© International Baccalaureate Organization 2022 All rights reserved. No part of

© International Baccalaureate Organization 2022 All rights reserved. No part of this product may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without the prior written permission from the IB. Additionally, the license tied with this product prohibits use of any selected files or extracts from this product. Use by third parties, including but not limited to publishers, private teachers, tutoring or study services, preparatory schools, vendors operating curriculum mapping services or teacher resource digital platforms and app developers, whether fee-covered or not, is prohibited and is a criminal offense. More information on how to request written permission in the form of a license can be obtained from https://ibo.org/become-an-ib-school/ib-publishing/licensing/applying-for-a- license/. © Organisation du Baccalauréat International 2022 Tous droits réservés. Aucune partie de ce produit ne peut être reproduite sous quelque forme ni par quelque moyen que ce soit, électronique ou mécanique, y compris des systèmes de stockage et de récupération d’informations, sans l’autorisation écrite préalable de l’IB. De plus, la licence associée à ce produit interdit toute utilisation de tout fichier ou extrait sélectionné dans ce produit. L’utilisation par des tiers, y compris, sans toutefois s’y limiter, des éditeurs, des professeurs particuliers, des services de tutorat ou d’aide aux études, des établissements de préparation à l’enseignement supérieur, des fournisseurs de services de planification des programmes d’études, des gestionnaires de plateformes pédagogiques en ligne, et des développeurs d’applications, moyennant paiement ou non, est interdite et constitue une infraction pénale. Pour plus d’informations sur la procédure à suivre pour obtenir une autorisation écrite sous la forme d’une licence, rendez-vous à l’adresse https://ibo.org/become-an-ib-school/ ib-publishing/licensing/applying-for-a-license/. © Organización del Bachillerato Internacional, 2022 Todos los derechos reservados. No se podrá reproducir ninguna parte de este producto de ninguna forma ni por ningún medio electrónico o mecánico, incluidos los sistemas de almacenamiento y recuperación de información, sin la previa autorización por escrito del IB. Además, la licencia vinculada a este producto prohíbe el uso de todo archivo o fragmento seleccionado de este producto. El uso por parte de terceros —lo que incluye, a título enunciativo, editoriales, profesores particulares, servicios de apoyo académico o ayuda para el estudio, colegios preparatorios, desarrolladores de aplicaciones y entidades que presten servicios de planificación curricular u ofrezcan recursos para docentes mediante plataformas digitales—, ya sea incluido en tasas o no, está prohibido y constituye un delito. En este enlace encontrará más información sobre cómo solicitar una autorización por escrito en forma de licencia: https://ibo.org/become-an-ib-school/ib-publishing/licensing/ applying-for-a-license/. © International Baccalaureate Organization 2022 2222 – 5012 6 pages Friday 29 April 2022 (morning) 1 hour 45 minutes Business management Higher level Paper 2 Instructions to candidates y Do not open this examination paper until instructed to do so. y A clean copy of the business management formulae sheet is required for this examination paper. y Section A:  answer one question. y Section B:  answer two questions. y A calculator is required for this examination paper. y The maximum mark for this examination paper is [50 marks]. – 2 – 2222 – 5012 Section A Answer one question from this section. 1. Roscas Roscas produces and sells sugar donuts. Monthly fixed costs are $15 000, monthly sales revenue is $70 000, and total variable costs per month are $25 000. To increase its productivity rate, Roscas wants to buy a new high-efficiency machine that produces chocolate-filled donuts. The finance manager has forecasted the following information. Table 1: Forecasted information for the production of chocolate-filled donuts Price per unit $5 Variable costs per unit $2 Sales revenue per month $100 000 Fixed costs per month $1000 Table 2: Forecasted cash flow for the new machine Year Net cash flows ($000s) 0 –2000 1 600 2 650 3 670 4 700 5 710 (a) Define the term productivity rate. [2] (b) Using the information provided above and in Table 1, calculate: (i) the total contribution per month for the production of 20 000 chocolate-filled donuts (show all your working); [2] (ii) the monthly profit if Roscas sells sugar donuts and chocolate-filled donuts (show all your working). [2] (c) Using the information provided above and in Table 2, calculate: (i) the payback period for the new machine (show all your working); [2] (ii) the average rate of return (ARR) for the new machine (show all your working). [2] – 3 – 2222 – 5012 Turn over 2. Les Légumes Contentes (LLC) Les Légumes Contentes (LLC) is a cooperative of farmers that sells organic produce. LLC’s starting capital is $5000. It needs a bank loan to buy refrigerators for its store. The bank has requested a cash-flow forecast. The forecasted figures are shown in Table 3. Table 3: Forecasted figures for LLC for the first four months of operations, beginning 1 January Average price per kg of produce $4 Forecasted sales for January 3000 kg Forecasted sales from February onwards 4000 kg Cash sales 50 % of each month’s sales, from customers paying at the cooperative store Credit sales 50 % of each month’s sales, sold to supermarkets and payable one month later Rent $4500 per month Labour costs $2500 per month Cost of goods sold 40 % of sales revenue per month Overhead costs $1100 per month, paid in cash (a) State two features of a cooperative. [2] (b) Using Table 3 and the information provided above, prepare a monthly cash-flow forecast for LLC for the first four months of operations. [6] (c) Calculate LLC’s forecasted net profit at the end of April (show all your working). [2] – 4 – 2222 – 5012 Section B Answer two questions from this section. 3. Carol’s Designs (CD) Carol Rodríguez is passionate about design. She runs Carol’s Designs (CD) with two assistants, making and selling party dresses directly to consumers through her website. Customers provide their style preferences and measurements. Then, Carol emails a computer-designed drawing for the customer’s approval. CD uses job/customized production. An emerging talent in dress design, Carol decided to use e-commerce because she could not afford the fixed costs of an expensive physical location and traditional promotional techniques. Through her website, she promotes and sells her designs to a large audience and collects valuable information and opinions from her customers. The business-to-consumer (B2C) approach, essential for her business growth, requires regular website updates. E-commerce sales have steadily increased worldwide, and Carol’s dress orders have increased too. However, CD regularly misses delivery deadlines and is often short of cash. Carol’s bank suggested that she find a partner. She approached Juan Pérez, an engineer and business angel, about becoming a 50 % partner in CD. Juan thinks Carol needs to delegate design and focus on the operation of the business. CD uses social media marketing. Alexia Bros, a famous actress, ordered a dress for this season’s cinema festival, and Carol uploaded pictures of Alexia wearing her newly designed dress. Recently, however, some negative comments, including customer complaints about delays in delivery times, have appeared on social media. Carol did not have time to reply to these complaints. She is planning to hire a social media marketing manager. (a) Define the term fixed cost. [2] (b) Explain one advantage and one disadvantage for CD of using a job/customized production method. [4] (c) Explain one advantage and one disadvantage for CD of forming a partnership. [4] (d) Discuss Carol’s decision to use e-commerce. [10] – 5 – 2222 – 5012 Turn over 4. Bandit & Max Bandit & Max (BM) is a partnership between Dr. Jones and Dr. Morris that produces specialist food for dogs with health problems. BM’s unique selling point/proposition (USP) is food for dogs with diabetes and digestive or kidney problems. BM’s mission statement is, “To help strengthen the bond between people and their dogs.” BM uses a cost-plus (mark-up) pricing strategy; however, the costs of raw materials are rising. BM has an excellent brand image and sells its products only through veterinarians and large pet shops that provide advice to customers. Veterinarians recommend BM’s dog food because of its high quality and nutritional value. However, potential customers in some areas lack access to BM’s food. BM’s sales are not growing. Dr. Morris wants to diversify into specialist cat food, as more people are buying or adopting cats. BM has experience in developing new products. In the past, BM outsourced its research and development. Now, Dr. Morris wants BM to build its own research facilities, but building costs are high. BM’s warehouse will need refurbishing to stock more food. BM could become a private limited company to raise the necessary finance. Dr. Jones disagrees. He believes BM should not diversify. BM’s current distribution costs are high. He has suggested introducing a new distribution channel for the dog food that includes a large supermarket chain, a wholesaler, and many small pet shops. (a) Describe one feature of a mission statement. [2] (b) Explain two advantages of BM’s unique selling point/proposition (USP). [4] (c) Explain one advantage and one disadvantage for BM of using a cost-plus (mark-up) pricing uploads/Industriel/business-management-paper-2-hl 4 .pdf

Tags
Industrielcosts sales month forecasted information
Documents similaires
  • 16
  • 0
  • 0
Afficher les détails des licences
Licence et utilisation
Gratuit pour un usage personnel Attribution requise
Partager