9707 Business Studies: MARK SCHEME For The May/June 2011 Question Paper For The Guidance of Teachers
9707 Business Studies: MARK SCHEME For The May/June 2011 Question Paper For The Guidance of Teachers
9707 Business Studies: MARK SCHEME For The May/June 2011 Question Paper For The Guidance of Teachers
This mark scheme is published as an aid to teachers and candidates, to indicate the requirements of
the examination. It shows the basis on which Examiners were instructed to award marks. It does not
indicate the details of the discussions that took place at an Examiners’ meeting before marking began,
which would have considered the acceptability of alternative answers.
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Mark schemes must be read in conjunction with the question papers and the report on the
examination.
• Cambridge will not enter into discussions or correspondence in connection with these mark schemes.
Cambridge is publishing the mark schemes for the May/June 2011 question papers for most IGCSE,
GCE Advanced Level and Advanced Subsidiary Level syllabuses and some Ordinary Level
syllabuses.
Page 2 Mark Scheme: Teachers’ version Syllabus Paper
GCE A LEVEL – May/June 2011 9707 33
1 Analyse the advantages and disadvantages for FPC of operating sawmills at nearly full
capacity. [10]
Definition of full capacity (or capacity utilisation): output equal to capacity (proportion of total
capacity accounted for by current output).
Advantages:
• Lowers fixed costs per unit and therefore total costs.
• Increases competitiveness as a result – this is a competitive market.
• Gives staff job security.
• Cuts down on wasted time/resources.
Disadvantages:
• Little time for maintenance/repairs – see case. This may lead to breakdown of machinery.
• Worsens health and safety record – see case.
• Puts pressure on staff/managers.
• Not able to meet increased orders e.g. from established customers.
2 (a) Draw up a forecasted Income Statement (Profit & Loss Account) for FPC for the 12
months ending 31 May 2012 based on the actual Income Statement shown in
Appendix C.
Assume that:
• the impact on sales and profit margins is based on the information and estimates
made on lines 33–35
• there are no other changes. [8]
Income Income
Income statement if
Statement Statement
15% mistakenly added
Year ending Year ending Marks
to total revenue
31/5/11 31/5/12
($m)
($m) ($m)
Notes: (1) Net profit of $10.92m should not be automatically rewarded with 8 marks. Each
element of the income statement must be shown.
(2) *Sales revenue to 31/5/12 = 50 + 15% of (80% × 50) = 50 + 15% of 40 = 56
Calculations:
Revenue 80% of 50 = 40 (1 mark)
15% of 40 = 6 (2 marks)
(b) Comment briefly on the usefulness of a forecasted Income Statement to the directors
of FPC. [4]
(c) Discuss, using your result from (a) and other information, whether FPC should
respond to pressure group threats and stop extracting wood from the Lotus forest. [14]
(i) Identify the earliest start time (EST) and latest finish time (LFT) at node 5. [2]
EST = 5; LFT = 7
(b) To what extent will the use of critical path analysis ensure a successful completion of
the new sawmill? [8]
• Definition/explanation of CPA.
• Should help because:
– Puts tasks in order; helps with identifying simultaneous activities.
– Float times can be used to allocate resources more efficiently.
– Delays can lead to managers using network to identify which activities need to be
speeded up; 16 weeks is length of CP so it should be possible to get yard ready
within time limit set.
Limitations:
• Only a planning tool – needs good management to see the project through to successful
completion. Does FPC have good enough middle managers to see project through on
time?
• Outside events could result in unforeseen delays e.g. planning permission problems.
• How reliable are the duration estimates?
Evaluation:
• Has this tool been used by FPC managers before and, if so, with what success?
4 Refer to Appendix B and lines 36–41. Evaluate the most important changes that you consider
should be made to improve the organisational structure of FPC’s Operations Department. [14]
• Criticisms of existing structure: too tall with narrow spans of control; no separate divisions for
different countries or products.
• New structure may be drawn – allow up to 6 marks (2,2,2) for revised version with significant
differences that appear logical, e.g. separate divisions for products or countries or wider spans
of control (matrix structure possible too).
• Analysis of the claimed benefits of student’s own version, e.g. better vertical communication,
more delegation, clearer lines of authority.
• Will other departmental organisations need to be changed? Can just one department have a
different structure?
5 Assess the potential impact of increasing globalisation on the marketing strategy for FPC
furniture. [16]
Evaluation:
Questions 6 and 7
6 Evaluate the importance of both SWOT and PEST analysis to FPC’s directors as they
analyse the two strategic options. [20]
Evaluation:
7 FPC’s directors aim to increase profits. Recommend to FPC’s directors which one of the
two strategic options they should choose for the company, assessing the potential risks
and rewards of both options. [20]
Rewards: Risks:
Rewards: Risks:
Evaluation:
• Overall judgement required e.g. recommendation given but may be conditional on other
information being provided, such as investment appraisal, PEST analysis for both options
etc.
• Quantitative analysis is essential to achieve the profit objective.