Year 11 Paper 4: Finance and Growth
Cash flow, business ownership and growth, break-even analysis, profit margins and external influences on business.
Year 11 here means a typical teaching order, not a syllabus rule. No exam board defines what belongs to Year 11, and schools sequence the course differently. Check it against your own scheme of work before using it to decide what a class has covered.
Questions
Question 1 [2 marks]
Cash Flow
State two examples of a cash outflow for a small business.
Question 2 [2 marks]
External Influences on Business
State two examples of government legislation that could affect how a business operates.
Question 3 [3 marks]
Business Ownership and Growth
A freelance photographer is considering whether to remain a sole trader or form a private limited company.
Explain one advantage to the photographer of remaining a sole trader.
Question 4 [3 marks]
Break-even Analysis
A food van sells burgers for 6 pounds. The variable cost per burger is 2.50 pounds.
The van's fixed costs are 420 pounds per week.
Calculate how many burgers the van must sell each week to break even.
Question 5 [3 marks]
External Influences on Business
Explain one effect an economic boom, when the economy is growing strongly and consumer confidence is high, is likely to have on a business selling non-essential luxury goods.
Question 6 [3 marks]
Profit and Financial Performance
Explain one reason why two businesses with the same sales revenue could have very different gross profit margins.
Question 7 [4 marks]
External Influences on Business
The government increases the National Minimum Wage.
Explain two effects this could have on a business that employs a large number of staff on the minimum wage.
Question 8 [5 marks]
Cash Flow
A market stall's cash flow forecast is shown below.
July: inflows of 5200 pounds, outflows of 4700 pounds, opening balance of 300 pounds. August: inflows of 4100 pounds, outflows of 5900 pounds, with an opening balance equal to July's closing balance.
Calculate the closing balance for July, and the closing balance for August, and state one action the stallholder could take in July to prepare for the August shortfall.
Question 9 [5 marks]
Profit and Financial Performance
A candle company is choosing a wax supplier. Supplier X gives the company a gross profit margin of 55 percent; Supplier Y's cheaper wax would raise this to 61 percent but has a history of inconsistent quality that occasionally ruins a batch.
Explain two factors, other than the margin percentage itself, the company should consider before switching to Supplier Y.
Question 10 [5 marks]
Cash Flow
A landscaping business forecasts the following for June: cash inflows of 8400 pounds, cash outflows of 9600 pounds, and an opening balance of 900 pounds at the start of the month.
Calculate the net cash flow for June and the closing balance at the end of June. The business has an agreed overdraft limit of 1000 pounds; calculate how much of this overdraft limit remains unused at the end of June.
Question 11 [5 marks]
External Influences on Business
A UK toy exporter sells a toy for 20 US dollars to an American retailer. When the pound is worth 1.25 dollars, this converts to 16 pounds for the exporter.
Calculate what the 20-dollar sale converts to in pounds if the pound weakens to 1.00 dollars, and explain what this means for the exporter's revenue from dollar sales.
Question 12 [5 marks]
Profit and Financial Performance
A restaurant has sales revenue of 210000 pounds, total costs of 178500 pounds, and net profit of 31500 pounds for the year. The owner's target is a net profit margin of at least 20 percent.
Calculate the restaurant's net profit margin, to one decimal place, and state whether it has met the owner's target.
Question 13 [5 marks]
External Influences on Business
A small local hardware shop has operated alongside a similar-sized rival hardware shop in the same town for years.
The rival shop has just announced it is closing down permanently.
Explain two effects this could have on the surviving hardware shop.
Question 14 [6 marks]
Cash Flow
A building firm often waits 60 days to be paid by clients, and has been offered a factoring service that would pay it 90 percent of an invoice's value immediately, in exchange for a fee, with the factoring company then collecting the full amount from the client itself.
Evaluate whether the building firm should use this factoring service.
Question 15 [6 marks]
Break-even Analysis
A garden furniture workshop is planning production. Fixed costs are 4200 pounds per month. Each bench sells for 90 pounds and costs 30 pounds in materials and labour to make. The workshop has enough space and staff time to make a maximum of 60 benches a month.
Calculate the break-even output, and evaluate whether the workshop should proceed with this business given its maximum capacity of 60 benches.
Question 16 [6 marks]
External Influences on Business
New government legislation will require all businesses to use only recyclable packaging within two years.
A snack food manufacturer currently uses cheap, non-recyclable plastic packaging for its products.
Evaluate the likely impact of this legislation on the snack food manufacturer.
Question 17 [6 marks]
Profit and Financial Performance
A software support company's net profit margin has fallen from 22 percent to 14 percent over the past year, even though sales revenue has grown, because staff wages and office costs have risen sharply.
Evaluate two methods the company could use to improve its net profit margin.
Question 18 [6 marks]
External Influences on Business
A furniture manufacturer is considering investing in new automated cutting machinery that would replace some of the manual work currently done by its staff, reducing labour costs but requiring a large upfront investment.
Evaluate whether the manufacturer should invest in this automated machinery.
Model solutions
| Question 1[2 marks] | |
|---|---|
| Answer or working | Marks |
| a valid example, such as rent or wages | B1 |
| a second valid example, such as paying suppliers, loan repayments, or tax | B1 |
| Final answer: Any two of: rent, wages, paying suppliers, loan repayments, tax | |
| Question 2[2 marks] | |
|---|---|
| Answer or working | Marks |
| a valid example, such as minimum wage law or health and safety law | B1 |
| a second valid example, such as consumer protection law, environmental regulations, or employment rights law | B1 |
| Final answer: Any two of: minimum wage law, health and safety law, consumer protection law, environmental regulations, employment rights law | |
| Question 3[3 marks] | |
|---|---|
| Answer or working | Marks |
| identifying an advantage, such as being able to keep full control over all business decisions | B1 |
| developing it, such as not needing to consult other shareholders or directors before making a decision | B1 |
| concluding that this allows the photographer to run the business exactly as she wants and act quickly | B1 |
| Final answer: Remaining a sole trader lets the photographer keep full control over all decisions without consulting others, allowing her to run the business as she wants and act quickly | |
| Question 4[3 marks] | |
|---|---|
| Answer or working | Marks |
| contribution per burger = 6 minus 2.50 | M1 |
| dividing 420 by the contribution per burger | M1 |
| 120 burgers | A1 |
| Final answer: 120 burgers per week | |
| Question 5[3 marks] | |
|---|---|
| Answer or working | Marks |
| identifying that consumer confidence and income tend to rise during a boom | B1 |
| developing this, such as customers being more willing to spend on non-essential, luxury items rather than only essentials | B1 |
| concluding that this is likely to increase the business's sales revenue and profit during the boom | B1 |
| Final answer: Rising consumer confidence and income during a boom make customers more willing to spend on non-essential luxury items, increasing the business's sales revenue and profit | |
| Question 6[3 marks] | |
|---|---|
| Answer or working | Marks |
| identifying that their cost of sales can differ, even with similar revenue, such as how much they pay for stock or materials | B1 |
| developing this, such as one business being charged more by suppliers, or having more wastage | B1 |
| concluding that a larger share of each pound of revenue is then used up before gross profit is calculated, even though total revenue is the same | B1 |
| Final answer: Businesses can have very different costs of sales, for example paying more for stock or having more wastage, leaving a different gross profit even from the same revenue | |
| Question 7[4 marks] | |
|---|---|
| Answer or working | Marks |
| identifying an effect, such as the business's wage costs increasing | B1 |
| developing it, such as reducing profit unless the business raises prices or cuts costs elsewhere | B1 |
| identifying a second effect, such as staff being more motivated or less likely to leave | B1 |
| developing it, such as higher pay improving morale and reducing costly staff turnover | B1 |
| Final answer: Two developed effects, such as higher wage costs reducing profit unless prices rise, and potentially higher staff motivation and lower turnover | |
| Question 8[5 marks] | |
|---|---|
| Answer or working | Marks |
| July's net cash flow = 5200 minus 4700 | M1 |
| a July closing balance of 800 pounds | A1 |
| August's net cash flow = 4100 minus 5900 | M1 |
| an August closing balance of negative 1000 pounds | A1 |
| a valid preparatory action, such as arranging an overdraft or short-term loan in July before the shortfall occurs, or delaying a non-essential August outflow | B1 |
| Final answer: July closing balance = 800 pounds; August closing balance = negative 1000 pounds; the stallholder could arrange an overdraft or delay a non-essential payment in July to prepare for the shortfall | |
| Question 9[5 marks] | |
|---|---|
| Answer or working | Marks |
| identifying a factor, such as the risk of inconsistent quality ruining a batch | B1 |
| developing it, such as a ruined batch being a wasted cost and lost sales that could outweigh the extra margin gained on the batches that go well | B1 |
| identifying a second factor, such as the reputational risk of faulty candles reaching customers | B1 |
| developing it, such as this damaging the brand and leading to returns or lost repeat custom, harming profit in the longer term | B1 |
| a concluding link, such as showing why margin percentage alone should not be the only factor in choosing a supplier | B1 |
| Final answer: Two developed factors, such as the risk of wasted cost and lost sales from ruined batches, and reputational damage from faulty candles reaching customers, both potentially outweighing the extra margin | |
| Question 10[5 marks] | |
|---|---|
| Answer or working | Marks |
| net cash flow = 8400 minus 9600 | M1 |
| a net cash flow of negative 1200 pounds | A1 |
| closing balance = 900 plus the net cash flow | M1 |
| a closing balance of negative 300 pounds | A1 |
| calculating that 700 pounds of the 1000-pound overdraft limit remains unused | B1 |
| Final answer: Net cash flow = negative 1200 pounds; closing balance = negative 300 pounds; 700 pounds of the 1000-pound overdraft limit remains unused | |
| Question 11[5 marks] | |
|---|---|
| Answer or working | Marks |
| dividing 20 by 1.00 | M1 |
| 20 pounds | A1 |
| correctly identifying that this is more pounds than the 16 pounds received before the pound weakened | B1 |
| explaining that a weaker pound means each dollar of foreign sales converts into more pounds | B1 |
| concluding that this increases the exporter's revenue from its existing level of dollar sales, without needing to sell more | B1 |
| Final answer: 20 dollars converts to 20 pounds when the pound is worth 1.00 dollars, more than the 16 pounds received before; a weaker pound means each dollar of sales converts into more pounds, increasing revenue from the same level of dollar sales | |
| Question 12[5 marks] | |
|---|---|
| Answer or working | Marks |
| dividing net profit of 31500 by sales revenue of 210000 | M1 |
| multiplying the result by 100 | M1 |
| a net profit margin of 15.0 percent | A1 |
| correctly comparing 15.0 percent with the 20 percent target | B1 |
| the correct conclusion that the restaurant has not met the target, since 15.0 percent is below 20 percent | B1 |
| Final answer: Net profit margin = 15.0 percent; no, this has not met the owner's 20 percent target | |
| Question 13[5 marks] | |
|---|---|
| Answer or working | Marks |
| identifying an effect, such as customers who used to shop at the rival switching to the surviving shop | B1 |
| developing it, such as increasing the surviving shop's sales revenue and market share, since there is now less choice in the town | B1 |
| identifying a second effect, such as feeling less pressure to keep prices low or invest as heavily in customer service with less local competition | B1 |
| developing it, such as this potentially allowing prices to rise somewhat, though risking attracting a new competitor drawn by the reduced competition | B1 |
| a concluding link, such as both effects generally strengthening the surviving shop's position in the short to medium term | B1 |
| Final answer: Two developed effects, such as former rival customers switching to the surviving shop, increasing sales and market share, and reduced pressure to keep prices low, though this risks attracting a new competitor later | |
| Question 14[6 marks] | |
|---|---|
| Answer or working | Marks |
| a point in favour, such as receiving most of the cash immediately rather than waiting 60 days | B1 |
| developing it, such as being able to use that cash straight away to pay for materials, wages or new contracts | B1 |
| a point against, such as giving up 10 percent of the invoice's value in fees, reducing overall profit on every job factored | B1 |
| developing it, such as this becoming a large ongoing cost if used on every invoice, compared with simply waiting to be paid in full | B1 |
| a further factor, such as whether the firm only needs to factor its largest, slowest-paying clients rather than every invoice | B1 |
| a justified conclusion weighing the faster access to cash against the ongoing cost of the factoring fee, related to how urgently the firm needs cash | B1 |
| Final answer: A justified judgement weighing the faster access to cash from factoring against the ongoing cost of its fee, related to how urgently the firm needs cash | |
| Question 15[6 marks] | |
|---|---|
| Answer or working | Marks |
| contribution per bench = 90 minus 30 = 60 pounds | M1 |
| dividing the fixed costs of 4200 by the 60-pound contribution | M1 |
| a break-even output of 70 benches | A1 |
| identifying that 70 benches is above the maximum capacity of 60 benches, so break-even cannot be reached at full capacity | B1 |
| developing this, such as the workshop making a loss every month unless fixed costs are cut or the price is raised | B1 |
| a justified conclusion, such as recommending the workshop does not proceed unless capacity can be increased, fixed costs reduced, or the selling price raised | B1 |
| Final answer: Break-even = 70 benches per month, above the 60-bench maximum capacity; the workshop cannot break even as currently planned and should not proceed without increasing capacity, cutting fixed costs or raising the price | |
| Question 16[6 marks] | |
|---|---|
| Answer or working | Marks |
| identifying a negative impact, such as the business having to pay to research, source and switch to recyclable packaging | B1 |
| developing it, such as increasing costs in the short term, which may reduce profit or need to be passed on through higher prices | B1 |
| identifying a positive impact, such as the change improving the business's image with increasingly environmentally-conscious customers | B1 |
| developing it, such as potentially increasing sales or allowing a premium price if it is marketed well as more eco-friendly than competitors | B1 |
| a further point, such as the two-year time frame giving the business time to plan and spread the cost, or smaller competitors struggling more with the cost | B1 |
| a justified overall conclusion on whether the impact is likely to be more positive or negative for this manufacturer, with a reason | B1 |
| Final answer: A justified judgement weighing the short-term cost of switching packaging against the longer-term opportunity to appeal to environmentally-conscious customers, considering the two-year transition period | |
| Question 17[6 marks] | |
|---|---|
| Answer or working | Marks |
| a first method, such as reducing overhead costs, for example by moving to smaller or cheaper office space | B1 |
| developing it, such as directly lowering the expenses deducted after gross profit, increasing net profit without needing more sales | B1 |
| a second method, such as improving staff productivity, for example through better training or scheduling software | B1 |
| developing it, such as allowing the same work to be done with fewer or less overtime-heavy staff hours, reducing wage costs relative to revenue | B1 |
| a further evaluative point, such as cutting office space or staff hours risking a fall in service quality or staff morale | B1 |
| a justified conclusion recommending one method, or a combination, with a reason | B1 |
| Final answer: A justified recommendation such as combining reduced overheads with improved staff productivity, weighing the risk to service quality or morale against the need to restore the margin | |
| Question 18[6 marks] | |
|---|---|
| Answer or working | Marks |
| a point in favour, such as lower ongoing labour costs once the machinery is in place | B1 |
| developing it, such as the machinery also potentially working faster and more consistently than manual cutting, increasing output | B1 |
| a point against, such as the large upfront cost of buying the machinery | B1 |
| developing it, such as this being a significant risk if demand later falls and the investment cannot be recovered | B1 |
| a further factor, such as the effect on existing staff, including potential redundancies and the cost or disruption this could cause | B1 |
| a justified conclusion weighing the long-term cost savings against the upfront investment risk and the impact on staff | B1 |
| Final answer: A justified judgement weighing the long-term labour cost savings and faster output of automation against the large upfront investment risk and the impact on existing staff | |