Exam code: 9BS0
Read the following extracts (A to C) (opens in a new tab) before answering
Using the data in Extract A, calculate the percentage increase in the hourly wage that Tesco would have to pay its staff to match Aldi’s. State your answer to two decimal places
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Read the following extracts (D to G) (opens in a new tab) before answering
Explain one benefit to Uber of classifying its drivers as independent contractors
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Extract D
New CEO looks to re-structure struggling Rolls-Royce
Rolls-Royce is a 107-year-old prestigious British engineering company employing 54,000 people around the world, almost a third of whom are highly skilled engineers. In 2015 it suffered falling profits. The first major move by new boss Warren East was to remove a layer of its experienced senior management in an attempt to turn the business around. Without the extra layer of management, “a week would be saved for every month it took to make a decision”, East said.
The demand for Rolls-Royce engines fitted to large passenger aircraft remains unchanged. However, many airlines have been using modern, more fuel efficient aircraft, rather than their older models. As a result, profits from supplying spare parts and servicing have fallen significantly. In addition, sales of engines for corporate jets have declined sharply.
Explain one disadvantage to Rolls Royce of removing a layer of its experienced senior management
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Extract G
Multinationals in Brazil
Food and beverage multinationals provide a range of benefits to the Brazilian economy. They are responsible for 10% of Brazil’s economic output and together employ 1.6 million people. Specifically, Nestlé employs 21,000 people in Brazil and has started an apprenticeship programme training 7,000 people under the age of 30.
However, in 2006, the Brazilian government, recognising the health problems caused by some multinational food businesses, introduced regulations to curb obesity and disease. These measures included advertising to warn consumers about foods high in sugar, salt and saturated fats. There were also marketing restrictions on sugary drinks aimed at children. The new rules also stopped brands such as Pepsi and KFC from sponsoring sports and cultural events.
Brazilian business, Citrosuco, exports 50% of the total orange juice exported to the USA, a total market worth $1.4 billion. One of the American companies Citrosuco sells to is Tropicana, owned by PepsiCo.
However, a report in 2015, from the pressure group Supply Cha!nge, criticised working conditions in the Brazilian orange juice industry. The report alleged that high pesticide use led to unsafe working conditions and even deaths. It also stated workers were sometimes unpaid for weeks and trapped in employment contracts that kept them in debt.
Explain one benefit to Nestlé of its decision to start an apprenticeship programme in Brazil
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Extract G
Staffing approaches at Starbucks
North Star is a Starbucks initiative created to focus its North American employees on what makes a good Starbucks’ customer experience.
Some employees are unhappy about how North Star has affected them. Their concerns include: workers struggling with high workloads; less support and reduced management; understaffing because organisational structures in stores and regions have been made flatter. One employee said: “They cut our labour in half last year, and often there’d only be one coffee server on at a time. Staff are simply treated as a cost”.
Kris Engskov, new Head of US Retail, said: “Staff are our biggest asset; how we staff our stores is the most important thing we do. Our managers have great autonomy”.
In the USA, Starbucks’ baristas are paid $9.50 an hour on average, compared to McDonald’s employees who are paid $8.49 an hour. Other Starbucks staff benefits include university tuition assistance, flexible working hours and Starbucks shares at a discounted price.
Explain one likely impact of the North Star initiative on the quality of customer service provided to Starbucks' customers
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Read the following extracts (E to H) (opens in a new tab) before answering
Explain one benefit to The Derby Theatre of using external recruitment to fill its Technical Manager vacancy
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Extract B (adapted): Working for food delivery apps
Food delivery riders are mainly rewarded with a fee for each delivery. In addition to this fee, often businesses also pay commission. The flexibility of choosing work hours is a big attraction. However, 'time is money' and jobs are insecure. The work is standardised — from the customer placing orders on the mobile app, to the rider accepting, collecting and delivering to the customer. Deliveries are monitored online by managers. Customer 'Ratings' are the only employee performance measure.
Explain one reason food delivery apps, such as Deliveroo, pay their workers commission
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Extract A
GreenBite Ltd
GreenBite Ltd is a UK-based food manufacturing business that produces chilled plant-based meals for the mass market. The business sells its products through major UK supermarkets and directly to consumers via its own online ordering platform. GreenBite positions itself as a convenient and affordable alternative to eating out, targeting customers who want quick meal options without cooking from scratch.
GreenBite’s management team is analysing how changes in household income have affected demand for its online products. During 2023, food price inflation remained high and many households looked for cheaper alternatives to eating out, including ready-made meals purchased online.
Extract B
Working at GreenBite’s production site
GreenBite employs 220 workers at its main production facility. Most employees work on food preparation, packaging and quality checks. Jobs are clearly defined and production follows a set process to ensure food safety standards are met.
Employees are paid an hourly wage, with the opportunity to earn a monthly bonus if production targets are met and wastage is reduced. Training is provided when new equipment is introduced, but promotion opportunities are limited because the business has a relatively flat organisational structure.
GreenBite also offers flexible shift patterns, which are popular with employees who have caring responsibilities. Staff surveys suggest that while pay is important, many employees also value job security and predictable working hours.
Extract C
Marketing GreenBite products
GreenBite’s marketing focuses on health, convenience and sustainability. Its packaging uses simple designs and clearly displays nutritional information. The business has invested heavily in digital marketing, including social media advertising and partnerships with food bloggers.
In 2023, GreenBite launched a new marketing campaign based around the idea of “easy everyday choices”. The campaign aimed to attract customers who were not fully committed to plant-based diets but wanted to reduce their meat consumption.
Market research showed that brand awareness increased from 18% to 26% following the campaign. However, some customers continued to view GreenBite meals as more expensive than supermarket own-brand alternatives.
Explain one reason why GreenBite offers its employees a monthly bonus linked to production targets
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Extract A
Caldshaw Engineering Ltd
Caldshaw Engineering Ltd makes precision metal components for the aerospace industry from a single site in Sheffield. It has grown from 20 employees in 2018 to 90 today.
Founder Marta Sczepanik still sets the direction of the business. She spends much of her week visiting customers, deciding which new markets Caldshaw should enter and persuading staff that the move into satellite components is worth the disruption. She rarely involves herself in day-to-day operations.
In 2024 Caldshaw appointed Dev Aziz as Operations Manager. Dev plans the weekly production schedule, allocates workers to machines, monitors output against targets and signs off overtime. He reports to Marta each Friday.
A recent staff survey found that 78% of employees said they "understood where the business was heading", but only 41% agreed that "day-to-day problems get sorted quickly".
Marta said: "Dev keeps the factory running. My job is to make sure we are still here in ten years, and that people want to come with us."
Using Extract A, explain one difference between the role of a leader and the role of a manager at Caldshaw Engineering Ltd
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Extract A
Trentvale Logistics Ltd
Trentvale Logistics Ltd operates a distribution warehouse in Nottinghamshire employing 240 staff, most of them on shift-based picking and packing roles.
Labour turnover reached 34% in 2024. The management team ran an anonymous staff survey to understand why people were leaving.
Since the survey, Trentvale has introduced permanent contracts in place of rolling three-month contracts, and a monthly 'Picker of the Month' award.
Warehouse Manager Susan Okereke said: "We assumed it was about the money. The survey told us very clearly that it was not."
Using Extract A, explain one way in which Maslow's hierarchy of needs could help Trentvale Logistics Ltd to reduce its labour turnover
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Read the following extracts (A to D) (opens in a new tab) before answering
Assess the likely value of having a flexible workforce for a business, such as Nestlé
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Read the following extracts (A to C) (opens in a new tab) before answering
Assess the likely impact on Aldi’s costs if staff choose to leave due to poor working conditions
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Read the following extracts (E to G) (opens in a new tab) before answering
Assess two likely benefits of flexible working to small family-owned restaurants, such as The Wonky Table
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Read the following extracts (A to D) (opens in a new tab) before answering
Assess two types of staff training that might be used by the Gi Group for the 2022 Commonwealth Games
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Extract E
Wrenfield Interiors Ltd
Wrenfield Interiors Ltd manufactures fitted kitchens and bedroom furniture at a single factory in Chesterfield, Derbyshire. Founded in 2004, it employs 140 people, 95 of them on the production line, and generates annual revenue of £18.6 million.
Production is organised as a moving assembly line. Each operative completes one stage of assembly, such as edge-banding or door hanging, and repeats that task throughout the shift. Supervisors set the line speed and carry out all quality checks.
Extract F
Wrenfield Interiors Ltd – selected workforce data (2023 and 2025)
Average production wage: £24 800 in 2023, rising to £27 000 in 2025
Labour turnover: 24% in 2023, rising to 28% in 2025
Absenteeism: 6.1% in 2023, rising to 7.4% in 2025
Output per employee per week: 31 units in 2023, falling to 29 units in 2025
Extract G
Recent changes
In 2024 Wrenfield gave production staff a 9% pay rise, refurbished the canteen and rest areas, and replaced the site's ageing heating system. The directors expected these changes to improve retention.
An internal survey in late 2025 found that 82% of production employees described their work as "repetitive", and 71% said they were "rarely told when they had done a good job". No employee has been promoted from the production line in the past three years.
Production director Anna Whitlock said: "We pay above the local manufacturing average now, and the site is a far better place to work than it was. I genuinely expected people to stay."
Assess two reasons why motivation at Wrenfield Interiors Ltd has remained low, despite recent improvements in pay and working conditions
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Extract A
GreenBite Ltd
GreenBite Ltd is a UK-based food manufacturing business that produces chilled plant-based meals for the mass market. The business sells its products through major UK supermarkets and directly to consumers via its own online ordering platform. GreenBite positions itself as a convenient and affordable alternative to eating out, targeting customers who want quick meal options without cooking from scratch.
GreenBite’s management team is analysing how changes in household income have affected demand for its online products. During 2023, food price inflation remained high and many households looked for cheaper alternatives to eating out, including ready-made meals purchased online.
Extract B
Working at GreenBite’s production site
GreenBite employs 220 workers at its main production facility. Most employees work on food preparation, packaging and quality checks. Jobs are clearly defined and production follows a set process to ensure food safety standards are met.
Employees are paid an hourly wage, with the opportunity to earn a monthly bonus if production targets are met and wastage is reduced. Training is provided when new equipment is introduced, but promotion opportunities are limited because the business has a relatively flat organisational structure.
GreenBite also offers flexible shift patterns, which are popular with employees who have caring responsibilities. Staff surveys suggest that while pay is important, many employees also value job security and predictable working hours.
Extract C
Marketing GreenBite products
GreenBite’s marketing focuses on health, convenience and sustainability. Its packaging uses simple designs and clearly displays nutritional information. The business has invested heavily in digital marketing, including social media advertising and partnerships with food bloggers.
In 2023, GreenBite launched a new marketing campaign based around the idea of “easy everyday choices”. The campaign aimed to attract customers who were not fully committed to plant-based diets but wanted to reduce their meat consumption.
Market research showed that brand awareness increased from 18% to 26% following the campaign. However, some customers continued to view GreenBite meals as more expensive than supermarket own-brand alternatives.
Assess the likely value of flexible working arrangements to GreenBite’s employees and the business
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Extract A
Trust Pilot customer reviews of Timpson
(Source: adapted from https://uk.trustpilot.com/review/www.timpson.co.uk)
Extract B
Timpson Ltd
Timpson was established in 1865 by John Timpson. The business repairs shoes, cuts keys, repairs mobile phones, and repairs watches. Timpson offers a wide range of while-you-wait services on the High Street or in supermarkets. The Group continues to expand by opening new stores, mostly in supermarket car parks.
Timpson became a private limited company in 1960.
(Source: adapted from https://www.timpson.co.uk/about-timpson)
Extract C
Interview with James Timpson – Timpson's chairman 2024
"I believe that if a business invests in colleagues, it can succeed. If you sat in one of our board meetings you'd hear a lot about our colleagues' happiness. We call this 'upside down' management. The more money we invest in our culture of kindness, the better the business performs. Colleagues need to stick to our only two rules: put the money in the till and look the part.
Many businesses don't realise that their most valuable asset isn't the stock on the shelves, it's the loyalty and passion of their colleagues. In other businesses, when sales fall, directors usually demand that costs are cut, and training ignored. However, this can lead to higher sickness, low morale and even strikes.
We paid for a garden play area for an employee's grandchildren, and a family facing major health issues went to Disneyland Paris.
Timpson is one of the largest employers of ex-offenders in the UK. Approximately 10% of our workforce have criminal convictions. All ex-offenders we recruit are risk-assessed and provide us with full disclosure during interview. Those we recruit are extremely loyal, productive, and hardworking."
(Source: adapted from https://www.theguardian.com/commentisfree/2024/mar/05/burnt-out-britain-workers-management-strike-sick and https://www.timpson-group.co.uk/timpson-foundation/ex-offenders/)
Extract D
Johnsons dry cleaners
Johnsons is a national professional clothes cleaning business, competing with local dry cleaners. It has over 200 stores throughout the UK and offers a dry-cleaning service for a range of items, such as suits, bridalwear, and duvets. Johnsons combines first-class customer care with expert advice on fabrics and textiles.
Johnsons typically employs 2-3 employees in its branches and currently the only training they receive is one day’s induction covering serving customers, till usage and cleaning services offered in that branch.
More specialist items are sent to Johnsons Excellence Centre in Rugby. The textile technicians there have unparalleled levels of expertise. Johnsons’ services combine advanced cleaning technology with traditional methods to care for specific textiles, such as wedding dresses. It also specialises in handbags, and motorcycle leathers.
(Source: adapted from https://www.timpson-group.co.uk/group-companies/johnsons/)
Assess the likely consequences of Timpson Ltd treating its staff as an asset
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Extract A
Vidsy
Vidsy is a digital marketing company. It creates video adverts designed to be shown on social media platforms, such as Snapchat and TikTok.
Vidsy was founded in 2014 by Alex Morris, Archie Campbell and Gerard Keeley. They manage the company and own 60% of the shares. Vidsy operates an online content platform intended to help companies create more effective video adverts for all social media platforms.
Vidsy employs a global community of over 7,000 digital creators. For each advertising campaign it selects specific creative teams who work together online using Vidsy’s digital platform. Each team is managed by one of Vidsy’s offices sited in London or New York.
The business has grown rapidly since 2014 and its clients include companies such as Coca-Cola, Unilever and L’Oréal. Turnover increased from £220000 in 2015 to £6.9m in 2021.
Vidsy’s mission statement is: “We’re on a mission to build the global creative ecosystem for brands and creators to thrive on digital, together.”
(Source: adapted from https://vidsy.co/)
Extract B
Vidsy – selected financial information from its annual report 2021
(Source: adapted from https://pomanda.com/company/09263514/vidsy-media-limited)
Extract C
Labour turnover in the technology sector
(Source: adapted from https://devskiller.com/attrition-rate-in-tech/)
Extract D
London-based video advertising platform Vidsy picks up £12m funding
Vidsy obtained £12m from venture capitalist Access Entertainment in October 2021. It used the funds for expansion and further development of its platform and services. As a result of this investment, Danny Cohen, the President of Access Entertainment, joined Vidsy’s Board.
“The digital advertising market is growing at extraordinary speed and brands need a dynamic, creative and cost-efficient solution in order to reach consumers most effectively. Vidsy delivers this, combining premium creative standards with deep understanding of the digital landscape and a cutting-edge technology platform. We believe that the company will continue to grow at a rapid pace. I’m looking forward to joining the Board at this exciting time for the business and working with the visionary team at Vidsy,” said Danny Cohen.
(Source: adapted from https://www.uktech.news/news/londonvideo-ad-platform-vidsy-funding-20211011)
Assess whether offering financial rewards is the best way for Vidsy to reduce its labour turnover
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Read the following extracts (A to D) (opens in a new tab) before answering
Hot Chip will employ a manager in each of its outlets. These managers could use a broadly autocratic or democratic leadership style
Evaluate these two options and recommend which is the most suitable leadership style for a business such as Hot Chip
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Read the following extracts (A to C) (opens in a new tab) before answering
To improve customer satisfaction, Aldi has identified the need to focus on employee performance. This could be achieved by Aldi focusing on financial incentives or non-financial techniques
Evaluate these two options and recommend which one Aldi should use to improve customer satisfaction
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Read the following extracts (D to G) (opens in a new tab) before answering
Starbucks aims to improve employer-employee relations in its USA stores. To do this, Starbucks could either focus on changing its organisational structure, or extend its flexible working practices for employees
Evaluate these two options and recommend which one is the most suitable for Starbucks to improve its employer-employee relations
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Read Extracts D to H (opens in a new tab) before answering
Ian Essex identified two ways to improve employee performance at German Automotive (GA). He could either use financial or non-financial techniques
Evaluate these two options and recommend which one might best improve employee performance at German Automotive (GA)
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Extract B (adapted)
Working for food delivery apps
Food delivery riders are mainly rewarded with a fee for each delivery. In addition to this fee, often businesses also pay commission. The flexibility of choosing work hours is a big attraction. However, ‘time is money’ and jobs are insecure. The work is standardised – from the customer placing orders on the mobile app, to the rider accepting and confirming the order, collecting it, and delivering to the customer. Deliveries are monitored online by managers. Sometimes riders who do not reach the customer within a specified time have 50% of the order value deducted from their pay. Training and development opportunities are rare. Riders buy their own bikes and equipment, and work uniforms.
Delivery apps place power in the hands of the customer, which can create job dissatisfaction for riders. Customer ‘Ratings’ are the only employee performance measure. However, there are a range of factors outside the control of the delivery rider that might affect this rating, such as the taste of the food. In some businesses weekly rewards are used. Others use job rotation as part of career progression.
In order to improve the motivation of delivery riders, Deliveroo could adopt the motivation theories of FW Taylor or Frederick Herzberg.
Evaluate these two options and recommend which one is more likely to improve the motivation of Deliveroo’s delivery riders
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Extract A
Trust Pilot customer reviews of Timpson
(Source: adapted from https://uk.trustpilot.com/review/www.timpson.co.uk)
Extract B
Timpson Ltd
Timpson was established in 1865 by John Timpson. The business repairs shoes, cuts keys, repairs mobile phones, and repairs watches. Timpson offers a wide range of while-you-wait services on the High Street or in supermarkets. The Group continues to expand by opening new stores, mostly in supermarket car parks.
Timpson became a private limited company in 1960.
(Source: adapted from https://www.timpson.co.uk/about-timpson)
Extract C
Interview with James Timpson – Timpson's chairman 2024
"I believe that if a business invests in colleagues, it can succeed. If you sat in one of our board meetings you'd hear a lot about our colleagues' happiness. We call this 'upside down' management. The more money we invest in our culture of kindness, the better the business performs. Colleagues need to stick to our only two rules: put the money in the till and look the part.
Many businesses don't realise that their most valuable asset isn't the stock on the shelves, it's the loyalty and passion of their colleagues. In other businesses, when sales fall, directors usually demand that costs are cut, and training ignored. However, this can lead to higher sickness, low morale and even strikes.
We paid for a garden play area for an employee's grandchildren, and a family facing major health issues went to Disneyland Paris.
Timpson is one of the largest employers of ex-offenders in the UK. Approximately 10% of our workforce have criminal convictions. All ex-offenders we recruit are risk-assessed and provide us with full disclosure during interview. Those we recruit are extremely loyal, productive, and hardworking."
(Source: adapted from https://www.theguardian.com/commentisfree/2024/mar/05/burnt-out-britain-workers-management-strike-sick and https://www.timpson-group.co.uk/timpson-foundation/ex-offenders/)
Extract D
Johnsons dry cleaners
Johnsons is a national professional clothes cleaning business, competing with local dry cleaners. It has over 200 stores throughout the UK and offers a dry-cleaning service for a range of items, such as suits, bridalwear, and duvets. Johnsons combines first-class customer care with expert advice on fabrics and textiles.
Johnsons typically employs 2-3 employees in its branches and currently the only training they receive is one day’s induction covering serving customers, till usage and cleaning services offered in that branch.
More specialist items are sent to Johnsons Excellence Centre in Rugby. The textile technicians there have unparalleled levels of expertise. Johnsons’ services combine advanced cleaning technology with traditional methods to care for specific textiles, such as wedding dresses. It also specialises in handbags, and motorcycle leathers.
(Source: adapted from https://www.timpson-group.co.uk/group-companies/johnsons/)
Johnsons' objective is to maintain high levels of customer service in its stores. In order to do this, Johnsons could either prioritise on-the-job training or off-the-job training.
Evaluate these two options and recommend which one Johnsons should choose to maintain its customer service
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Extract A
Global smartphone shipments (millions)
(Source: adapted from https://www.counterpointresearch.com/global-smartphone-share/)
Extract B
Samsung Galaxy S23 launch
At a Galaxy launch event, Dr Kye, the head of Samsung's mobile business said: 'We intend to focus on the premium segment in developed markets, as well as some of the countries where we are seeing solid growth,' and added the company had seen a 'noticeable shift' to luxury models in developing markets.
Samsung's renewed focus on high-end phones comes as it struggles to compete with lower priced Chinese rivals in the low-to-mid-range smartphone market. The new S23 models feature advanced camera improvements and longer battery life. Premium-focused Apple has enjoyed record revenues from its IOS software, partly due to the appearance of its apps.
Samsung aims to achieve higher average selling prices with the S23 and other premium phones that have foldable screens. The new S23 Ultra with 1 terabyte of storage is priced at more than $1 600 in the USA, higher than competitors.
Samsung hopes the launch of a specially designed foldable phone for Chinese consumers will help it regain market share. It has experienced early success in the niche market for foldable phones, where Samsung has a technology advantage. Competition in the relatively new segment is expected to intensify when Chinese rivals, such as Huawei, enter the market. In this dynamic market, the next development is predicted to be phones with two folds for a wider screen.
(Source: adapted from Copyright The Financial Times Limited 2023. All rights reserved.)
Extract C
Leadership at Apple and Huawei
Tim Cook has held many positions at Apple and became CEO in 2011. His leadership style lets the talents of everyone at Apple contribute to the company's success. He keeps an open mind, considers his options, and convinces other people to follow his lead. As a result of Cook's leadership style, members of his team often report feeling more involved in decision-making, encouraged to express their thoughts without fear, and rewarded for providing creative insights.
Huawei's Chief Executive Ren Zhengfei's military experience shaped its culture, emphasising well-defined goals, employee devotion, and obedience. Employees are offered competitive pay and there is a high uptake of share options by staff. Ren adopts a long-term perspective that can support motivated, productive, and loyal employees.
(Source: adapted from https://financhill.com/blog/investing/tim-cook-leadership-style and https://www.ft.com/content/1e37ea95-d402-4dc4-91fb-08d5d70ae8ac)
The head of Samsung's mobile business, Dr Kye, has considered the leadership styles used at Apple and Huawei. Dr Kye is deciding the best approach in order to drive Samsung's future success, and is considering a broadly democratic or broadly paternalistic leadership style
Evaluate these two options and recommend which one is the most suitable to ensure Samsung's future success
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Extract A
GreenBite Ltd
GreenBite Ltd is a UK-based food manufacturing business that produces chilled plant-based meals for the mass market. The business sells its products through major UK supermarkets and directly to consumers via its own online ordering platform. GreenBite positions itself as a convenient and affordable alternative to eating out, targeting customers who want quick meal options without cooking from scratch.
GreenBite’s management team is analysing how changes in household income have affected demand for its online products. During 2023, food price inflation remained high and many households looked for cheaper alternatives to eating out, including ready-made meals purchased online.
Extract B
Working at GreenBite’s production site
GreenBite employs 220 workers at its main production facility. Most employees work on food preparation, packaging and quality checks. Jobs are clearly defined and production follows a set process to ensure food safety standards are met.
Employees are paid an hourly wage, with the opportunity to earn a monthly bonus if production targets are met and wastage is reduced. Training is provided when new equipment is introduced, but promotion opportunities are limited because the business has a relatively flat organisational structure.
GreenBite also offers flexible shift patterns, which are popular with employees who have caring responsibilities. Staff surveys suggest that while pay is important, many employees also value job security and predictable working hours.
Extract C
Marketing GreenBite products
GreenBite’s marketing focuses on health, convenience and sustainability. Its packaging uses simple designs and clearly displays nutritional information. The business has invested heavily in digital marketing, including social media advertising and partnerships with food bloggers.
In 2023, GreenBite launched a new marketing campaign based around the idea of “easy everyday choices”. The campaign aimed to attract customers who were not fully committed to plant-based diets but wanted to reduce their meat consumption.
Market research showed that brand awareness increased from 18% to 26% following the campaign. However, some customers continued to view GreenBite meals as more expensive than supermarket own-brand alternatives.
To improve employee motivation at its production site, GreenBite could place greater emphasis on financial incentives or non-financial motivational methods
Evaluate these two options and recommend which one GreenBite should use to improve employee motivation
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