this course and ADL to my friends and colleagues."  G Flaherty, Ornithology BEN102, Ireland

    "I want to thank you for  the course - Hotel Management- I've just finished now. The course was comprehensive and well edited. For sure it can give a new worker in the hospitality industry the basic theoretical and practical knowledge required".  Daniel K, Hotel Management, Romania

    "Upon completing the Interior Plants Course I was offered my dream job.  Taking this class was one of the best decisions I've made, the information I received was invaluable.  Thank you ADL". Meg V,  Interior Plants, Florida, USA.

    “I am delighted to report that I passed the exam and received a “Pass with Commendation”. I appreciate very much the detail that you went into, in the correction of my assignments  and I found your advice and extra subject information  invaluable in advancing my interest and knowledge in horticulture”.   Go raibh mile maith agat! (a thousand thanks!) Colin, RHS Cert II, Ireland

    "Although my main interest in Earth Science is Geology I found this course excellent. The course notes were very interesting and useful throughout the course. Thank you to the ADL staff for their excellent service" Barry. Earth Science

    "I received good feedback, and had an efficient turnaround of assignments, useful comments and grades to analyse." Andrew, Calf Rearing

    "I enjoyed the course and developed a good understanding of learning and behaviour disorders. I feel this will be helpful in my role as a Clerk at a local primary school". The course met my expectations and I enjoyed the challenge of learning about conditions i knew little about. The presentation of the course and the opportunity to communicate with my tutor was valuable. I enjoyed the course so much , I am planning to do another! Jennifer C, Developmental Learning and Behavioural Disorders in Children and Adolescents, UK

    More Reviews....


     

    Contact Us
    First Name:

    Email Address:

    Phone Number:

    Enquiry:

    Get an Information Pack

Other (write below)

Disclaimer: Every attempt is made to ensure all information from the academy is accurate and that the student has attained the competencies taught in a course, at the point of their assessment. Beyond this point, the graduate is responsible to maintain their acquired competencies, and apply acquired knowledge and skills in a way which is appropriate to the unique characteristics of each application. This will release the academy from any liability, action and claims of whatsoever nature in connection with, or arising from any such information, instruction or advice, given by any student or ex-student, whether directions given during the course are followed or not.