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2010 HSC Notes from the Marking Centre — Business Studies

Contents

Introduction

This document has been produced for the teachers and candidates of the Stage 6 course in Business Studies. It contains comments on candidate responses to the 2010 Higher School Certificate examination, indicating the quality of the responses and highlighting their relative strengths and weaknesses.

This document should be read along with the relevant syllabus, the 2010 Higher School Certificate examination, the marking guidelines and other support documents which have been developed by the Board of Studies to assist in the teaching and learning of Business Studies.

General comments

Teachers and candidates should be aware that examiners may ask questions that address the syllabus outcomes in a manner that requires candidates to respond by integrating the knowledge, understanding and skills they developed through studying the course. It is important to understand that the Preliminary course is assumed knowledge for the HSC course.

Candidates need to be aware that the marks allocated to the question and the answer space (where this is provided on the examination paper), are guides to the length of the required response. A longer response will not in itself lead to higher marks. Writing in excess of the space allocated may reduce the time available for answering other questions.

Candidates need to be familiar with the Board’s Glossary of Key Words which contains some terms commonly used in examination questions. However, candidates should also be aware that not all questions will start with or contain one of the key words from the glossary. Questions such as ‘how?’, ‘why?’ or ‘to what extent?’ may be asked or verbs may be used which are not included in the glossary, such as ‘design’, ‘translate’ or ‘list’.

Section II

Question 21

  1. In better responses, candidates provided characteristics and features of legal influences on an Australian business expanding overseas. In weaker responses, candidates named the legal influence only or referred to other influences including financial and political influences.
  2. Most candidates identified either a social/cultural influence or a response of the Australian business expanding overseas. In better responses, candidates clearly demonstrated a relationship between the influence and the response by providing relevant examples. In weaker responses, candidates were unsuccessful in providing a relationship between the influence and response, or outlined the influence or a response.

Question 22

  1. Most candidates provided a sketch in general terms of a management skill that Jamie could use in managing this change. The majority of candidates referred to specific management skills using relevant syllabus terminology. In weaker responses, candidates recognised and named a skill using relevant terminology but did not sketch in general terms the skill relevant to change indicated.
  2. In better responses, candidates made clear the relationship between a management role and reconciliation of the conflict. Other responses used relevant syllabus terminology and Jamie’s management role and made some link to the resolution of the conflict. In weaker responses, candidates did not demonstrate why and/or how a management role could reconcile the conflict of interest that may arise between the stakeholders from the change of location. In some weaker responses, candidates sketched a management role in general terms without using relevant syllabus terminology.

Question 23

  1. In better responses, candidates clearly outlined a method of primary data collection that could have been used by ENERGO. Better responses linked the method identified to the stimulus material. In weaker responses, candidates simply named a method used to obtain the information. Candidates are reminded to use the stimulus provided and apply their knowledge to the situation.
  2. In better responses, candidates analysed either a legal or an ethical aspect of ENERGO’s marketing and related the implications to how it could impact on ENERGO. Weaker responses simply described the aspect without attempting to draw out and relate the implications of ENERGO’s actions. In the weakest responses, candidates merely recognised a legal or ethical aspect of marketing.

Question 24

  1. In the best responses, candidates correctly named TWO key influences on employment relations that might have prompted the change to operating hours (taking into account the stimulus) and provided characteristics and features of these influences. Some candidates may have named ONE or TWO key influences on employment relations, yet only sketched these in general terms.
  2. In better responses, candidates made detailed and comprehensive judgments based on criteria (ie extended/changing operating hours AND concern about ongoing staffing costs) of TWO types of employment contracts (taking into account the stimulus) that would allow for the change to operating hours. In poorer responses, candidates explained why and/or how different contracts would allow for the change yet did not make a judgment as to the appropriateness of the contracts identified. In the weakest responses, candidates recognised and named various employment contracts.

Question 25

  1. Most candidates provided an advantage of using comparative ratio analysis. The majority of candidates referred to the comparison between businesses through the use of industry averages. Fewer candidates referred to benchmarking over time. In weaker responses, candidates identified a general use of comparative advantage.
  2. Most candidates made the connection evident between the accounts receivable turnover and the extension of credit terms. In stronger responses, candidates explained the effect on efficiency through the longer collection period. Some candidates were either unable to make use of the table or unable to make clear the relationship between the extension of credit terms and efficiency. Some weaker responses did not identify the correct efficiency ratio. Candidates are reminded that when a question includes stimulus material like a table, the information in the table should be used in their response.
  3. The majority of candidates made a judgement on profitability and solvency of the business. In stronger responses, candidates accurately identified the financial position of the business through comparison of ratios from the table using Debt to Equity, Gross Profit and Return on Owner’s Equity. In weaker responses, candidates did not identify Return on Owner’s Equity as a dominant feature of the business’ profitability status instead relying on the Gross Profit Ratio, although some candidates demonstrated some understanding of solvency and profitability.

Section III

Question 26

In the best responses, candidates demonstrated extensive knowledge and understanding of the question, using relevant business terminology, concepts and the information provided. Responses were sustained, logical, cohesive and in the form of a business report. Responses in this range clearly indicated the main features of two external influences that could have been sources of change for XYZ Ltd. These included, but were not limited to, competition, economic, changing nature of markets, financial, social and technological influences.

These responses also provided details of one product strategy that XYZ Ltd could use to achieve its marketing objective. Relevant product strategies included positioning, branding and packaging. Clear links between the suggested product strategy and the specific marketing objective of regaining market share were also evident in these responses.

In these responses, candidates also proposed comprehensive supporting arguments for one effective cash flow management strategy and one effective profitability management strategy to solve the financial problems for XYZ Ltd. Cash flow strategies included, but were not limited to, cash flow statements, cash receipts policies and cash payment policies. Profitability strategies included, but were not limited to, cost controls (both fixed and variable) and revenue controls such as sales mix and pricing policies. Clear links between the suggested strategies and the cash flow and profitability problems of XYZ Ltd were evident in these responses.

In mid-range responses, candidates demonstrated some knowledge and understanding relevant to the question with some relevant terminology and features of a business report. These responses sketched in general terms two external influences, but these were not always relevant to the question. Many responses in this range tended to describe a product strategy without relating it to the achievement of XYZ Ltd’s marketing objective. These responses typically described a cash flow management strategy and/or a profitability management strategy in detail, but failed to relate the strategy to the stimulus material provided.

In weaker responses, candidates demonstrated limited knowledge and understanding relevant to the question with limited use of relevant business terminology or business report format. Candidates identified two external influences, but generally confused product strategies with promotion or pricing strategies. In these responses, candidates tended to sketch in general terms either a cash flow or profitability management strategy often with little relevance to the stimulus material or the question. Many candidates included irrelevant material such as a business plan, situational analysis, or marketing mix instead of answering the question directly.

Candidates are reminded to address the question directly. The inclusion of material not specifically required by the question such as a business plan, situational analysis or an additional case study is largely unnecessary.

Section IV

Question 27

In the best responses, candidates demonstrated comprehensive knowledge and understanding relevant to the question, using relevant business case studies, terminology and concepts. Responses were sustained, logical, cohesive and, although not required, often in the form of a business report.

In the better responses, candidates made clear the relationship between the drivers of globalisation and the strategies used by business to achieve effective employment relations. Examples included, but were not limited to, the impact of technology on communication, the influence of transnational corporations on staffing and reward systems and the influence of governments on employment relations legislation. Responses were supported with either a single, detailed business case study or a range of relevant business examples to illustrate.

In mid-range responses, candidates demonstrated some knowledge and understanding relevant to the question but used limited business terminology and concepts. In many of these responses, candidates did not make evident the relationship between the drivers of globalisation and the strategies used by business to achieve effective employment relations. In some responses, the use of case study material was limited or non-existent and candidates often referred to the reasons for global expansion rather than the drivers of globalisation.

In weaker responses, candidates demonstrated limited knowledge and understanding relevant to the question. Responses often sketched in general terms the drivers of globalisation or strategies to achieve effective employment relations but with no attempt to link the two. Many candidates made little or no reference to case study material or business terminology.

Candidates are reminded that it is essential to refer to a relevant case study or studies in this section of the examination paper.

Question 28

In the best responses, candidates demonstrated comprehensive knowledge and understanding relevant to the question, using relevant business case studies, terminology and concepts. Responses were sustained, logical, cohesive and although not specifically required, often in the form of a business report.

In these responses, candidates drew out and related the industrial conflict issues that may arise as a result of a business’ chosen methods of international expansion. These candidates recognised that expansion methods such as relocation of production and foreign direct investment were more likely to result in industrial conflict issues rather than methods such as exporting and management contract. Responses were supported using one or more business case studies. Candidates who used a range of business case studies were better able to answer all parts of the question.

In mid-range responses, candidates tended to provide characteristics and features of the methods of international expansion and industrial conflict. These candidates did not draw out and relate the industrial conflict issues to the methods of international expansion. Most of these responses were well structured but the use of case studies, business terminology and concepts was limited.

In weaker responses, candidates tended to sketch in general terms some methods of international expansion or conflict between stakeholders. In most cases, there was little if any reference to business case studies or relevant business terminology.

Candidates are reminded that it is essential to refer to a relevant case study or studies in this section of the examination paper.

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