Cambridge International AS & A Level

BUSINESS 9609/13
Paper 1 Short Answer/Essay October/November 2024
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 October/November 2024 series for most
Cambridge IGCSE, Cambridge International A and AS Level components, and some Cambridge O Level
components.

This document consists of 32 printed pages.

© Cambridge University Press & Assessment 2024 [Turn over

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
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 descriptions 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.

GENERIC MARKING PRINCIPLE 2:

Marks awarded are always whole marks (not half marks, or other fractions).

GENERIC MARKING PRINCIPLE 3:

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.

GENERIC MARKING PRINCIPLE 4:

Rules must be applied consistently, e.g. in situations where candidates have not followed instructions or in the application of generic level
descriptors.

© Cambridge University Press & Assessment 2024 Page 2 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
GENERIC MARKING PRINCIPLE 5:

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).

GENERIC MARKING PRINCIPLE 6:

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.

Social Science-Specific Marking Principles

(for point-based marking)

1 Components using point-based marking:

• Point marking is often used to reward knowledge, understanding and application of skills. We give credit where the candidate’s answer
shows relevant knowledge, understanding and application of skills in answering the question. We do not give credit where the answer
shows confusion.

From this it follows that we:

a DO credit answers which are worded differently from the mark scheme if they clearly convey the same meaning (unless the mark
scheme requires a specific term)
b DO credit alternative answers/examples which are not written in the mark scheme if they are correct
c DO credit answers where candidates give more than one correct answer in one prompt/numbered/scaffolded space where extended
writing is required rather than list-type answers. For example, questions that require n reasons (e.g., State two reasons …).
d DO NOT credit answers simply for using a ‘key term’ unless that is all that is required. (Check for evidence it is understood and not used
wrongly.)
e DO NOT credit answers which are obviously self-contradicting or trying to cover all possibilities
f DO NOT give further credit for what is effectively repetition of a correct point already credited unless the language itself is being tested.
This applies equally to ‘mirror statements’ (i.e., polluted/not polluted).
g DO NOT require spellings to be correct, unless this is part of the test. However spellings of syllabus terms must allow for clear and
unambiguous separation from other syllabus terms with which they may be confused (e.g., Corrasion/Corrosion)

© Cambridge University Press & Assessment 2024 Page 3 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
2 Presentation of mark scheme:
• Slashes (/) or the word ‘or’ separate alternative ways of making the same point.
• Semi colons (;) bullet points (•) or figures in brackets (1) separate different points.
• Content in the answer column in brackets is for examiner information/context to clarify the marking but is not required to earn the mark
(except Accounting syllabuses where they indicate negative numbers).

3 Calculation questions:
• The mark scheme will show the steps in the most likely correct method(s), the mark for each step, the correct answer(s) and the mark
for each answer
• If working/explanation is considered essential for full credit, this will be indicated in the question paper and in the mark scheme. In all
other instances, the correct answer to a calculation should be given full credit, even if no supporting working is shown.
• Where the candidate uses a valid method which is not covered by the mark scheme, award equivalent marks for reaching equivalent
stages.
• Where an answer makes use of a candidate’s own incorrect figure from previous working, the ‘own figure rule’ applies: full marks will be
given if a correct and complete method is used. Further guidance will be included in the mark scheme where necessary and any
exceptions to this general principle will be noted.

4 Annotation:
• For point marking, ticks can be used to indicate correct answers and crosses can be used to indicate wrong answers. There is no direct
relationship between ticks and marks. Ticks have no defined meaning for levels of response marking.
• For levels of response marking, the level awarded should be annotated on the script.
• Other annotations will be used by examiners as agreed during standardisation, and the meaning will be understood by all examiners
who marked that paper.

© Cambridge University Press & Assessment 2024 Page 4 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
9609 Business Studies – Paper 1 Annotations

Annotation Description Use

Tick Indicates a point which is relevant and rewardable.

Cross Indicates a point which is inaccurate/irrelevant and not rewardable.

Knowledge Indicates knowledge and understanding of the concepts and issues relating to the question.

Application Indicates where application is made to an appropriate business context.

Analysis Indicates where the answer has demonstrated analysis – questions 4, 5a, 5b, 6a and 6b.

Evaluation Indicates where the answer has demonstrated evaluation – (Section B Part (b) questions only).

Benefit of doubt Used when the benefit of the doubt is given in order to reward a response.

Not answered question Used when the answer or parts of the answer are not answering the question asked.

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

Noted but no credit given Indicates that content has been recognised but not rewarded.

Repetition Indicates where content has been repeated.

Level 1 Indicates a Level 1 point is made.

© Cambridge University Press & Assessment 2024 Page 5 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Annotation Description Use

Level 2 Indicates a Level 2 point is made.

Level 3 Indicates a Level 3 point is made.

Off Page Comment Used to view PE comments on Practice Scripts only – displayed at the bottom of the screen when
clicking the comments button/toggle.

Guidance on using levels-based mark schemes

Marking of work should be positive, rewarding achievement where possible, but clearly differentiating across the whole range of marks, where
appropriate.

The examiner should look at the work and then make a judgement about which level statement is the best fit. In practice, work does not always
match one level statement precisely so a judgement may need to be made between two or more level statements.

Once a best-fit level statement has been identified, use the following guidance to decide on a specific mark:

• If the candidate’s work convincingly meets the level statement, award the highest mark.
• If the candidate’s work adequately meets the level statement, award the most appropriate mark in the middle of the range.
• If the candidate’s work just meets the level statement, award the lowest mark.
• L1, L2 etc. must be clearly annotated on the response at the point where the level is achieved.

© Cambridge University Press & Assessment 2024 Page 6 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Assessment objectives

AO1 Knowledge and understanding

Demonstrate knowledge and understanding of business concepts, terms and theories.

AO2 Application

Apply knowledge and understanding of business concepts, terms and theories to problems and issues in a variety of familiar and unfamiliar
business situations and contexts.

AO3 Analysis

Analyse business problems, issues and situations by:

• using appropriate methods and techniques to make sense of qualitative and quantitative business information
• searching for causes, impact and consequences
• distinguishing between factual evidence and opinion or value judgement
• drawing valid inferences and making valid generalisations.

AO4 Evaluation

Evaluate evidence in order to make reasoned judgements, present substantiated conclusions and, where appropriate, make recommendations for
action and implementation.

© Cambridge University Press & Assessment 2024 Page 7 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Mark Grids for Section A

Used for Q1(a), Q2(a) and Q3(a)

Two marks in total can be awarded for these questions. Ticks ( ) are used to show where the candidate has been given these marks.

AO1 Knowledge and understanding Marks

Knowledge of the term that demonstrates a clear understanding of the term. 2 Indicated by 2 where appropriate in the answer

Knowledge of the term that demonstrates a partial understanding of the term. 1 Indicated by 1 where appropriate in the answer

No creditable response. 0

Used for Q1(b), Q2(b) and Q3(b)

Three marks in total can be awarded for these questions. Ticks ( ) are used to show where the candidate has been given these marks.

AO1 Knowledge and understanding AO2 Application

1 mark 2 marks

2 marks
Developed application of one relevant point to a business context.
Indicated by a further where appropriate in the answer

1 mark 1 mark
Knowledge of one relevant point is used to answer the question. Limited application of one relevant point to a business context.
Indicated by 1 where appropriate in the answer Indicated by 1 where appropriate in the answer

0 marks 0 marks
No creditable response. No creditable response.

© Cambridge University Press & Assessment 2024 Page 8 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

1(a) Define the term labour turnover. 2

Indicative content

Responses may include:

AO1 Knowledge and understanding

Clear understanding of the term labour turnover is worth 2 marks.

• The rate at which employees are leaving an organisation … during a specified period (2) or
• Number of employees leaving during a period, divided by the average number of employees during that period,
multiplied by 100 (formula) (2).

Partial understanding of the term is worth 1 mark.

• When employees leave a business

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 9 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

1(b) Explain one implication for a business of having a low rate of labour turnover. 3

Indicative content

Responses may include:

AO1 Knowledge and understanding

1 mark for identifying one implication of low labour turnover

• Reduces cost of employee replacements +

• Fewer interruptions in production process
• Motivated/contented employees
• Work culture likely to be supportive
• Expertise and experience retained

Implication could be negative.

• Lack of new ideas, creative/innovative activity

• High-cost employees

AO2 Application
2 marks for developed application/explanation of the implication given
1 mark for limited application/explanation of the implication given

The implications for a business with a low rate of labour turnover include: –
• Costs of replacing labour is small +
• Reduced loss in production time in training new employees
• Morale of workforce may remain high – less stress on remaining staff if few leave
• Knowledge and expertise is retained in the business
• Customer service standards maintained with consistency of staff
• Training costs and time saved

© Cambridge University Press & Assessment 2024 Page 10 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

1(b) The implications above are all positive and may be experienced as a result of a positive working environment. However,
there may be some negative implications: –
• There may be some significant underlying problems in the business that need addressing -
• Low labour turnover may mean that poor performers are retained and this may affect morale
• The cost of employees may be very high, with many long-serving and senior employees earning high wages/salaries
• The labour force may lack new ideas – little creativity and innovation
• There may be few promotion opportunities with some leaving the business
• Existing staff may not have appropriate skills

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 11 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

2(a) Define the term product differentiation. 2

Indicative content

Responses may include:

AO1 Knowledge and understanding

Clear understanding of the term product differentiation is worth 2 marks.

• Making your product stand out from the competition … provides a competitive advantage or USP (2)

Partial understanding of the term product differentiation is worth 1 mark.

• Making your product stand out from the competition (1)

• Provide a competitive advantage or USP (1)

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 12 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

2(b) Explain one reason why product development might be important for a business. 3

Indicative content

Responses may include:

Note: Textbooks suggest that `product development` means further development of existing products in a product portfolio
as well as the development of new products.

AO1 Knowledge and understanding

1 mark for identifying one reason.

• Keep up with competition

• Exploit new markets/increase existing ones
• Allows use of new technology
• New products more appealing to customers/ more profitable
• Important to be agile, respond to market research findings and market trends
• Can extend the profitable life of a product.

© Cambridge University Press & Assessment 2024 Page 13 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

2(b) AO2 Application

2 marks for developed application/explanation of one reason
1 mark for limited application/explanation of one reason

The reasons for the importance of product development include: –

• The need to respond to competitive products and initiatives and win new business
• Sell more to existing customers – increase the value offer
• Reduce costs associated with current products and services
• Produce new products and improve existing products in order to enter new markets
• Businesses need to innovate or die
• Support business growth – diversification and increased range of products/services
• Respond to changing customer/market expectations, trends and fashions
• Exploit new technology opportunities-increase sales and profits
• May lead to important extension strategies.

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 14 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

3(a) Define the term government grant. 2

Indicative content

Responses may include:

AO1 Knowledge and understanding

Clear understanding of the term government grant is worth 2 marks.

• Money given by government to a business … which normally does not need to be paid back or to fund a project or
operation such as job stimulation/initiative (2)

Partial understanding of the term government grant is worth 1 mark.

• Money given by government to a business (1)

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 15 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

3(b) Explain one advantage of using retained earnings as a source of business finance. 3

Indicative content

AO1 Knowledge and understanding

1 mark for identifying one advantage

• Provides a healthy pool of working capital – to purchase assets/invest – or to pay off debts
• Internal funds quicker to organise and access
• Internal control of business not affected
• Avoids business debt
• Reduced costs/no interest payments.

AO2 Application
2 marks for developed application/explanation of one advantage
1 mark for limited application/explanation of one advantage.

The advantages of using retained earnings as a source of finance include:

• May be readily available and may be substantial if accumulated over time

• Cheap source of finance – unlike loans no interest payments or fees to pay
• Flexible source of finance – no conditions as to how to use – can use for R&D or update equipment or hire more staff
• Fast source of finance – no waiting for lenders to process a request
• Ideal for urgent/emergency funding.

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 16 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

4 Analyse one likely impact on a business of outsourcing its production process. 4

Note: No marks can be awarded if a relevant impact is not given.

Indicative content

Responses may include:

AO1 Knowledge and understanding

1 mark for giving one likely impact

• Likely to lead to production cost savings

• But could lead to increased production costs
• Allows a business to exploit its core skills
• Take advantage of production skills and expertise elsewhere
• Could lose control of the production process-reduced quality – inconsistent delivery
• May damage the reputation of the business
• May attract criticism from pressure groups
• May mean internal redundancies

AO2 Application
2 marks for developed application/explanation of the chosen impact
1 mark for limited application/explanation of the chosen impact

• Outsourcing offers a number of advantages to a business – notably the possibility of lower costs – due to lower labour
rates – increased efficiency
• Outsourcing also offers a business the opportunity to concentrate on its core competences, which may not include its
production process

© Cambridge University Press & Assessment 2024 Page 17 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

4 • Outsourcing production can mean increased production costs

• Could mean reputational damage if production quality suffers.
• Could attract criticism from pressure groups.

AO3 Analysis
2 marks for developed analysis of the chosen impact
1 mark for limited analysis of the chosen impact

• Outsourcing the production process allows a business to enjoy significant reductions in the cost of production –
especially with lower labour and land costs (depending on the selection of an appropriate outsource business)
• Expensive capital investment in specialised technology is avoided-allowing focus on other activities-marketing, product
design.
• Allows a renewed focus on the core business – manufacturing/production can be time-consuming and high
maintenance – a new focus on corporate aims and objectives
• Outsource for the expertise and technology of a production process, which may not be in-house but is available with
outsource companies
• Outsourcing may provide more time for innovation and flexibility – opportunity to better meet changing business and
commercial conditions

Outsourcing may however impact on a business in a negative way: –

• Control of the production process is lost – outsource company may slow the production time – language and cultural
barriers
• Outsourcing may lead to a reduction in quality – poor working practices – exploitation of labour
• Outsourcing to a specialist production company may mean a substantial increase in production costs
• Impact on in-house employees – jobs lost – fear for the future – morale reduced
• Customers may have concerns and move to other businesses – ethical concerns
• Outsourcing company may go out of business
• There may be risks to privacy – intellectual capital – data protection

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 18 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(a) Analyse two reasons why a business might choose to grow internally (organically). 8

There are 8 marks in total for Q5(a) – 4 marks for each of the two reasons given:
1 mark for
1 mark for
2 marks for

Indicative content

Note: This question does not mention alternatives to internal growth or ask for comparisons between internal and external
growth though such an answer approach is acceptable and rewardable.
Some candidates may simply analyse why a business may seek to grow (through building an additional factory, opening up
another shop, or operating in an additional different market) and make little reference to internal or organic growth issues.
This approach is also acceptable and rewardable.

Responses may include:

AO1 Knowledge and understanding

1 mark for giving ONE reason

• Reduces risk/ threat of poor mergers/alliances

• Not subject to external contingencies
• Business culture and morale retained
• Preference to remain local/national
• Avoid potential high costs involved with external growth

© Cambridge University Press & Assessment 2024 Page 19 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(a) AO2 Application

1 mark for application of one reason

• The risk to a business is lower – own values and operations are retained
• No necessity to seek strategic alliances or wait for the acceptable merger – business focus is maintained
• Risk of culture clash with another business is avoided – less disruption to workers – business morale
• Avoidance of significant merger/acquisition financial costs – external growth can be very expensive

AO3 Analysis
2 marks for developed analysis of one reason L2
1 mark for limited analysis of one reason L1

• Internal growth is relatively inexpensive – lower investment required – retained profits used rather than additional loans
or shares
• Internal growth relies on the strengths of the business, built up over the years – building on brand reputation, best-
selling products, loyal employees – evolution rather than revolution reduces business risks
• Internal growth is easier to control and manage – owners and managers retain total control of business operations and
do not face unknown factors resulting from a merger/acquisition
• Internal corporate culture is maintained – organic growth allows work culture and management style to remain and
avoids possible problems associated with integration with other businesses
• Maintains healthy gearing position – internal growth often funded from equity – either retained profits or issuing shares
to investors – external debt is avoided – providing financial stability and solvency
• Internal growth ensures continuity – focus of the business on pre-established policies is maintained – management and
workers on the same page
• Existing owners and managers may have limited ambition – limited internal growth may be seen as sufficient

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 20 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(b) ‘Even a friendly merger between two social media companies may not be successful ` Evaluate this view. 12

There are 12 marks for Q5(b):

2 marks for
2 marks for
2 marks for
6 marks for

Indicative content

Responses may include:

AO1 Knowledge and understanding

2 marks for developed knowledge L2
1 mark for limited knowledge L1

• Merger/takeover is the acquisition of the shares and assets of another company by a business in order to form a new
legal entity
• Friendly mergers result when owners and directors of both companies are in agreement
• Hostile mergers occur when one company acquires a target company without the consent of the target company
• Social media companies are interactive technologies that facilitate the sharing of information, ideas, interests or other
forms of expression through virtual communities and networks

© Cambridge University Press & Assessment 2024 Page 21 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(b) AO2 Application

2 marks for developed application L2
1 mark for limited application L1

• A significant proportion of mergers (friendly and hostile) fail to meet objectives – shareholder value and competitive
advantage not achieved
• Friendly mergers more likely to achieve objectives – most mergers are friendly but 60–70% fail to realise expectations
• Social media companies merge in order to achieve the advantages of any other merger – external growth, exploit
common capabilities and competences, produce economies of scale, gain more efficiencies, bring more connectivity
and utility to the service – e.g. merger of Facebook and WhatsApp in 2014
• The high rate of mergers failure to meet objectives suggests a number of fundamental weaknesses associated with the
planning and operation of mergers

AO3 Analysis
2 marks for developed analysis L2
1 mark for limited analysis L1

• Insufficient due diligence and poor pre-merger negotiation – critical performance information may not be disclosed from
either company – assumptions made about the future of the new business may be wrong
• Synergies may be overestimated – revenue increases and cost reduction aims are often not achieved –
implementation priorities not set – growth trajectory of the merger may be uncertain
• Lack of cultural fit – there is an inability to recognise and manage the cultural differences between the merged
businesses – change management is poor
• Poor top management of the integration of the two companies into the newly-formed business – post-merger
integration is not led/managed effectively – the absence of a new strategic plan to secure the anticipated advantages of
the merger – poor communication between the merged companies – no sense of urgency for changes needed –
empire building more important than integration
• External factors may reduce the anticipated success of the merged business – the competition make take advantage of
any merger disruption or uncertainty – there may be technological innovations that undermine the reasons for the
merger – external factors such as a worldwide pandemic are factors outside of business managers’ control

© Cambridge University Press & Assessment 2024 Page 22 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(b) AO2 Application

2 marks for developed application L2
1 mark for limited application L1

• chocolate manufacturer – may give named examples, brands or foods, could refer to specific parts of the process. The
manufacturer could undertake backward vertical integration with a supplier of cacao beans.

Packaging is not application unless explained in relation to chocolate – it can apply to any manufacturer

AO3 Analysis
2 marks for developed application L2
1 mark for limited application L1

• horizontal integration is good for increasing market share by combining sales of both businesses, whilst getting rid of a
competitor
• mergers can bring together complementary ideas and techniques to aid product development e.g., new chocolate
recipe
• external growth is good for entering new markets where the other business is already established and successful
• external growth is a quick method of expansion as all factories, equipment and employees are already in place
• takeover may be too expensive for a business aiming for quick profit maximisation or a small business
• internal growth is less expensive and may appeal more to a smaller business
• depending on what the objectives are it is possible to achieve them without growth e.g., motivating/training workers for
profit maximisation
• a new business may focus on survival and then slower internal growth building on their success

© Cambridge University Press & Assessment 2024 Page 23 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

5(b) AO4 Evaluation

6 marks for evaluation
Developed/Supported judgement in context 6 marks
L3

Developed/Reasonable evaluative comments in context 5 marks

L3

Developed/Supported judgement without context 4 marks

L2

Developed/Reasonable evaluative comments without context 3 marks

L2

Limited supported judgement 2 marks

L1

An attempt to balance the arguments/Weak attempt at evaluative comments 1 mark

L1

© Cambridge University Press & Assessment 2024 Page 24 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(a) Analyse two reasons why a business might use external recruitment. 8

There are 8 marks in total for Q5(a) – 4 marks for each of the two reasons given:
1 mark for
1 mark for
2 marks for

Indicative content

Responses may include:

AO1 Knowledge and understanding

1 mark for giving one reason

• Acquire external expertise/experience

• Cheaper in the long term – saves training costs
• There is an internal skill gap that needs filling
• The external pool of relevant employees is large
• To shake up and change the internal working culture – new ideas

AO2 Application
1 mark for application of one reason

• External recruitment offers an alternative to a business as it seeks to develop its employees into an effective workforce
• External recruitment is often used to complement internal recruitment – it provides advantages to a business that may
not be available using only internal recruitment

© Cambridge University Press & Assessment 2024 Page 25 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(a) AO3 Analysis

2 marks for developed analysis of one reason L2
1 mark for limited analysis of one reason L1

• External recruitment may be used to bring new ideas, new perspectives into the business – to support plans, to
become more competitive
• External recruitment may be used to import new skills and expertise into the business – to meet the demands of
changing technologies, customer expectations – stay competitive
• External recruitment may mean access to a larger pool of prospective employees – the internal workforce may need
refreshing and motivating
• A business may have a policy of equality and diversity – this may require external recruitment
• A business may need to recruit new managers and leaders as employees retire and/or leave – internal employees may
not be ready for promotion
• External recruitment may be used to remove complacency – recruit experienced change managers to implement
change and invigorate the organisation

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 26 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(b) Evaluate whether the contribution of the managers in a new hospital will have the most influence on its 12
performance.

There are 12 marks for Q6(b):

2 marks for
2 marks for
2 marks for
6 marks for

Indicative content

Responses may include:

AO1 Knowledge and understanding

2 marks for developed knowledge L2
1 mark for limited knowledge L1

• Business managers are employed to oversee and develop the operational and business procedures within a business
– duties include setting objectives, making plans, giving direction to the organisation
• Specific business manager roles have been set out by theorists such as Fayol and Mintzberg
• Business performance is concerned with and measured by such factors as – profitability/efficient resource utilisation,
customer/client satisfaction, organisational sustainability, and quality of product/service provision
• Hospitals are organisations that have a responsibility to effectively allocate resources in order to provide healthcare to
patients who may require specialist medical support – treat and make sick patients more healthy

© Cambridge University Press & Assessment 2024 Page 27 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(b) AO2 Application

2 marks for developed application L2
1 mark for limited application L1

• Managers can provide purpose and a sense of direction to any business

• Managers may be general managers or more specialist managers – such as finance managers or HR managers and
will make a specific and professional contribution to a business
• Business managers are internal stakeholders and will normally take account of the views and concerns of other internal
and external stakeholders when carrying out their responsibilities
• A new hospital may provide specific opportunities for managers in pursuit of effective performance – opportunities to
develop a rich organisational culture, to establish strong financial budgets and parameters, to invest in cutting edge
technology and expertise/experience, and establish best practice medical and management processes

AO3 Analysis
2 marks for developed analysis L2
1 mark for limited analysis L1

The ways in which managers can contribute to the performance of a hospital include the following:
• Develop operational and corporate goals for the organisation – provide a vision and set of objectives designed to
deliver strong healthcare outcomes
• Design appropriate organisational structure and operational processes – which are supportive of the organisational and
project objectives
• Recruit the appropriate levels and skills of the workforce – professional staff and support staff – nurses, doctors,
porters and cleaners
• Create an organisational culture that is appropriate for a hospital – a motivating work environment that supports
emergency requirements as well as more controlled working processes
• Provide the appropriate management styles suited to the demands of hospital work – democratic, autocratic, paternal,
and laisse-faire may all be relevant given different demands and situations
• Provide an appropriate system of financial control – ensure that resources are available and that budgets and financial
objectives are followed

© Cambridge University Press & Assessment 2024 Page 28 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(b) • Ensure that there is an appropriate organisation-patient-customer relationship – consider the possible contribution of
CRM
• Design and maintain appropriate communication systems in the hospital – efficient spread of information between
departments and between the hospital and all its stakeholders
• Maintain a momentum for high quality performance – including a culture that rewards performance and provides
stability for all staff

AO4 Evaluation
6 marks for evaluation

Developed/Supported judgement in context 6 marks

L3

Developed/Reasonable evaluative comments in context 5 marks

L3

Developed/Supported judgement without context 4 marks

L2

Developed/Reasonable evaluative comments without context 3 marks

L2

Limited supported judgement 2 marks

L1

An attempt to balance the arguments/Weak attempt at evaluative comments 1 mark

L1

A judgement/decision is made in relation to the view that managers in a new hospital will have the most influence on its
performance.
Such judgements may be made at any point in the essay, not just in a concluding section
• The contribution that managers can make to a hospital, analysed above, is of course, dependent on manager skills and
expertise – ineffective managers can reduce the performance of a hospital and get in the way of professional and
support staff
• A judgement might be made that if managers are competent at corporate and departmental levels, they can
significantly influence hospital performance – they take vital and appropriate decisions and create working
environments that produce high quality care
© Cambridge University Press & Assessment 2024 Page 29 of 32
9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Question Answer Marks

6(b) • It might be suggested that managers having the most influence can be said to be a generalisation that overvalues the
potential contribution of managers in a hospital, and underestimates the contribution of other factors of production – it
can be argued that the professional health specialists in a hospital have at least the same, or possibly more, influence
– the cutting edge technology in the hospital is also critical to health care outcomes
• Also, the reference to ‘managers’ needs further consideration – there are general and specialist managers – corporate,
departmental, project managers – each category of manager can make contributions to performance or, indeed, hinder
quality performance

Accept all valid responses.

© Cambridge University Press & Assessment 2024 Page 30 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Mark Grids for Section B

Used for Q5(a) and Q6(a)

Level AO1 Knowledge and understanding AO2 Application AO3 Analysis

2 marks 2 marks 4 marks

2 3–4 marks
Developed analysis
• Developed analysis that identifies
connections between causes, impacts
and/or consequences of two points.
• Developed analysis that identifies
connections between causes, impacts
and/or consequences of one point.

1 1–2 marks 1–2 marks 1–2 marks

• Knowledge of two relevant points is • Application of two relevant points to a Limited analysis
used to answer the question. business context. • Limited analysis that identifies
• Knowledge of one relevant point is • Application of one relevant point to a connections between causes, impacts
used to answer the question. business context. and/or consequences of two points.
• Limited analysis that identifies
connections between causes, impacts
and/or consequences of one point.

0 0 marks 0 marks 0 marks

No creditable response. No creditable response. No creditable response.

© Cambridge University Press & Assessment 2024 Page 31 of 32

9609/13 Cambridge International AS & A Level – Mark Scheme October/November 2024
PUBLISHED
Mark Grids for Section B

Used for Q5(b) and Q6(b)

Level AO1 Knowledge and AO2 Application AO3 Analysis AO4 Evaluation
understanding 2 marks 2 marks 6 marks
2 marks

3 5–6 marks
Developed evaluation in context
• A developed
judgement/conclusion is made in
the business context.
• Developed evaluative comments
which balance some key
arguments in the business
context.

2 2 marks 2 marks 2 marks 3–4 marks

Developed knowledge of Developed application of Developed analysis Developed evaluation
relevant key term(s) and/or relevant point(s) to the that identifies connections • A developed
factor(s) is used to answer the business context. between causes, impacts judgement/conclusion is made.
question. and/or consequences. • Developed evaluative comments
which balance some key
arguments.

1 1 mark 1 mark 1 mark 1–2 marks

Limited knowledge Limited application Limited analysis Limited evaluation
of relevant key term(s) and/or of relevant point(s) to the that identifies connections • A judgement/conclusion is made
factor(s) is used to answer the business context. between causes, impacts with limited supporting
question. and/or consequences. comment/evidence.
• An attempt is made to balance
the arguments.

0 0 marks 0 marks 0 marks 0 marks

No creditable response. No creditable response. No creditable response. No creditable response.

© Cambridge University Press & Assessment 2024 Page 32 of 32