Cambridge International AS & A Level: Business 9609/12 March 2020

Cambridge International AS & A Level
BUSINESS 9609/12
Paper 1 Short Answer and Essay March 2020
MARK SCHEME
Maximum Mark: 40
Published
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.
Mark schemes should be read in conjunction with the question paper and the Principal Examiner Report for
Teachers.
Cambridge International will not enter into discussions about these mark schemes.
Cambridge International is publishing the mark schemes for the March 2020 series for most Cambridge
IGCSE™, Cambridge International A and AS Level components and some Cambridge O Level components.
This document consists of 17 printed pages.
© UCLES 2020 [Turn over

9609/12 Cambridge International AS & A Level – Mark Scheme March 2020
PUBLISHED
Generic Marking Principles
These general marking principles must be applied by all examiners when marking candidate answers.
They should be applied alongside the specific content of the mark scheme or generic level descriptors
for a question. Each question paper and mark scheme will also comply with these marking principles.
GENERIC MARKING PRINCIPLE 1:
Marks must be awarded in line with:
• the specific content of the mark scheme or the generic level descriptors for the question
• the specific skills defined in the mark scheme or in the generic level descriptors for the question
• the standard of response required by a candidate as exemplified by the standardisation scripts.
Marks awarded are always whole marks (not half marks, or other fractions).
Marks must be awarded positively:
• marks are awarded for correct/valid answers, as defined in the mark scheme. However, credit
is given for valid answers which go beyond the scope of the syllabus and mark scheme,
referring to your Team Leader as appropriate
• marks are awarded when candidates clearly demonstrate what they know and can do
• marks are not deducted for errors
• marks are not deducted for omissions
• answers should only be judged on the quality of spelling, punctuation and grammar when these
features are specifically assessed by the question as indicated by the mark scheme. The
meaning, however, should be unambiguous.
Rules must be applied consistently e.g. in situations where candidates have not followed
instructions or in the application of generic level descriptors.
Marks should be awarded using the full range of marks defined in the mark scheme for the question
(however; the use of the full mark range may be limited according to the quality of the candidate
responses seen).
Marks awarded are based solely on the requirements as defined in the mark scheme. Marks should
not be awarded with grade thresholds or grade descriptors in mind.
© UCLES 2020 Page 2 of 17

PUBLISHED
Marks are awarded for each answer when the following Assessment Objectives (AO) are met. The
mark scheme for each answer indicates when and how each AO can be met.
AO1 Demonstrate knowledge and understanding of business concepts.
The focus in Section A of the Examination Paper is on this first AO.
(a) Questions 1, 2, and 4 will meet this AO using definitions and explanations of business
concepts.
(b) Question 3 provides an opportunity for the application and a more developed explanation of
a business concept. The 4–5-mark level specifically provides for this more developed
explanation.
In Section B of the Examination Paper
(a) Questions 5, 6, and 7 still require supporting Knowledge and Understanding (AO1), but
there is now a focus on Application (AO2), Analysis (AO3), and Evaluation (AO4). These
skills are set out below:
AO2 Apply knowledge and understanding of business concepts to general and specific
situations and contexts.
(a) Where a specific business or context is named in the question then the candidate is required
to relate answers specifically to this business or context.
(b) It is not sufficient to merely repeat the name of the business or the context.
AO3 Analyse business problems, issues, situations and contexts, through a discussion
and interpretation of evidence, debate, theory, impact and consequence, to produce
reasoned and coherent arguments.
(a) Level 3 answers will likely use terms such as - because, leads to, therefore, so that, as a
result, consequently – thereby showing analytical development for AO3.
AO4 Limited Evaluation is given
(a) When an attempt is made, (probably in a concluding section of an answer), to address and
comment on the value and validity of the previous analysis.
(b) These comments may be quite brief and be more opinionated than reasoned.
(c) A mere concluding summary of preceding analysis is, however, not evaluation.
AO4 Evaluation occurs
(a) When an answer comments on the validity/significance of previous analysis in an evidence

based and reasoned way.
(b) This often leads to the presentation of appropriate substantiated judgements, decisions, or
recommendations.

PUBLISHED
9609 Paper 11, 12 and 13

Annotations and their Use
Annotation Use
 As an indication of relevant and rewardable content. Better to put these in the body
of the answer.
NAQ Used when the answer or parts of the answer are not answering the question asked.
BOD Used when the benefit of the doubt is given in order to reward a response.
TV Used when parts of the answer are considered to be too vague.
K Indicates knowledge and understanding of the concepts and issues relating to the
question.
APP Indicates that general business application has been shown in the response.
CON Indicates that the specific context of the question has been addressed.
X CON A combination of X and CON. Used at the end of an answer to indicate that context
has not been addressed.
AN Indicates where the answer has demonstrated analysis.
EVAL Indicates where the answer has demonstrated evaluation.
REP This indicates where content has been repeated.
X Only used in combination with CON as above.
SEEN Indicates that content has been recognised but not rewarded.
Note: For Section A Questions 1, 2 and 4 only the following applies.
An incorrect definition for Part (a) due to a misinterpretation of the question is given 0 marks.
If that misinterpretation also applies to Part (b) a maximum of 2 marks may be awarded if the answer
is relevant and is developed based on the incorrect answer to Part (a).

PUBLISHED
Question Answer Marks
1(a) Define the term ‘Product Life Cycle’. 2
The pattern of sales recorded by a product. [1]

Steps from launch to withdrawal from the market [1]
It describes the stages a product goes through. [1]
Introduction to removal from the market. [1]
From when it is was first thought of until it is finally removed from the
market. [1]
One of the main forms of product portfolio analysis. [1]
Shows a product’s performance in the market. [1]
Life expectancy of a product / journey a product is on. [1]
At least two correct stages of a product life cycle named. [1]
A correctly labelled diagram. [2]
Sound definition – 2 of the factors listed above [2 marks]
Partial definition – 1 of the factors listed above [1 mark]
No creditable content [0 marks]
1(b) Explain two ways a business could extend a product’s life cycle. 3
Answers could include:
Business extension strategies include
• selling in new geographical markets, e.g. exporting the product.

• creating a version of the product targeted at different segments.
• repackaging the product to be more eye-catching.
• rebranding with a new name and image.
• relaunching the product with a promotional campaign.
• finding new uses for the product, e.g. Lucozade.
• adding value by including more features, e.g. specification of a
smartphone.
• using reduced (penetration) price or offers to discount the price.
• advertising to try to gain a new audience or remind the current
audience.
Accept any other valid response.
Sound explanation of two ways a business could extend a product’s life

cycle. [3 marks]
Sound explanation of one way or partial explanation of two ways a business

could extend a product’s life cycle. [2 marks]
Partial explanation of one way a business could extend a product’s life cycle
or a list of two ways. [1 mark]

PUBLISHED
2(a) Define the term ‘diversity’ in a workforce. 2
A diverse / mixed workforce is made up of individuals with a wide range of

backgrounds / characteristics / experiences. [1]
Example characteristics of diversity are culture, race, ethnicity, gender, age,
religion, sexual orientation. [1]
Diversity relates to having differences among employees. [1]
Deliberately creating an inclusive environment that values differences. [1]
Showing no discrimination when hiring the workforce. [1]
Acceptance / recruitment of all kinds of people. [1]
All employees are safe and treated equally with no discrimination. [1]
Answers that focus only on employee skills / specialisation and do not

refer to characteristics such as culture / race / ethnicity etc are not
acceptable.
2(b) Explain two benefits to a business of employing a diverse workforce. 3
• By employing individuals from various races, ethnicities, religions and

gender the business is judged as valuing people of all diversities.
• Employees have specific knowledge / understanding of culturally
acceptable behaviour / product types / language, etc.
• Helps achieve a greater consumer market as consumers due to no
language barriers / cultural offence.
• More acceptable / effective marketing to other cultures / religions, etc.
• Benefit from a range of language skills, which allows them to provide
products and services internationally due to the ease of communication.
• Helps expansion into other countries.
• Gives improved opportunities to gain international supply links.
• Gains in creativity because individuals from different backgrounds
approach problem solving in different ways leading to innovative
products.
• Can choose from large pool of job applicants are well qualified for the
role.
• Employing a more qualified workforce with a wide range of skills as the
business is seen as a welcoming place to work.
• Reduces employee turnover as every employee feels valued /
supported.

PUBLISHED
2(b) Award BOD for answers that present logical benefits to a business of
having a range of specialised / skilled / flexible employees. (1 mark for
each benefit – maximum 2 marks).
Sound explanation of two benefits to a business of employing a diverse

workforce. [3 marks]
Sound explanation of one benefit or partial explanation of two benefits to a

business of employing a diverse workforce. [2 marks]
Partial explanation of one benefit or a list of two benefits to a business of
employing a diverse workforce. [1 mark]
3 Explain how better management of trade receivables and trade 5

payables can improve cash flow.
Trade receivables (debtors who have bought goods on credit) are shown
on the statement of financial position (balance sheet). They are one of the
current assets.
Trade payables (accounts payable or creditors) are shown on the

statement of financial position (balance sheet). They are one of the current
(short term) liabilities. Amounts owed to a supplier for goods or services
bought on account rather than for cash and who have not yet been paid.
Cash flow is the sum of cash payments to a business (inflows) less the
sum of cash payments (outflows).
Explanation linked to improving cash flow
• If credit control encourages trade receivables to pay for their goods and
services more promptly this will bring money into the business more
quickly and so improve cash inflow, therefore improving overall cash
flow.
• If a business can delay the payment of its trade payables this will keep
money in the business for longer, reducing cash outflow, therefore
improving overall cash flow.
• The more goods the house builder can buy on credit the more they can
delay the payment of trade payables until after payment of trade
receivables. This will reduce cash outflows and improve the overall
cash flow.
• Accept debt factoring as a management method.
• Accept keeping of good records as better management.
• Accept any other valid response.

PUBLISHED
3 Effective explanation of how better management of trade receivables and

trade payables can improve cash flow. The fifth mark is reserved for
candidates who effectively explain both factors. [4–5 marks]
Explanation of how better management of trade receivables and/or trade

payables can improve cash flow. [2–3 marks]
Descriptive information about trade receivables / trade payables / cash flow.

[1 mark]
4(a) Define the term ‘external economies of scale’. 2
Scale of operation increases and costs reduce or benefits associated with

the expansion / growth / cost reduction. [1]
Result from external factors with an example such as infrastructure changes
/ supplier improvements / location advantages / being offered purchasing
opportunities by suppliers. [1]
Benefits a business gets because of the environment / economy. [1]
Benefits achieved without any effort from the business / outside the control
of the business. [1]
4(b) Explain two internal economies of scale. 3
• Purchasing economies – suppliers will often offer substantial discounts

for large orders (bulk buying). It is cheaper for suppliers to process and
deliver one large order rather than several small ones. This makes the
unit cost cheaper for the buying business.
• Technical economies – large firms more likely to produce enough
products to justify installing machinery for flow production. The high
capacity reduces the unit cost of production. Also, the purchase of
expensive computer systems can be justified to support the high output
of large firms.
• Financial economies – money can often be borrowed more easily from
banks and at a lower interest rate by big businesses. Also, it is easier
for a big business to raise finance by selling its shares on a stock
exchange.
• Marketing economies – the cost of a sales force and promotional
campaigns can be spread over a higher level of sales for a big firm so
reducing the cost of marketing per unit of product sold.

PUBLISHED
4(b) • Managerial economies – large businesses can afford to hire specialist

functional managers who operate their functional area more efficiently
than non-specialist managers, thus reducing costs per unit.
A valid answer to this question does not require a definition of

economies of scale.
Sound explanation of two internal economies of scale. [3 marks]
Sound explanation of one or partial explanation of two internal

economies of scale. [2 marks]
Partial explanation of one or a list of two internal economies of scale.

[1 mark]
5(a) Analyse the advantages of using different methods to measure the 8

size of a business.
Level Description Marks

4 Good analysis of the advantages of using different 7–8
methods to measure the size of a business.
3 Some analysis of the advantages of using different 5–6
methods to measure the size of a business.
2 Some application of methods to measure the size of a 3–4
business.
1 Knowledge and understanding of business size. 1–2
0 No creditable content 0
Knowledge and Understanding
• Clear understanding of business size.
Application
• Reference to methods to measure the size of a business.
Analysis
• There are several ways of measuring the size of a business which may
give different results and may suggest different advantages.
• These advantages (and possibly limitations) may be referenced after
each method is described and analysed.
• Advantages may be identified in a concluding section.

PUBLISHED
5(a) Different methods to measure the size of a business include:
• Number of employees – can be used to judge the size of similar

businesses but capital-intensive business can be very large without
employing a large number of employees.
• Revenue – useful when comparing firms in the same industry but some
businesses may sell high value products while others sell low value
products, so the measurement is skewed.
• Capital employed – the amount of capital investment needed for the

business to function. Larger businesses will need to employ more
capital to buy the assets needed to run.
• Market capitalisation or share capital – the number of issued shares ×

the market price of each share. Only applies to limited companies. A
public limited company will have more share capital than a private
limited company due to selling shares on a stock market.
• Market share – used to compare businesses in the same market. Can

be based on total value or total volume of goods sold. Shows the sales
of a business as a proportion of all sales of that type of product.
• Number of outlets – a large business would have more shops than a

small business, possibly being a national or international chain rather
than existing in a localised area.
• Analysis of advantages of using different methods

Using one or a limited number of measures could give a misleading
picture.
Using only value of output or value of sales when comparing business
that sell different products.

PUBLISHED
5(b) Discuss whether a partnership is the best legal structure for an 12

accountancy business.

4 Effective evaluation of whether a partnership is the 9–12
best legal structure for an accountancy business.
3 Limited evaluation of whether a partnership is the best 7–8
legal structure for an accountancy business.
2 Application and analysis of whether a partnership is 3–6
the best legal structure for a business.
1 Knowledge and understanding of partnership / legal 1–2
structure.
• Clear understanding of partnership.

• Clear understanding of legal structure.
Application
• Reference to whether a partnership is the best legal structure for a

business.
Analysis
• Capital – partners provide start-up capital. More partners mean more

money in the business, so better flexibility / potential for growth. This
means more potential profit, equally shared between the partners.
• Flexibility – easier to form, manage and run and less strictly regulated
than companies. Partners (not shareholders) decide how the business
is run so have more flexible management.
• Shared Responsibility – allows partners to use their abilities. May split

the work according to skills and specialise more than a sole trader
could.
• Decision Making – is shared and partners can help each other out when
needed. More business ideas and better problem solving.
• Disagreements – different ideas on how the business runs.

Disagreements and disputes might harm the business and relationship
of partners. Deed of partnership reduces risk and gives procedures for
disagreements.

PUBLISHED
5(b) • Agreement – all partners must agree which can restrict management of
the business. Sole traders free to decide what they want. In limited
companies the directors must follow the will of the shareholders.
• Unlimited liability – each partner shares liability and financial risks. May
put off potential partners. LLP benefits from advantages of limited
liability, with the flexibility of the partnership model.
• Taxation – partners pay tax like sole traders and are self-employed.
They pay higher personal taxation than they would in a limited
company.
• Profit Sharing – Partners share profits equally, regardless of respective

efforts.
Evaluation
• The context is an accountancy (small financial services) business.

• This could be shown by reference to the services offered by this type of
business.
• Candidates may question what the term ‘best legal structure’ means.
• Does it mean the best structure for successful performance / for the
owners / for that type of business / for the consumers?
• Might success depend on different skills of partners, the amount of
capital injected into the partnership, the degree of co-operation on
decision-making?
• Might a partnership prove limiting leading to the move to a private
limited company.
• Is there a need to gain limited liability by become a Ltd or PLC
business?
• Is there a need for being a PLC to provide even more capital?
• Will the factors influencing success of a business such as quality of
management, motivation and morale of employees, core competencies
within the business be more easily supplied by becoming a PLC.

PUBLISHED
6 ‘Using the Internet for marketing is essential to the success of a smart 20

phone retailer.’
Do you agree with this statement? Justify your view.

5 Effective evaluation of whether using the Internet for 17–20
marketing is essential to the success of a smart phone
retailer.
4 Limited evaluation and good analysis of whether using 15–16
the Internet for marketing is essential to the success of a
smart phone retailer.
3 Analysis of whether using the Internet for marketing is 11–14
essential to the success of a retailer.
2 Application and / or analysis of whether marketing is 5–10
essential to the success of a business.
1 Knowledge and understanding of the Internet / 1–4
marketing / retailer.
• Clear understanding of the Internet.

• Clear understanding of marketing.
• Clear understanding of retailer.
Application
• Reference to whether marketing is essential to the success of a

business.
Analysis
• Internet (online) marketing – advertising / marketing which uses the

internet, email and mobile communications to encourage direct sales
via electronic commerce.
• Marketing is an important part of communicating with customers. There
may be discussion of how any of the 4P’s or 4C’s are carried out using
the Internet.
• Marketing informs and persuades customers to purchase which can
result in high sales / customer loyalty / high market share.
• Relatively inexpensive – cost per potential customer reached. Easy to
maintain up-to-date catalogue of products and prices – phones
dynamic.
• Worldwide audience – good use of promotional budget. Use pop-ups on
other websites. Target audience for smart phones likely to make strong
use of internet. Viral marketing increasingly important in driving sales.

PUBLISHED
6 • Consumer interaction – visit website, make purchase, leave data about

themselves plus feedback. Collects market research. Can email in
questions. Cell phone target market made of younger segments already
comfortable with use of internet, expect businesses to communicate
with them by social media. Concerns about internet security.
• Convenient for consumers – 24/7 access from computers, laptops,
tablets and smart phones. Easy to compare technical details of different
phones to gain customer satisfaction and reduce number of returns.
May need a retail outlet for those preferring direct contact. But buyers
see phones of friends and buy the same thing for cheapest price.
• Global access to internet – increasing rapidly in all countries. Some
countries have slow connections and computer ownership not
widespread.
• Accurate measures and records – number of visitors and success of
different promotions. Dynamic market to follow so helps keep up-to-
date.
• Lower fixed costs – than operating a traditional retail store. Phones can
be cheaper than rivals. Cost to keep website up-to-date and user-
friendly.
• Dynamic pricing – easier to charge different prices to different
customers using their on-line data. Cheaper than traditional retailer.
Evaluation
• The context is a smart phone retailer.

• This could be shown by naming brands, features or manufacturers of
smart phones
• On-line marketing on technological websites is highly appropriate for
smart phones.
• What might the factors be that could explain / determine the success of
a retailer?
• How important / essential is marketing or Internet marketing for the
success of this business?
• What are the issues around the impact of internet marketing as
opposed to traditional marketing?
• What factors might be more important / essential to the success of this
business?
• Could quality of product, branding features, business reputation be
more important in this market?

PUBLISHED
7(a) Analyse the benefits to a business of motivating its employees. 8

4 Good analysis of the benefits to a business of 7–8
motivating its employees.
3 Some analysis of the benefits to a business of 5–6
2 Some application of the benefits to a business of 3–4
1 Knowledge and understanding of motivation of 1–2
employees.

• Clear understanding of motivation.
• Clear understanding of employees.
Application
• Reference to the benefits to a business of motivating its employees.
Analysis
• Motivation of employees is achieved by the use of methods / factors that

stimulate employees to take actions which lead to achieving business
objectives.
Benefits to a business of motivating its employees include:
• Low labour turnover – motivated employees are happier and more

committed to the business therefore less likely to leave. Reduces
recruitment and training costs.
• Low absenteeism/lateness – motivated employees are less likely to
suffer from illness and so have better attendance and punctuality at
work. Increases productivity.
• High productivity – motivated employees want to work quickly and
effectively to achieve objectives and targets.
• Less waste – motivated employees care more about the cost to the
business and concentrate more on getting things right first time.
• Responsible employees – motivated employees will enjoy working for
the company and be prepared to accept more responsibility.
• Involved employees – motivated employees will feel part of a team and
will be able to make suggestions for the improvement of the business.
• Focused employees – who work hard to achieve personal goals, e.g.
self-actualisation, which the business also benefits from.
• Less accidents – motivated employees take greater care at work and
concentrate more.

PUBLISHED
7(a) • Easier to manage – motivated employees respond well and promptly to

direction by managers.
• Less disruption and disputes – employees are less likely to challenge
and disagree with instructions so there are less disputes.
7(b) Discuss whether a salary is the best payment method for motivating 12
employees of a shoe retailer.

4 Effective evaluation of whether a salary is the best 9–12
payment method for motivating employees of a shoe
retailer.
3 Limited evaluation of whether a salary is the best 7–8
payment method for motivating employees of a (shoe)
retailer.
2 Application and analysis of whether a salary is the 3–6
best payment method for an employee.
1 Knowledge and understanding of salary / payment 1–2
method / motivation / employees / retailer.
0 No creditable content. 0
• Clear understanding of salary.

• Clear understanding of payment method.
• Clear understanding of motivation.
• Clear understanding of employees.
• Clear understanding of retailer.
Application
• Reference to whether a salary is the best payment method for an

employee.
Analysis
Answers which focus on manufacturing are not answering the

question.
• Salary is an annual income that is usually paid on a monthly basis

• Common form of payment for professional, supervisory and
management staff.

PUBLISHED
7(b) • Salary fixed each year, not dependent on number of hours worked (time
rate) or number of units sold (piece rate).
• Given in recognition that hours and workload may vary during the year
and the employee is responsible for working to achieve targets
regardless of time taken.
• A salary may not provide an incentive for a shop assistant to sell more
or provide good customer service.
• Shop assistant could be on time rate as likely to work set hours per
week. If called in extra, would get extra pay per hours worked. Good
incentive to do more hours but may not work any harder.
• Possibility of using other financial reward systems eg bonus,
performance related pay, profit sharing
• Commission (percentage of sales value) would reward the assistants
selling more shoes. Assistants may not want to serve children due to
lower sales value.
Evaluation
• The context is a shoe retailer.
• This could be shown by types of shoes sold, specific shoe retailers.
• Retailer could be shown by the use of relevant employee roles ie shop
assistant, sales supervisor, customer service.
• Recognition that a shoe retailer, like other retailers may have different
types of employees such as full time, part-time, temporary, contract
employees.
• Employees may also have different levels of responsibility.
• Salary payment may be appropriate / the best way of payment to
motivate only a minority of employees in this business.
• Are there more important ways of motivating staff in this type of
business than various methods of financial rewards? For example,
non-financial incentives alongside a perceived ‘fair’ and / or ‘generous’
payment system.
• Reference may well be made here and throughout the essay to
appropriate motivation theorists such as Maslow, Herzberg, Mayo,
McClelland and Vroom.

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Cambridge International AS & A Level

This document consists of 17 printed pages.

© UCLES 2020 [Turn over

Generic Marking Principles

GENERIC MARKING PRINCIPLE 1:

Marks must be awarded in line with:

GENERIC MARKING PRINCIPLE 2:

GENERIC MARKING PRINCIPLE 3:

Marks must be awarded positively:

GENERIC MARKING PRINCIPLE 4:

GENERIC MARKING PRINCIPLE 5:

GENERIC MARKING PRINCIPLE 6:

© UCLES 2020 Page 2 of 17

AO1 Demonstrate knowledge and understanding of business concepts.

The focus in Section A of the Examination Paper is on this first AO.

In Section B of the Examination Paper

AO4 Limited Evaluation is given

AO4 Evaluation occurs

(a) When an answer comments on the validity/significance of previous analysis in an evidence

© UCLES 2020 Page 3 of 17

9609 Paper 11, 12 and 13

TV Used when parts of the answer are considered to be too vague.

AN Indicates where the answer has demonstrated analysis.

EVAL Indicates where the answer has demonstrated evaluation.

REP This indicates where content has been repeated.

X Only used in combination with CON as above.

Note: For Section A Questions 1, 2 and 4 only the following applies.

© UCLES 2020 Page 4 of 17

Question Answer Marks

1(a) Define the term ‘Product Life Cycle’. 2

The pattern of sales recorded by a product. [1]

Sound definition – 2 of the factors listed above [2 marks]

Partial definition – 1 of the factors listed above [1 mark]

No creditable content [0 marks]

Answers could include:

Business extension strategies include

• selling in new geographical markets, e.g. exporting the product.

Accept any other valid response.

Sound explanation of two ways a business could extend a product’s life

Sound explanation of one way or partial explanation of two ways a business

© UCLES 2020 Page 5 of 17

Question Answer Marks

2(a) Define the term ‘diversity’ in a workforce. 2

A diverse / mixed workforce is made up of individuals with a wide range of

Answers that focus only on employee skills / specialisation and do not

Sound definition – 2 of the factors listed above [2 marks]

Partial definition – 1 of the factors listed above [1 mark]

No creditable content [0 marks]

2(b) Explain two benefits to a business of employing a diverse workforce. 3

Answers could include:

• By employing individuals from various races, ethnicities, religions and

Accept any other valid response.

© UCLES 2020 Page 6 of 17

Question Answer Marks

Sound explanation of two benefits to a business of employing a diverse

Sound explanation of one benefit or partial explanation of two benefits to a

Question Answer Marks

3 Explain how better management of trade receivables and trade 5

Answers could include: