2023 Cambridge IAS-Level Business (9609) 模擬試題連答案詳解

Setting ethical objectives can enhance Plasshape's corporate image, making the business more attractive to environmentally conscious customers, which can lead to increased sales and customer loyalty.

Award 1 mark for any valid identified benefit.
Acceptable answers include:
- Improved brand image / reputation
- Increased customer loyalty / attraction of ethical consumers
- Improved motivation of employees / easier recruitment of staff
- Attracting ethical investors / sources of finance
- Reduced risk of negative publicity or pressure group action

Batch production involves producing a set quantity of identical products at one time. For Plasshape, this means they can run a large batch of one specific plastic container design through their injection moulding machinery, lowering the average setup cost per unit. Once the batch is finished, the production team can switch the moulds to manufacture a different size or colour of container, offering flexibility to meet varied customer demands without the extreme costs of job production.

1 mark: Knowledge of a benefit of batch production (e.g. balances unit cost efficiency with flexibility). 2 marks: Application to Plasshape's business context (e.g. references to plastic containers, changing injection moulds, or different product colours/designs).

A piece-rate system pays workers according to the quantity of units produced. At Plasshape, this incentive might lead factory workers to rush the plastic injection moulding and cooling processes to maximise their output. As a result, the quality of the plastic products could deteriorate, resulting in more misshapen or defective items that fail inspection, leading to higher waste of polymer raw materials and increased production costs.

1 mark: Knowledge of a disadvantage of a piece-rate system (e.g. potential fall in quality, safety risks, or neglect of non-production duties). 2 marks: Application to Plasshape's operations (e.g. mentioning defect rates in plastic moulding, wasted polymer granules, cooling times, or rush on the production line).

Step 1: State the formula for capacity utilisation: \(\text{Capacity Utilisation} = \frac{\text{Actual Output}}{\text{Maximum Capacity}} \times 100\). Step 2: Substitute the given values into the formula: \(\frac{135,000}{180,000} \times 100\). Step 3: Calculate the final percentage: \(0.75 \times 100 = 75\%\).

1 mark for the correct formula: (Actual Output / Maximum Capacity) * 100. 1 mark for correct working: (135,000 / 180,000) * 100. 1 mark for the correct final answer: 75% (accept 75, reject 0.75 unless clearly stated as a decimal ratio).

Benefit 1: Lower average unit costs (Economies of Scale)
- Context: Plasshape is moving from customized, one-off industrial parts to standardized consumer storage boxes. Instead of creating a new mold for every single item, a single injection-moulding setup can produce a batch of hundreds of identical storage boxes.
- Analysis: This transition allows Plasshape to purchase raw materials, such as plastic polymer granules, in bulk at discounted prices. Furthermore, the fixed costs of setting up and calibrating the injection-molding machines are spread over a much larger volume of output. This significantly lowers the average cost per unit, allowing Plasshape to price its products competitively in the price-sensitive retail market while maintaining a healthy profit margin.

Benefit 2: Higher output levels and productivity
- Context: Retail buyers (like department stores or supermarkets) expect high volumes and consistent delivery schedules for storage boxes.
- Analysis: Batch production allows machines to run continuously for the duration of a production run without interruption. Because workers do not have to continuously stop production to change designs, reset molds, or adjust specifications for every individual unit, machinery utilization rates and overall labor productivity increase. This enables Plasshape to produce the high volume of goods required to secure and satisfy large retail supply contracts, which would be impossible under a slow, bespoke job production system.

Levels of response framework:

Level 3: [5-8 marks]
- Good analysis of two benefits of batch production compared to job production.
- Clear application of the benefits to Plasshape's transition to manufacturing standardized retail plastic storage boxes.
- To achieve the top end of this level (7-8 marks), the analysis must clearly link the change in production method to the specific positive consequences for Plasshape's operational efficiency, cost-competitiveness, or ability to meet retail market demands.

Level 2: [3-4 marks]
- Reasonable application of the benefits of batch production to the context of Plasshape (e.g., referencing plastic injection molds, retail consumers, polymer materials).
- Limited analysis of one or two benefits.

Level 1: [1-2 marks]
- Knowledge and understanding of production methods (job production, batch production, or general operational benefits) demonstrated through definitions or simple listings of advantages.

Marking Notes:
- Do not credit general benefits of flow production (assembly lines) unless they are explicitly contextualized as characteristics of batching.
- Application must go beyond simply repeating the name "Plasshape"; it must reference aspects of plastic manufacturing, molds, storage boxes, or retail distribution.

A transition to flow production for Plasshape offers significant advantages, primarily driven by massive economies of scale. Flow production allows for a continuous, automated process that drastically reduces unit costs, making the pricing competitive enough to secure and maintain the ToyWorld contract. Since the contract requires 500,000 identical wheels monthly, flow production is highly appropriate as it minimizes the machine downtime currently experienced during batch changeovers. However, there are significant drawbacks. The initial capital cost of $250,000 represents a major financial risk for a business currently serving local clients. If the contract is cancelled or the design of the wheels changes, the dedicated line might become redundant. Furthermore, flow production is highly inflexible compared to batch production, meaning Plasshape might lose its ability to cater to local custom orders, which currently diversify its revenue stream. In conclusion, Plasshape should only transition if they can secure a legally binding, multi-year contract with ToyWorld that guarantees minimum purchase volumes to amortize the $250,000 cost. Additionally, keeping a portion of their capacity in batch production would be wise to mitigate the risk of relying on a single large customer.

Level 4 (9-12 marks): Evaluative judgment supported by deep analysis of both batch and flow production in the context of Plasshape and the ToyWorld contract. Level 3 (6-8 marks): Good analysis of the advantages and disadvantages of changing production methods with clear application to the scenario. Level 2 (3-5 marks): Some application of production methods to the scenario, showing understanding of batch/flow. Level 1 (1-2 marks): Knowledge of batch and/or flow production defined or explained. Marks breakdown: Knowledge and Understanding (2 marks), Application (2 marks), Analysis (4 marks), Evaluation (4 marks).

Internal stakeholders are individuals or groups within the organization who have a direct interest in its operations and decisions. For Direct News, valid internal stakeholders include:
1. Employees (such as journalists, editors, or print operators)
2. Managers / Directors (who manage daily operations and strategic decisions)
3. Shareholders / Owners (who hold equity in the business)

Award 1 mark for any correctly identified internal stakeholder of Direct News.

Acceptable answers include:
- Employees / Staff / Journalists
- Managers / Executive Directors
- Shareholders / Owners

Do not accept external stakeholders (e.g., readers/customers, advertisers, local community, suppliers, creditors, government).

Internal stakeholders are individuals or groups within the organization who have a direct interest in its operations and decisions. For Direct News, valid internal stakeholders include:
1. Employees (such as journalists, editors, or print operators)
2. Managers / Directors (who manage daily operations and strategic decisions)
3. Shareholders / Owners (who hold equity in the business)

Award 1 mark for any correctly identified internal stakeholder of Direct News.

Acceptable answers include:
- Employees / Staff / Journalists
- Managers / Executive Directors
- Shareholders / Owners

Do not accept external stakeholders (e.g., readers/customers, advertisers, local community, suppliers, creditors, government).

Penetration pricing involves setting a low initial price to gain market share in a highly competitive digital news market. By charging a very low monthly subscription fee initially (e.g., introductory price for the first 3 months), DN can quickly build a user base for its new app, encouraging physical readers to transition to digital and attracting price-sensitive online users. Once consumer loyalty is established and the brand becomes a habit, DN can increase the price to a normal level to generate higher profits.

Knowledge [1 mark]: Identification of a valid pricing strategy (e.g., penetration pricing, freemium, price skimming).
Application [1 mark]: Linking the strategy specifically to the digital news subscription/app context of DN.
Explanation [1 mark]: Explaining how/why this strategy operates or benefits the firm during its launch phase.

When physical circulation drops by \(20\%\), DN's immediate inflows from sales and print advertisers fall sharply, while high fixed costs of printing presses and distribution remain. In such a cash-flow crisis, the business faces the risk of insolvency. Therefore, the short-term goal must shift from maximizing profits to ensuring survival (e.g., securing enough cash to pay journalists and rent), as a business cannot make future profits if it goes out of business today.

Knowledge [1 mark]: Clear understanding of the objective of survival (e.g., keeping the business running, managing cash flow to avoid insolvency).
Application [1 mark]: Use of the case context (e.g., reference to the \(20\%\) drop in physical newspaper circulation, high printing costs, or cash flow problems).
Explanation [1 mark]: Explaining why survival must take priority over profit maximisation when facing severe short-term distress.

Step 1: Calculate the Gross Profit. \(\text{Gross Profit} = \text{Revenue} - \text{Cost of Sales} = \$240,000 - \$96,000 = \$144,000\). Step 2: Calculate the Gross Profit Margin. \(\text{Gross Profit Margin} = \left( \frac{\text{Gross Profit}}{\text{Revenue}} \right) \times 100 = \left( \frac{\$144,000}{\$240,000} \right) \times 100 = 60\%\).

3 marks: Correct answer of \(60\%\) (or \(60\)) with or without workings. 2 marks: Correct substitution of correct figures into the Gross Profit Margin formula but incorrect calculation, OR correct Gross Profit calculated but GPM calculated as \(0.6\) without multiplying by 100. 1 mark: Correct formula for Gross Profit Margin written down, OR Gross Profit correctly calculated as \(\$144,000\).

Benefit 1: Economies of scale and lower unit costs. By shifting to batch production, DN can produce a set number of identical hampers (such as 50 'Luxury Reading' hampers) in one run. This allows DN to buy components like specialist magazines, artisanal snacks, and coffee in bulk, securing purchasing discounts from suppliers. Standardizing the assembly process for a batch reduces material waste and average preparation time per unit compared to making them individually, which lowers the cost of goods sold and increases DN's gross profit margin. Benefit 2: Increased productivity and speed to meet seasonal demand. Under job production, a worker must perform all tasks sequentially for a single hamper, which is slow and inefficient. Batch production allows for division of labor or sequential task execution (such as folding all 50 boxes first, then packing the magazines, then adding snacks). This specialization increases output per worker-hour, enabling DN to scale up production rapidly to meet tight delivery windows during peak holiday seasons, satisfying customer expectations for timely delivery.

Knowledge and Understanding (2 marks): 2 marks: Two benefits of batch production identified (e.g., lower average unit costs, division of labor, faster production times, flexibility). 1 mark: One benefit identified. Application (2 marks): 2 marks: Clear application of both benefits to the context of DN (e.g., referencing gift hampers, specialist magazines, snacks, coffee, seasonal holiday demand). 1 mark: Limited application to the context (only one benefit applied or weak context integration). Analysis (4 marks): 3-4 marks: Detailed analysis of two benefits showing a clear chain of cause and effect linking batch production to DN's operational efficiency, cost reduction, or profitability. 1-2 marks: Limited analysis of one or both benefits.

Arguments for outsourcing:
1. Cost Efficiency & Capacity Utilisation: Operating at only 60% capacity utilisation is highly inefficient. Outsourcing turns the fixed costs of maintaining 15 vans and 20 drivers into variable costs, matching expenses directly with declining circulation.
2. Capital Injection: Selling the fleet of 15 vans will provide an immediate cash injection, which ENS can reinvest into digital journalism platforms to counter the long-term decline in print sales.
3. Core Competency Focus: ENS's core competency is journalism and content creation, not logistics. Outsourcing to a specialist like LogiSwift ensures professional logistics management.

Arguments against outsourcing:
1. Risk of Distribution Delays: Newspapers are highly perishable goods; delays past 6:00 AM could cause retailers to cancel orders and lead to a permanent loss of subscribers. ENS loses direct control over delivery drivers' performance.
2. Redundancy and Morale: Making 20 drivers redundant might damage ENS's corporate image and lower the morale of remaining office and editorial staff.
3. Relationship with Retailers: In-house drivers have built long-term relationships with local newsagents, ensuring premium display space; national couriers may not offer this level of care.

Evaluation:
The decision depends heavily on the contract terms with LogiSwift. If LogiSwift can guarantee the 6:00 AM deadline with penalty clauses, outsourcing is the superior option because the physical printing and distribution business is in terminal decline (declining from 50,000 to 30,000 copies). Maintaining an underutilised fleet of 15 vans is a waste of capital that ENS desperately needs to fund its survival in the digital age. Therefore, outsourcing is highly recommended in the long run.

Level 4: Evaluation (5-6 marks) - Formulates a clear, balanced, and fully supported recommendation on whether ENS should outsource, based on contextual factors like the 6:00 AM delivery deadline and declining print market.
Level 3: Analysis (3-4 marks) - Explains the consequences of outsourcing (e.g., how selling 15 vans improves cash flow, or how loss of control over delivery times could lead to canceled retail orders).
Level 2: Application (2 marks) - Applies points specifically to the ENS context (e.g., 60% capacity utilisation, 20 drivers, print decline from 50,000 to 30,000 copies).
Level 1: Knowledge (1-2 marks) - Shows clear understanding of outsourcing, capacity utilisation, or logistics benefits/drawbacks.