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    Cambridge International AS & A Level: BUSINESS 9609/04

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    Cambridge International AS & A Level: BUSINESS 9609/04

    Uploaded by

    tafadzwa tandawa
    1K views4 pages

    Original Title

    596181-2023-specimen-paper-4

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    Cambridge International AS & A Level: BUSINESS 9609/04

    Uploaded by

    tafadzwa tandawa

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4
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    RF grew through acquiring land and increasing production capacity. It reinvested profits and took on debt to finance further expansion. However, a fire destroyed its assets and operations, leading the owner to retire.

    RF pursued growth through purchasing additional land and increasing production capacity. It reinvested profits to finance this strategy. It took over a neighbouring farm and issued new shares. However, productivity and financial performance declined over time.

    When RF took over BKL, they encountered cultural differences between the companies. RF used a harder approach to human resource management while BKL was more flexible. As a result, half of BKL's employees chose to leave after RF changed their contracts.

    Cambridge International AS & A Level

    BUSINESS9609/04
    Paper 4 Business Strategy For examination from 2023

    SPECIMEN PAPER 1 hour 15 minutes

    You must answer on the enclosed answer booklet.


    *0123456789*

    You will need: Answer booklet (enclosed)

    INSTRUCTIONS
    ● Answer all questions.
    ● Follow the instructions on the front cover of the answer booklet. If you need additional answer paper,
    ask the invigilator for a continuation booklet.

    INFORMATION
    ● The total mark for this paper is 40.
    ● The number of marks for each question or part question is shown in brackets [ ].

    This document has 4 pages. Any blank pages are indicated.

    © UCLES 2020 [Turn over


    2

    Ryan’s Farm (RF)

    RF was set up in Australia in 2001 when John Ryan bought a farm, equipment and inventory for $1.5m.
    He financed the purchase with a bank loan which was fully repaid by 2008. Initially, RF produced
    sugarcane, pineapples and mangoes.

    Timeline of RF’s strategy for growth

    2008–2014 Several purchases of land to increase capacity, gain economies of scale and maximise
    profit margins. All profit reinvested in RF.
    2015 All land converted to sugarcane production (see Appendix 1).
    2016 Takeover of BKL, a neighbouring farm, for $10m (see Appendix 2).
    Financed by bank loan and sale of shares in RF Limited, a newly created private limited
    company.
    John holds 51% of shares and is Managing Director.
    2018 RF purchases a new building financed by a mortgage (see Appendix 3).
    2019 RF’s shareholders approve company’s financial results at the annual general meeting
    (AGM) (see Appendix 4).

    Developing a new business strategy

    In 2020 a fire destroyed all RF’s buildings and its inventory of recently harvested sugarcane. RF was
    unable to continue operations. John Ryan has chosen to retire and has left his controlling share of the
    company to his daughter, Sue.

    Sue is determined to create a successful new farming business called RF2. She has adopted the
    following mission and aims as the basis of a business strategy.

    Mission
    Profitability through sustainability

    Aims
    • develop business options for farming the land
    • identify market opportunities
    • develop core competencies
    • operate efficiently within a dynamic environment
    • choose appropriate finance

    Sue would now like advice on which approaches she should use to develop a new business strategy.

    © UCLES 2020 9609/04/SP/23


    3

    Appendix 1: Sugarcane production in Australia (2015)

    • Large profit margins.


    • 80% of Australian sugarcane is exported. The main export markets include Russia, China,
    Indonesia and the United States.
    • Australia does not subsidise sugarcane production. However, European and American producers
    are subsidised.
    • Brazilian sugarcane farmers are more efficient than Australian sugarcane farmers.
    • Global demand for sugarcane and sugarcane products is forecast to continue growing.
    • There is pressure on the industry to make production more sustainable, e.g. using less water.

    Appendix 2: HR Director’s report summary following RF’s takeover of BKL (2016)

    The two farms had very different corporate cultures. RF uses hard HRM whereas BKL used soft HRM.
    Most of the BKL employees were on flexi-time contracts. RF employees have annualised contracts.

    RF moved BKL employees onto annualised contracts, but half of them chose to leave. Recruitment is
    difficult. Productivity is forecast to fall.

    Appendix 3: Data on the new building (2018)

    • Increases RF’s inventory capacity by 300%. Allows RF to hold high levels of inventory for several
    months to take advantage of price changes.
    • Computerised inventory control system.
    • Links with enterprise resource planning (ERP) system used by all the major sugar factories.

    Appendix 4: Analysis of RF’s financial accounts between 2015 and 2018

    2015 2016 2017 2018


    Current ratio 1 : 1 1 : 1 1 : 1 1 : 1
    Acid test ratio 0.6 : 1 0.5 : 1 0.5 : 1 0.3 : 1
    Return on capital employed (%) 9 7 6 5
    Rate of inventory turnover (times) 0.8 0.8 0.8 0.6
    Gearing (%) 5 30 20 60
    Profit for the year ($m) 2 2.3 1.8 0.6

    Answer both questions.

    1 Evaluate RF’s strategy for growth between 2008 and 2019. [20]

    2 Advise Sue on which approaches she should use to develop a new business strategy for RF2.
    [20]

    © UCLES 2020 9609/04/SP/23


    4

    BLANK PAGE

    Permission to reproduce items where third-party owned material protected by copyright is included has been sought and cleared where possible. Every
    reasonable effort has been made by the publisher (UCLES) to trace copyright holders, but if any items requiring clearance have unwittingly been included, the
    publisher will be pleased to make amends at the earliest possible opportunity.

    Cambridge Assessment International Education is part of the Cambridge Assessment Group. Cambridge Assessment is the brand name of the University of
    Cambridge Local Examinations Syndicate (UCLES), which itself is a department of the University of Cambridge.

    © UCLES 2020 9609/04/SP/23

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