Each lesson is a page you can work through on screen or print out. 11 of 20 ready
Foundations
01Follow the $190
One client pays for a full head of foils. Follow that payment out to the supplier, the apprentice, the landlord and the tax bill — and pick up every money word you need for the rest of the course.Foundations · revenue, expenses, wages, profit, taxOpen →02Why does Five Star exist?
What counts as an organisation, what pūtake is and is not, and whose opinion actually matters when you decide something. The lesson where a single wrong word can cap a whole answer.Foundations · AS92028 + AS92031 pass gatesOpen →03Real flows and money flows
Money goes one way, goods and work come back the other. Describing those two-way flows between everyone in the economy is the whole of your first exam.Foundations · AS92030Open →04Stakeholders and perspectives
Who has a stake in the $4,800 decision, and what each of them wants before it is made.Foundations · AS92028Open →05Consequences and responses
What the $4,800 decision actually does to each stakeholder, good and bad, and how to respond to a bad one.Foundations · AS92028Open →Interdependence
06Three relationships, both ways
The exam asks for three relationships and wants both directions in each. Build them once, properly, and the hardest marks in the paper are already banked.Interdependence · AS92030Open →07When something happens
A direct effect and a flow-on effect are different things, and examiners have reported students confusing them.Interdependence · AS92030Open →Financial toolkit
08The income statement
Income, less expenses, equals profit or loss — in the one format markers accept, with every cost sorted into fixed or variable.AS92029 · AS92031 · AS92028Open →09Break-even
How many bottles, or how many foil jobs, before the month stops costing you money. Revenue equals costs, not profit equals costs, which is an error the moderator's report names outright.AS92029 · AS92031Open →10Models that are not about your books
Supply and demand drawn from a schedule, SWOT with its four boxes the right way round, and a cost-benefit analysis with actual dollars in it.AS92028 · AS92029 · AS92031Open →Price determination
11Setting the price
Cost-plus on the full cost of a foil job, the price used in a projected income statement and a break-even analysis, and why other pricing strategies do not show that a price covers its costs and leaves a profit.AS92029Open →12Something changes
A supplier puts the price of colour up. Trace the rise in dollars through costs, sales and profit, rework the model, and say what the new price does to everyone.AS92029Planned
13The 92029 rehearsal
A full internal-style task under real conditions, marked against the real schedule.AS92029 internalPlanned
Financial viability
14What viability actually means
Not sales, not costs — whether the organisation can keep going. And which models can carry that discussion, which is where answers tend to come apart.AS92031Planned
15Factors, actions and the chain
Effect on sales or expenses, then profit, then viability, then pūtake. Skip a link and the Merit is gone.AS92031Planned
16Weighing it up
Short term and long term, good side and bad side, for every action — and a model behind each set of consequences, which is where Excellence is won or lost.AS92031Planned
Financial decision-making
17Options worth choosing between
Three near-identical options means three near-identical stakeholder views and a capped grade. Build options that genuinely differ, then run the tool on them.AS92028Planned
18The 92028 rehearsal
The capstone internal, start to finish, with the Excellence response built on consequences you actually raised.AS92028 internalPlanned
Exam gym
19Exam gym — 92030
Past papers under time, marked against the published schedules.AS92030 externalPlanned
20Exam gym — 92031
Two exam-format papers exist with full marking schedules, the real one and NZQA's sample, plus three annotated scripts. Practice is built from those, not from scratch.AS92031 externalPlanned