Mark Scheme (Results)

Summer 2024

Pearson Edexcel GCE A Level

In Business (9BS0)

Paper 01 Marketing, people and global

businesses
Edexcel and BTEC Qualifications

Edexcel and BTEC qualifications are awarded by Pearson, the UK’s largest awarding
body. We provide a wide range of qualifications including academic, vocational,
occupational and specific programmes for employers. For further information visit our
qualifications websites at www.edexcel.com or www.btec.co.uk. Alternatively, you can
get in touch with us using the details on our contact us page at
www.edexcel.com/contactus.

Pearson: helping people progress, everywhere

Pearson aspires to be the world’s leading learning company. Our aim is to help everyone
progress in their lives through education. We believe in every kind of learning, for all
kinds of people, wherever they are in the world. We’ve been involved in education for
over 150 years, and by working across 70 countries, in 100 languages, we have built
an international reputation for our commitment to high standards and raising
achievement through innovation in education. Find out more about how we can help
you and your students at: www.pearson.com/uk

Summer 2024
Question Paper Log Number P75855A
Publications Code 9BS0_01_2406_MS
All the material in this publication is copyright
© Pearson Education Ltd 2024
General Marking Guidance

• All candidates must receive the same treatment. Examiners

must mark the first candidate in exactly the same way as they
mark the last.
• Mark schemes should be applied positively. Candidates must be
rewarded for what they have shown they can do rather than
penalised for omissions.
• Examiners should mark according to the mark scheme not
according to their perception of where the grade boundaries may
lie.
• There is no ceiling on achievement. All marks on the mark
scheme should be used appropriately.
• All the marks on the mark scheme are designed to be awarded.
Examiners should always award full marks if deserved, i.e. if the
answer matches the mark scheme. Examiners should also be
prepared to award zero marks if the candidate’s response is not
worthy of credit according to the mark scheme.
• Where some judgement is required, mark schemes will provide
the principles by which marks will be awarded and
exemplification may be limited.
• When examiners are in doubt regarding the application of the
mark scheme to a candidate’s response, the team leader must
be consulted.
• Crossed out work should be marked UNLESS the candidate has
replaced it with an alternative response.
Question
Answer Mark
Number
1(a) Knowledge 1, Application 3

Quantitative skills assessed:

QS 2 calculate, use and understand percentages and percentage
changes
QS 8 use and interpret quantitative and non-quantitative
information in order to make decisions
QS 9 interpret, apply and analyse information in written,
graphical and numerical forms

Knowledge: 1 mark for calculation of market share

• Sales of one business/sales of whole market x 100

Application: up to 3 marks for

• Market share of global shipments in Q4 2021 =
69.2/371.6 x 100 = 18.62%
• Market share of global shipments in Q4 2022 =
58.3/303.9 x 100 = 19.18%
• Difference = 19.18 – 18.62 = (-)0.56%

NB: if the only answer given is 0.56 or 0.56% award 4

marks. If the answer given is 0.6 award 3 marks (4)

Question
Answer Mark
Number
1(b) Knowledge 1, Application 2, Analysis 1

Knowledge/understanding: 1 mark for knowledge of

market mapping e.g.
• Market mapping is the use of a grid to show two
features of a market, such as price and quality
or
• For showing knowledge of how a market map could be
used e.g. identify competitors

Application: up to 2 marks for e.g.

• Samsung sells premium phones at up to $1 600 each
• Chinese competitors are selling at mid-to-low end of
the market

Analysis: 1 mark for e.g.

• Market mapping helps Samsung to identify a gap in
the market for future product launches, such as a two-
fold phone, which may help it gain market share. (4)
Question
Indicative content Mark
Number
1(c) Knowledge 2, Application 2, Analysis 3, Evaluation 3

• The design mix looks at the way function,

cost/economic manufacture and aesthetics are mixed
in different ways in order to appeal to different target
markets

Importance of function
• Function in the design mix is the way the product
performs, including its specifications and reliability
• Function is important to Samsung, because what the
phone is able to do, such as some models folding,
could provide customers with a reason to buy the
product
• Samsung are charging premium prices for its
products, such as the S23 ultra with the function of
1tb of storage, so it needs its phones to function to
justify the price of $1 600.

Potential counterbalance
• Aesthetics are more important because competitors
such as Apple have had success from developing
software that looks good to the customer
• Foldability of phones could be a growth area, which is
part of the aesthetic and makes the appearance more
attractive
• Chinese competitors, such as Huawei, may gain an
advantage from a focus on economic
manufacture/cost, which supports their entry into the
budget/mid-range phone market.

Potential judgement
• Function, such as the storage, battery life, and
performance of the camera is more important to
Samsung as it helps to differentiate the brand from
competitors, such as Apple that may focus more on
aesthetics.
• Focusing more on aesthetics, rather than function,
could help Samsung to differentiate itself from cheaper
Chinese rivals such as Huawei, that seem to be (10)
focusing more on the cost aspect of the design mix.
Level Mark Descriptor
0 • A completely inaccurate response.
Level 1 1–2 • Isolated elements of knowledge and understanding –
recall based.
• Weak or no relevant application to business examples.
• Generic assertions may be presented.
Level 2 3–4 • Elements of knowledge and understanding.
• Which are applied to the business example.
• Chains of reasoning are presented, but may be
assertions or incomplete.
• A generic or superficial assessment is presented.

Level 3 5–6 • Accurate and thorough knowledge and understanding.

• Analytical perspectives are presented, with
developed chains of reasoning, showing cause(s)
and/or effect(s).
• An attempt at an assessment is presented
using quantitative and/or qualitative
information
• Supported throughout by use of the business
behaviour/context, though unlikely to show the
significance of competing arguments.
Level 4 7–10 • Accurate and thorough knowledge and understanding.
• A coherent and logical chain of reasoning, showing
cause(s) and/or effect(s).
• Assessment is balanced and well contextualised,
using quantitative and/or qualitative information
• Supported throughout by relevant and effective use
of the business behaviour/context, and shows an
awareness of competing arguments/factors leading
to a supported judgement.
Question
Indicative content Mark
Number
1(d) Knowledge 2, Application 2, Analysis 4, Evaluation 4

• Price skimming means initially charging a high price when

a new product is launched, then moving to a lower price
later

Usefulness of price skimming

• Samsung is charging $1 600 for its S23 ultra, which could
be aimed at taking advantage of early adopters who wish
to purchase the increased storage before other customers
• The S23 ultra may be seen as new and different for some
customers, who will feel justified in paying a premium
price. This could potentially increase Samsung’s revenues
• Price skimming tends to be appropriate for a well-
established, well-known business, with an innovative
product. In Samsung’s case this could apply to its foldable
phone that has already been launched.

Potential counterbalance
• Price skimming only works for products that customers see
as new and different, otherwise these customers will not
be prepared to pay the high initial price. It is questionable
if design features such as increased storage or foldability
justify the $1 600 price
• Price skimming only tends to be possible for a limited time
period. As competitors such as Apple develop their own
similar phones, the price customers are prepared to pay is
likely to fall due to the increased choice
• An alternative pricing strategy, such as penetration
pricing, might be more appropriate for Samsung. In a
competitive and dynamic market, customers might be
encouraged to purchase new and different phones if the
price is initially lower than competitors, such as Apple.

Potential judgement
• Price skimming is often a feature of dynamic markets,
such as consumer electronics, which includes smart
• phones. Early adopters are often willing to pay a higher
price, particularly for products of recognised brands, such
as Samsung. Customers may feel that the innovations,
such as high-performance cameras, justify the price.
• The smartphone market is highly competitive, with brands,
such as Apple and Huawei developing different products
and software. Given this choice, higher prices from
Samsung may not be appropriate. An alternative strategy,
such as competitive pricing may support the launch of (12)
Samsung’s new smartphones, such as the S23.
Level Mark Descriptor
0 • A completely inaccurate response.
Level 1 1–2 • Isolated elements of knowledge and understanding –
recall based.
• Weak or no relevant application to business examples.
• Generic assertions may be presented.
Level 2 3–4 • Elements of knowledge and understanding.
• Which are applied to the business example.
• Chains of reasoning are presented, but may be
assertions or incomplete.
• A generic or superficial assessment is presented.

Level 3 5–8 • Accurate and thorough knowledge and understanding.

• Analytical perspectives are presented, with developed
chains of reasoning, showing cause(s) and/or effect(s).
• An attempt at an assessment is presented using
quantitative and/or qualitative information.
• Supported throughout by use of the business
behaviour/context, though unlikely to show the
significance of competing arguments.

Level 4 9–12 • Accurate and thorough knowledge and understanding.

• A coherent and logical chain of reasoning, showing
cause(s) and/or effect(s).
• Assessment is balanced, wide ranging and well
contextualised, using quantitative and/or qualitative
information.
• Supported throughout by relevant and effective use of
the business behaviour/context, and shows an
awareness of competing arguments/factors leading to a
supported judgement.
Question Indicative content Mark
Number
1(e) Knowledge 4, Application 4, Analysis 6, Evaluation 6

Democratic
• Democratic leaders listen to other people’s opinions,
and consider these before reaching a decision

• Tim Cook at Apple could be considered a democratic

leader. His style seems to promote contributions from
staff, with them feeling involved. This increased
motivation may help Apple to be innovative and as a
competitor to Samsung may be an approach Dr Kye
wants to follow
• If Dr Kye is aiming to support innovation and the
sharing of ideas from Samsung workers, this could
create new product ideas and build responsiveness from
employees to the needs of a dynamic smartphone
market
• Democratic leadership involves delegation, where tasks
are given to subordinate colleagues to complete. This
could benefit Dr Kye by giving him more opportunity to
focus on the strategic leadership of Samsung, e.g.
market leadership in the mobile phone market, while
trusting other workers to complete tasks, such as
marketing decisions, independently
• Increased empowerment from workers feeling more
valued by a democratic approach may also improve
worker motivation and loyalty, and may reduce the
likelihood of key workers, such as software developers,
leaving to join rivals, such as Huawei.

Paternalistic
• Paternalistic leaders do consult others and consider their
opinion, but ultimately the leader takes responsibility for
all decisions and keeps a high degree of control

• Ren Zhengfei’s approach at Huawei, a competitor to

Samsung, seems to be successful, with employees
being devoted to the business and its continued
success. This could offer a model that also works for Dr
Kye if he wants to maintain more control over
Samsung’s staff
• Paternalistic leaders tend to use top-down
communication in the business, which helps to ensure
 consistency and clarity. This may be helpful in
Samsung’s new product launch of the S23 Ultra, where
design and marketing consistency will help to support
the strength of the Samsung brand
• Paternalistic leaders do allow two-way communication,
so if Dr Kye were to use this approach, big decisions,
such as new products, e.g. two-fold for a wider screen
phone, would be discussed with appropriate senior
leaders
• Workers often feel more supported by a paternalistic
leader because of the certainty in decision making and
support offered. As seen at Huawei, this, added to a
competitive pay package, can lead to productive and
loyal employees.

Potential judgement:
• Although Dr Kye will have his own leadership style,
Samsung’s aim for continued improvement in sales
could be supported by learning from competitors. In a
dynamic, competitive market, the ideas and creativity
that democratic leadership can offer staff, may help to
support product development and innovations such as
the foldable smartphone. At Apple, Tim Cook still
convinces others to follow his lead, so some control may
be involved and could still be used in a democratic
approach at Samsung.
• Paternalistic leadership may offer the best balance
between control and staff involvement. Ren Zengfei
seems to have the obedience and support of Huawei
workers because he provides certainty, but the staff are
also well rewarded financially. It could be that the
dynamism of the smartphone market means that
workers and managers at Samsung will be better suited
to a paternalistic leadership approach.

Examples of possible MOPS recommendations:

Market – The dynamic smartphone market means that a

range of staff views need to be considered by leaders. A
democratic leadership style could support this.

Objectives – Samsung wants to build market share to ensure

future success. Democratic leaders may lead to more
empowered workers, who are more likely to be productive and
focused on quality, which can help to build sales and market
share.
Products/services – Smartphone sales are driven by price
and reliability for some customers. The consistency in an
organisation that can be supported by a paternalistic approach
could help to support this reliability.

Situation – Samsung is at an important point, with

competition in the premium phone market from Apple, and the
mid/low range market from Huawei. An effective strategy to
compete in this market may be more supported by a
paternalistic approach. (20)
Level Mark Descriptor
0 • A completely inaccurate response.
Level 1 1–4 • Isolated elements of knowledge and understanding.
• Weak or no relevant application of business examples.
• An argument may be attempted, but will be generic and
fail
to connect cause(s) and/or consequence(s)/effect(s).
Level 2 5–8 • Elements of knowledge and understanding
• Which are applied to the business example.
• Arguments and chains of reasoning are presented,
but connections between cause(s) and/or
consequence(s)/ effect(s) are incomplete. Attempts to
address the question.
• A comparison or judgement may be attempted, but
it will not successfully show an awareness of the key
features of
business behaviour or business situation.
Level 3 9–14 • Accurate and thorough knowledge and understanding
• Supported throughout by use of the
business behaviour/context.
• Uses developed chains of reasoning, so that cause(s)
and/or consequence(s)/effect(s) are complete,
showing an understanding of the question. Arguments
are developed.
• Quantitative or qualitative information is introduced
in an attempt to support judgements, a partial
awareness of the validity and/or significance of
competing arguments and
may lead to a conclusion.
Level 4 15–20 • Accurate and thorough knowledge and understanding
• Supported throughout by use of relevant and effective
use of the business behaviour/context.
• Uses well-developed and logical, coherent chains of
reasoning, showing a range of cause(s) and/or
effect(s). Arguments are fully developed.
• Quantitative and/or qualitative information is/are
used well to support judgements. A full awareness of
the validity and significance of competing
arguments/factors, leading to balanced comparisons,
judgements and an effective conclusion that proposes a
solution and/or recommendation(s).
Question
Answer Mark
Number
2(a) Knowledge 1, Application 3

Quantitative skills assessed:

QS8 use and interpret quantitative and non-quantitative
information in order to make decisions
QS9 interpret, apply and analyse information in written,
graphical and numerical forms

Knowledge: 1 mark for knowledge of exchange rates

• An exchange rate is the value of one currency in terms
of another currency

Application: up to 3 marks for

• €5.99/1.19 = £5.03361 (£5.03)
• £5.03 + £18 = £23.03361 (£23.03)
• £29.99 - £23.03 = £6.96

NB: if the only answer given is £6.96 award 4 marks.

If the answer is not given to 2 decimal places, award 3 marks. (4)
Award 3 marks if 6.96 is given.

Question
Answer Mark
Number
2(b) Knowledge 1, Application 3

Quantitative skills assessed:

QS7: interpret values of price and income elasticity of demand
QS8: use and interpret quantitative and non-quantitative
information in order to make decisions
QS9: interpret, apply and analyse information in written,
graphical and numerical forms

Knowledge: 1 mark for

• Price Elasticity of Demand = %change in quantity
demand/%percentage change in price

Application: up to 3 marks for

• % Change in quantity demanded = +175%
• % change in price= ((149-200)/200 x100) = -25.5%
• PED = 175/-25.5 = (-)6.86

NB: if the only answer given is -6.86 or 6.86 award 4 marks.

If the only answer given is -6.8 or -6.9 or 6.8 or 6.9 award 3
(4)
marks.
If answer is -6.86%, award 3 marks.
Question
Indicative content Mark
Number
2(c) Knowledge 2, Application 2, Analysis 3, Evaluation 3

• A joint venture (JV) is a separate business created by

two or more other businesses, involving shared
ownership, returns and risks

Positive impact
• The BT/Eurosport joint venture will allow BT to spread
risks, for example BT gaining subscribers in one
market such as in France, when the number of
subscribers in the UK may be falling
• This joint venture means that BT Sport and Discovery
Eurosport will remain as separate businesses, allowing
BT to make decisions such as programming
independently in areas outside sports coverage
• The joint venture will help BT to compete more
effectively with other sports channels such as Sky
Sports in the UK, with a wider range of sports, such as
cycling and tennis.

Potential counterbalance
• The reasons for this joint venture may not last, for
example sports that are popular in both markets may
lose popularity, so fewer new subscriptions are taken
out
• There may be a clash of objectives and an imbalance
of expertise between BT Sport and Eurosport
managers, leading to disagreements over broadcasting
contracts or price plans
• The new combined subscription price of £29.99 is
higher than the previous subscription of £18. BT may
lose subscribers who are not prepared to pay the
higher price.

Potential judgement
• The joint venture is likely to make both BT Sport and
Eurosport packages more attractive to subscribers in
the UK and mainland Europe, due to the increased
range of sport included, such as English Premier
League football, in Europe.
• The joint venture could be considered more beneficial
to Discovery Eurosport, because of the add on
entertainment packages and a wider customer base.
BT may be able to compete better in the UK, but the
addition of sports such as tennis and cycling may not
be enough to attract customers away from Sky Sports
(10)
for example.
Level Mark Descriptor
0 • A completely inaccurate response.
Level 1 1–2 • Isolated elements of knowledge and understanding –
recall based.
• Weak or no relevant application to business examples.
• Generic assertions may be presented.
Level 2 3–4 • Elements of knowledge and understanding.
• Which are applied to the business example.
• Chains of reasoning are presented, but may be
assertions or incomplete.
• A generic or superficial assessment is presented.

Level 3 5–6 • Accurate and thorough knowledge and understanding.

• Analytical perspectives are presented, with developed
chains of reasoning, showing cause(s) and/or effect(s).
• An attempt at an assessment is presented using
quantitative and/or qualitative information
• Supported throughout by use of the business
behaviour/context, though unlikely to show the
significance of competing arguments.
Level 4 7–10 • Accurate and thorough knowledge and understanding.
• A coherent and logical chain of reasoning, showing
cause(s) and/or effect(s).
• Assessment is balanced and well contextualised, using
quantitative and/or qualitative information
• Supported throughout by relevant and effective use of
the business behaviour/context, and shows an
awareness of competing arguments/factors leading to a
supported judgement.
Question
Indicative content Mark
Number
2(d) Knowledge 2, Application 2, Analysis 4, Evaluation 4

• Political influence is the way in which government policies,

laws, and beliefs can be used to affect the action of a
multinational
• Controlling the actions of multinationals can be with
political influence, legal controls, pressure groups, and
social media.

Importance of political influence

• Political influence in India derives from the code of conduct
in place to influence the content of TV streaming
businesses such as Netflix operating there, which must
exercise ‘due caution and discretion’
• The code of conduct limits content to that deemed
appropriate in terms of issues such as national security
and religious tolerance. This means that Netflix and
Amazon may need to adapt content to comply with these
guidelines and this may add to costs
• Political influence may extend to imposing fines on
businesses that do not comply with the guidelines, which
could impact the costs and reputation of multinational
businesses such as Disney and Amazon.

Potential counterbalance
• Legal/legislative influence may be more important because
this has the force of law behind it, rather than guidelines.
The extension of Indian laws regarding online content, to
TV programmes may limit Netflix’s ability to produce or
adapt its TV shows to this market, reducing potential
customer subscriptions
• Pressure groups in India may also exert more control over
a business such as Netflix. This may relate to TV content
that offends different religious groups, or in India’s case
affects different castes. Again, this will have an impact on
the growth of subscriptions for programmes that deal with
social issues such as documentaries or soap operas
• Social media pressure on Netflix or other multinational TV
companies could affect their ability to launch TV shows and
build subscriptions. New shows or packages might be
promoted on social media, which in turn could provoke a
negative response from Indian consumers, damaging the
streaming business’ reputation and ability to expand.

Potential judgement
 • Political pressure can have a big impact on TV streaming
multinationals, particularly if it restricts their output and
ability to adapt content to the Indian market. It may mean
that programmes are less innovative and therefore
packages are not successful in gaining new subscribers,
restricting growth in an emerging market.
• The code of ethics and political pressure impact all TV
businesses in India, so it will not particularly
disadvantage just one streaming company. It is
possible that social media control is more impactful
because that could be related more to one brand e.g. (12)
Amazon, and its approach to programming and
marketing, possibly highlighting aspects that are
damaging to the multinational’s brand.

Level Mark Descriptor

0 • A completely inaccurate response.
Level 1 1–2 • Isolated elements of knowledge and understanding –
recall based.
• Weak or no relevant application to business examples.
• Generic assertions may be presented.
Level 2 3–4 • Elements of knowledge and understanding.
• Which are applied to the business example.
• Chains of reasoning are presented, but may be
assertions or incomplete.
• A generic or superficial assessment is presented.

Level 3 5–8 • Accurate and thorough knowledge and understanding.

• Analytical perspectives are presented, with developed
chains of reasoning, showing cause(s) and/or effect(s).
• An attempt at an assessment is presented using
quantitative and/or qualitative information. Supported
throughout by use of the business behaviour/context,
though unlikely to show the significance of competing
arguments
Level 4 9–12 • Accurate and thorough knowledge and understanding.
• A coherent and logical chain of reasoning, showing
cause(s) and/or effect(s).
• Assessment is balanced, wide ranging and well
contextualised, using quantitative and/or qualitative
information.
• Supported throughout by relevant and effective use of
the business behaviour/context, and shows an awareness
of competing arguments/factors leading to a supported
judgement.
Question Indicative content
Mark
Number
2(e) Knowledge 4, Application 4, Analysis 6, Evaluation 6

Adapt pricing
• Price is what is charged to the customer for a Netflix
subscription, in 2022 this was R149

• The reduction in price from R500 to R149 brought a Netflix

subscription price more closely to competitors’ price such
as Amazon and Disney. As all three are foreign businesses
in India, it is important to Netflix that they use a
competitive pricing strategy
• Disney has the lowest price, which suggests that Netflix
could reduce prices further. Lower local wages in India
could mean that Netflix cannot charge the same price as it
might in the USA, for example, as fewer Indian customers
could afford a subscription
• India’s growing middle class may be able to afford more
than one subscription, so it is important that Netflix on its
own is not over five times the price of rivals, as it was in
2016
• Reducing the price further for Netflix may help it to
penetrate the Indian market. If other TV streaming
businesses, such as Amazon, are focusing on mass market
offers, this could be followed by Netflix. By reducing its
production costs, it may give Netflix the chance to reduce
prices and maintain profit.

Adapt product
• Netflix’s product in India is its streaming services

• India is a large TV market, with customers that speak a

range of languages such as Tamil and Hindi. Adapting
programmes to the different needs of these groups could
increase subscriptions and increase market share relative
to competitors, such as Amazon
• The code of conduct from the Indian government requires
TV companies to consider the differences in religion and
culture in programmes. Adapting programmes to the
Indian market would help to satisfy this requirement,
without limiting the growth of TV output
 • As well as drama series adapted to India, other genres of
TV could be adapted, helping Netflix with product
development in this market. For example news and quiz
shows could be adapted
• India has a large domestic entertainment industry, so
Netflix could exploit the expertise and experience of these
actors and producers to help expand by producing more
domestic programmes.

Potential judgement:
• Adapting the price of Netflix subscriptions is likely to
support growth in market share as reductions since 2016
seem to have helped increase subscriber numbers so far
by 175%. Netflix is still the most expensive of the foreign
streaming services, so there is scope to reduce prices
further in order to expand market share.
• Adapting the programmes to local languages seems to
have been successful for Amazon in India, so it could be a
good strategy for Netflix too. There are likely to be a range
of local market niches that Netflix could adapt to, thus
increasing subscriptions.

Examples of possible MOPS recommendations:

Market – Netflix is behind Amazon in the number of subscribers,

so it may be better for Netflix to focus on being the lowest price.
Netflix is still the most expensive.

Objectives – Increasing market share in the short-term may

come from aggressive price cutting. This may grab the attention
of subscribers who also have the choice of domestic Indian TV
streaming services.

Products/services – Indian subscribers may want

American/European content, which may have lower production
costs, supporting a lower subscription price.

Situation – Adapting content to the local market is a long-term

project and could succeed over time in such a large and diverse
market. Any short-term requirements for market share may
require price cuts. (20)
Level Mark Descriptor
0 • A completely inaccurate response.
Level 1 1–4 • Isolated elements of knowledge and understanding.
• Weak or no relevant application of business examples.
• An argument may be attempted, but will be generic
and fail to connect cause(s) and/or
consequence(s)/effect(s).
Level 2 5–8 • Elements of knowledge and understanding
• Which are applied to the business example.
• Arguments and chains of reasoning are presented,
but connections between cause(s) and/or
consequence(s)/ effect(s) are incomplete. Attempts to
address the question.
• A comparison or judgement may be attempted, but
it will not successfully show an awareness of the key
features of
business behaviour or business situation.
Level 3 9–14 • Accurate and thorough knowledge and understanding
• Supported throughout by use of the business
behaviour/context.
• Uses developed chains of reasoning, so that cause(s)
and/or consequence(s)/effect(s) are complete, showing an
understanding of the question. Arguments are developed.
• Quantitative and qualitative information are introduced in
an attempt to support judgements, a partial awareness of
the validity and/or significance of competing arguments
and may lead to a conclusion.

Level 4 15–20 • Accurate and thorough knowledge and understanding,

• Supported throughout by use of relevant and effective
use of the business behaviour/context.
• Uses well-developed and logical, coherent chains of
reasoning, showing a range of cause(s) and/or effect(s).
Arguments are fully developed.
• Quantitative and qualitative information are used well to
support judgements. A full awareness of the validity and
significance of competing arguments/factors, leading to
balanced comparisons, judgements and an effective
conclusion that proposes a solution and/or
recommendation(s).
Pearson Education Limited. Registered company number 872828
with its registered office at 80 Strand, London, WC2R 0RL, United Kingdom