GCSE Business · Y10 + Y11 · 2026 Edition
9 & 12 Mark
Exam Technique
Pack.
The two extended-response questions decide the grade. This pack shows
students exactly how to build them — then drills the skill with ten
exam-style questions, banded mark schemes and two annotated model answers.
AQA 8132
Paper 1 (3.1–3.4)
Paper 2 (3.5–3.6)
How to use this pack
Pages 2–5: Teach the structure of both extended-response questions, command words, and the 10 mistakes that cap the level.
Pages 6–10: 10 exam-style questions across Paper 1 (3.1–3.4) and Paper 2 (3.5–3.6) with full levels-of-response mark schemes and indicative content.
Pages 11–12: Two annotated model answers (L3 and L4) plus the exam-day checklist. Print-friendly grayscale · A4 · photocopier-safe.
Section 1 · Foundation
Know the two big questions
Almost all of a student's analysis and evaluation marks in AQA 8132 sit in two question types. They appear on both papers. Learn the shape of each one before learning content.
Recommend · Justify
9 marks
Typical wording"Recommend whether [firm] should… Give reasons for your answer."
Marks splitAO2 = 3 · AO3 = 6
Marked in3 levels
Level bandsL1: 1–3 · L2: 4–6 · L3: 7–9
To reach topFully analyse the chosen point(s) and finish with a justified conclusion using context.
Spend about9–10 minutes
Analyse · Evaluate
12 marks
Typical wording"Analyse the effect of each of these two options… Evaluate which option will…"
Marks splitAO1 = 3 · AO2 = 3 · AO3 = 6
Marked in4 levels
Level bandsL1: 1–3 · L2: 4–6 · L3: 7–9 · L4: 10–12
To reach topAnalyse both options, then make a sustained judgement that draws several business areas together (integrated).
Spend about13–14 minutes
Also worth knowing
The 6-mark "Analyse" question
The same analysis skill is tested at 6 marks (AO2 = 3, AO3 = 3) over three levels (L1: 1–2 · L2: 3–4 · L3: 5–6). There is no evaluation here — do not write a conclusion. Everything in Section 2 about building a chain of analysis applies to this question too.
The Golden Rule
Apply every point to the firm in the case study.
AQA's mark schemes reward answers that are "based on the context". A general point about business is Level 1; the same point tied to this firm's situation, numbers and market is Level 3. This single rule decides more grade boundaries than any other.
Section 2 · The 9-Mark Recommend / Justify
How to build the 9-mark answer
"Recommend whether…" — AO2 (3) + AO3 (6). Six of the nine marks are for analysis, so the body of the answer must be developed chains of reasoning, not a list of points.
The structure
1
State your recommendation in the first line
"I recommend that [firm] should…"
2
Reason 1 — a developed chain of analysis
Point → because → which means → leading to (apply to the firm)
3
Reason 2 — a second developed chain, or a drawback
Balance the argument; still tied to the context
4
A justified conclusion
Which reason is strongest, why, and what it depends on
The Chain of Analysis — the single most important skill
Point → because (reason) → which means (effect) → leading to (impact on firm's costs / sales / profit / staff / customers) → applied to this firm's numbers / market.
Worked chain — pricing decision
Cutting price would attract price-sensitive customers (point) because the gym next door is cheaper (apply) which means more members join leading to higher total revenue even at a lower price — but only if the extra members cover the lost income per member.
What lifts the answer from L2 to L3
- Full analysis: do not stop the chain early — take every reason through to its impact on the firm.
- Sustained reasoning: the answer reads as one coherent argument, not separate bullet points.
- A focused, fully justified conclusion: say which side wins, why, and what it depends on — using the context.
Conclusion sentence stems
"On balance I recommend… because [strongest reason tied to the firm]." · "This is the better choice in the short term, although in the long term…" · "My recommendation depends on whether [the firm can afford / demand is price-sensitive / staff accept it]."
Section 3 · The 12-Mark Analyse + Evaluate
How to build the 12-mark answer
"Analyse the effect of each of these two options… Evaluate which…" — AO1 (3) + AO2 (3) + AO3 (6). This question gives you two options. You must analyse both, then judge between them.
The structure
1
Option 1 — analyse its effect on the firm
One developed chain (costs / sales / output / quality)
2
Option 2 — analyse its effect on the firm
A second developed chain
3
Evaluate which option is better
Clear judgement + criteria + what it depends on
4
Draw business areas together
Show how the choice affects finance AND operations AND marketing
The four levels — and the word that defines the top
Integrated analysis and evaluation with a sustained judgement. The answer links business areas together — e.g. how the marketing option also changes costs and capacity — and the conclusion is fully justified.
Both options analysed in detail but largely separately; a conclusion that is justified.
One option analysed; some application; a conclusion with limited justification.
Generic points in isolation; little or no application to the firm.
"Integrated" means joining the dots
Most students lose the Level-4 marks by analysing the two options in two sealed boxes. Level 4 connects them: "Buying the automated line raises output (operations), but the £150,000 cost means a loan and higher interest (finance), which only pays off if the higher output is actually sold (marketing). The night shift avoids that debt but raises wage costs every week." One sentence that ties finance, operations and marketing together is worth more than a page of separate points.
Judgement sentence stems
"Overall, Option 1 is the better choice because…" · "This depends on how much [demand / cash / time] the firm has." · "In the short term Option 2 is safer, but for long-term growth Option 1…" · "The deciding factor is…"
Section 4 · Exam vocabulary
Command words, connectives & common mistakes
Three quick-reference lists every student should know going into the exam.
Command-word bank
| Word | What the examiner wants | Marks for… |
|---|
| Analyse | A developed chain of cause and effect, applied to the firm. No conclusion needed. | AO2 + AO3 |
| Recommend / Justify | Analysis on both sides, then a chosen answer with a justified reason. | AO2 + AO3 |
| Evaluate | A judgement between options, weighing up and saying what it depends on. | AO1+AO2+AO3 |
| Explain | Make a point and develop it once ("…which means…"). | AO1 (+AO2) |
| Calculate | Show every step of working; carry your own figure forward (OFR). | AO2 |
Connective bank — these signal analysis to the examiner
because · which means · leading to · as a result · therefore · this could · in turn · however · on the other hand · on balance · it depends on · in the short / long term · the main reason is
Ten mistakes that cap the level
1
Writing a general point with no link to the firm → stays L1.
2
Listing reasons instead of developing 2–3 properly.
3
On a 9-mark, forgetting the conclusion (loses top of L3).
4
On a 12-mark, analysing only one option.
5
Analysing both options but never choosing between them.
6
Conclusion just repeats points — not a justified judgement.
7
No "it depends on…" — easiest way to show evaluation.
8
Keeping two options in sealed boxes (blocks L4).
9
Ignoring data in the case study / tables.
10
Running out of time — spend ~1 minute per mark.
Section 5 · Exam-style questions
Question 1 + Question 2
Q1
Paper 1 · 3.4 Human resources
9 marks
Brew & Bean Ltd runs six city-centre coffee shops and employs 80 staff, most on the minimum wage. Labour turnover has risen to 35% a year and the owner spends heavily on recruiting and training new baristas. She is considering introducing a staff bonus paid when a shop beats its monthly sales target.
Recommend whether Brew & Bean Ltd should introduce the staff bonus scheme. Give reasons for your answer.
Mark scheme — indicative content
Application (to the firm)
High 35% turnover; constant recruitment + training cost; minimum-wage staff so pay matters; six shops with measurable monthly sales targets.
Analysis / Evaluation
A bonus is a financial motivator (Taylor) which means staff work harder to hit the shop target, leading to higher sales and lower turnover — cutting the firm's heavy recruitment and training bill. However, a bonus adds to wage bill every month it is paid, and staff may feel demotivated if a target is missed for reasons outside their control.
Evaluation / judgementOn balance, recommend introducing it because turnover (35%) is the firm's biggest cost driver and a sales-linked bonus directly tackles it; but it depends on the targets being seen as fair and achievable, otherwise motivation could fall.
L37–9Detailed analysis & evaluation in context; sustained reasoning; focused conclusion fully justified.
L24–6Sound analysis & evaluation; conclusion with some justification; some application.
L11–3Basic analysis with conclusion; basic knowledge applied.
Q2
Paper 2 · 3.6 Finance / 3.1 Growth
12 marks
Lumen Lighting Ltd, a private limited company, wants to open a second factory to meet rising demand. It is choosing between two ways to raise the £200,000 it needs.
Option 1
Take a £200,000 bank loan repaid over 5 years with interest.
Option 2
Sell new shares: a new investor pays £200,000 for a 30% stake.
Analyse the effect of each of these two options for Lumen Lighting Ltd. Evaluate which option will best help Lumen grow.
Mark scheme — indicative content
Application (to the firm)
Loan: fixed repayments + interest each month; owner keeps full control. Shares: £200,000 with no repayments, but founder gives up 30% control and a share of future profit; new investor may bring expertise.
Analysis / Evaluation
Loan → interest raises costs & repayments must be met even if the new factory is slow to fill (operations + finance link), but owner keeps all profit & control. Shares → no repayment pressure so cash flow safer while output builds, however 30% of all future profit leaves the firm forever and decisions are now shared.
Evaluation / judgementThe deciding factor is risk vs control. For fast, lower-risk growth the shares avoid repayment pressure and add expertise; if the owner values keeping full control and the factory will fill quickly, the loan is better. It depends on how confident Lumen is that the second factory's output will sell.
L410–12Integrated analysis & evaluation; sustained, fully justified judgement; draws business areas together.
L37–9Both options analysed in detail (largely separately); justified conclusion.
L24–6One option analysed; some application; conclusion with limited justification.
L11–3Generic discussion of points in isolation; little application.
Q3
Paper 2 · 3.5 Marketing (price)
9 marks
Fettle Fitness is a mid-range gym charging £35 a month, the same as nearby rivals. A new budget gym has just opened 400 metres away charging £20 a month. Fettle's membership has fallen 8% in two months. The owner is considering cutting the price to £25 a month.
Recommend whether Fettle Fitness should cut its monthly price to £25. Give reasons for your answer.
Mark scheme — indicative content
Application (to the firm)
Direct price competition 400m away at £20; membership already down 8%; currently mid-market at £35.
Analysis / Evaluation
A lower price would make Fettle more competitive against the budget gym, which means fewer members leave and some price-sensitive customers join, leading to higher total membership. But £10 less per member is a large fall in revenue per head, so total revenue only rises if enough extra members join — and a price cut can damage a mid-range gym's quality image.
Evaluation / judgementRecommend against a full cut to £25 and instead compete on quality/service, because matching a budget gym on price still leaves Fettle more expensive while losing its margin; but it depends on how price-sensitive its members are and whether it can afford the lost revenue.
L37–9Detailed analysis & evaluation in context; sustained reasoning; focused conclusion fully justified.
L24–6Sound analysis & evaluation; conclusion with some justification; some application.
L11–3Basic analysis with conclusion; basic knowledge applied.
Q4
Paper 1 · 3.3 Operations / 3.6 Finance
12 marks
Crisp & Co makes premium crisps and cannot meet demand from supermarkets. It must increase output and is choosing between two options.
Option 1
Buy a new automated production line for £150,000.
Option 2
Add a permanent night shift of 10 workers.
Analyse the effect of each of these two options for Crisp & Co. Evaluate which option will best increase output.
Mark scheme — indicative content
Application (to the firm)
Automation: £150,000 up-front, likely needing finance, but low running cost and consistent quality. Night shift: no large up-front cost but wages every week, plus recruitment, training, supervision.
Analysis / Evaluation
Automated line → raises output and keeps quality consistent (operations), but £150,000 likely means a loan and interest (finance) that only pays off if the higher output is actually sold (marketing). Night shift → raises output quickly with no big debt, however weekly wage costs are permanent and quality depends on tired night staff.
Evaluation / judgementFor long-term, high-volume growth the automated line is better because unit costs fall and quality stays consistent; the night shift is better if Crisp & Co lacks the cash or is unsure demand will last. The deciding factor is whether the extra demand is permanent enough to repay £150,000.
L410–12Integrated analysis & evaluation; sustained, fully justified judgement; draws business areas together.
L37–9Both options analysed in detail (largely separately); justified conclusion.
L24–6One option analysed; some application; conclusion with limited justification.
L11–3Generic discussion of points in isolation; little application.
Q5
Paper 2 · 3.6 Finance (sources)
9 marks
Maple Joinery is a profitable sole trader. It needs £8,000 to buy a machine that would let it take on larger orders. The owner could use a bank loan or use £8,000 of retained profit built up over three years.
Recommend whether Maple Joinery should use a bank loan or retained profit to buy the machine. Give reasons for your answer.
Mark scheme — indicative content
Application (to the firm)
Profitable; £8,000 of retained profit available; sole trader so unlimited liability; growth opportunity from larger orders.
Analysis / Evaluation
Retained profit costs no interest and means no repayments, which protects monthly cash flow, leading to lower risk for a sole trader with unlimited liability. But spending the firm's only reserve leaves no cushion if a quiet month follows; a loan keeps the reserve intact but adds interest and repayment pressure.
Evaluation / judgementRecommend retained profit because it avoids interest and suits a cautious sole trader with unlimited liability; but it depends on whether £8,000 is genuinely spare — if it is the firm's entire safety net, a small loan may be safer.
L37–9Detailed analysis & evaluation in context; sustained reasoning; focused conclusion fully justified.
L24–6Sound analysis & evaluation; conclusion with some justification; some application.
L11–3Basic analysis with conclusion; basic knowledge applied.
Q6
Paper 2 · 3.5 Marketing / 3.2 Influences
12 marks
Stride Shoes sells only through its five high-street stores and wants to increase sales. It has £40,000 to invest and is choosing between two options.
Option 1
Launch an e-commerce website to sell nationwide.
Option 2
Spend £40,000 on social-media advertising for the stores.
Analyse the effect of each of these two options for Stride Shoes. Evaluate which option will best increase sales.
Mark scheme — indicative content
Application (to the firm)
E-commerce: opens national market beyond five stores but needs delivery, returns and website running costs. Advertising: £40,000 promotes existing stores to a wider local audience but reaches only people who can visit.
Analysis / Evaluation
Website → removes the limit of five store locations so the potential market is far larger (a new place in the marketing mix), but it adds delivery and returns costs and competes with established online sellers. Advertising → drives more shoppers to existing stores quickly, however it only works on customers who can reach a store and the effect may fade once the campaign ends.
Evaluation / judgementFor long-term sales growth the website is stronger because it removes the geographic limit; advertising gives a faster but shorter-lived boost. It depends on whether Stride can run online delivery and returns well — done badly, the website could harm its reputation.
L410–12Integrated analysis & evaluation; sustained, fully justified judgement; draws business areas together.
L37–9Both options analysed in detail (largely separately); justified conclusion.
L24–6One option analysed; some application; conclusion with limited justification.
L11–3Generic discussion of points in isolation; little application.
Q7
Paper 1 · 3.1 Business ownership
9 marks
Dav's Detailing is a fast-growing sole trader valued at about £60,000. The owner wants to expand to three sites and is thinking about changing the business into a private limited company (Ltd).
Recommend whether Dav should change the business into a private limited company (Ltd). Give reasons for your answer.
Mark scheme — indicative content
Application (to the firm)
Fast-growing; valued at £60,000; expansion to three sites needs finance; currently sole trader with unlimited liability.
Analysis / Evaluation
Becoming an Ltd gives limited liability, which means Dav's personal assets are protected if the expansion fails, and the firm can sell shares to raise expansion finance, leading to safer, faster growth. But an Ltd has more legal and accounting paperwork and must publish accounts, and Dav would share ownership and some control.
Evaluation / judgementRecommend changing to an Ltd because limited liability and access to share finance directly support a risky three-site expansion; but it depends on whether Dav is willing to take on the extra admin and share control.
L37–9Detailed analysis & evaluation in context; sustained reasoning; focused conclusion fully justified.
L24–6Sound analysis & evaluation; conclusion with some justification; some application.
L11–3Basic analysis with conclusion; basic knowledge applied.
Q8
Paper 1 · 3.4 HR / 3.3 Operations
12 marks
Northgate Bakery has had complaints about inconsistent products. Staff make frequent errors. The owner has £12,000 and is choosing between two options to improve quality.
Option 1
Spend £12,000 on a staff training programme.
Option 2
Create a new quality-control inspector role.
Analyse the effect of each of these two options for Northgate Bakery. Evaluate which option will best improve product quality.
Mark scheme — indicative content
Application (to the firm)
Training: £12,000 up-front but improves every worker's skill and can also motivate them. Inspector: ongoing salary that catches faults before products reach customers, but does not fix the cause of errors.
Analysis / Evaluation
Training → raises the skill of all staff so fewer faults happen in the first place (prevention) and can motivate employees (HR link to lower turnover), but it is a one-off cost and skills can fade. Inspector → reliably catches faults before they reach customers (detection) protecting reputation, however it adds a permanent wage cost and errors keep being made.
Evaluation / judgementTraining is the stronger long-term choice because it prevents faults rather than just catching them, and also lifts motivation; an inspector is better if Northgate needs to protect its reputation immediately. The deciding factor is whether the bakery needs a quick fix now or a lasting solution.
L410–12Integrated analysis & evaluation; sustained, fully justified judgement; draws business areas together.
L37–9Both options analysed in detail (largely separately); justified conclusion.
L24–6One option analysed; some application; conclusion with limited justification.
L11–3Generic discussion of points in isolation; little application.
Q9
Paper 1 · 3.3 Operations (stock)
9 marks
Pace Parts holds six weeks of stock in a large warehouse. Storage and insurance costs are rising and some stock is becoming obsolete. The owner is considering switching to just-in-time (JIT) stock control, ordering parts only as they are needed.
Recommend whether Pace Parts should switch to just-in-time (JIT) stock control. Give reasons for your answer.
Mark scheme — indicative content
Application (to the firm)
Six weeks of stock; rising storage and insurance costs; some stock going obsolete; supplier reliability not yet proven.
Analysis / Evaluation
JIT means holding almost no stock, which cuts the rising storage, insurance and obsolescence costs, leading to lower costs and freed-up cash. But JIT relies completely on reliable suppliers — any late delivery halts production, and the firm loses the buffer it currently has, so a single supplier problem could stop orders being met.
Evaluation / judgementRecommend a partial move to JIT to capture the clear cost savings while keeping a small buffer; it depends on how reliable Pace's suppliers are — a full switch is only safe if delivery is dependable.
L37–9Detailed analysis & evaluation in context; sustained reasoning; focused conclusion fully justified.
L24–6Sound analysis & evaluation; conclusion with some justification; some application.
L11–3Basic analysis with conclusion; basic knowledge applied.
Q10
Paper 2 · 3.6 Finance / 3.5 Marketing
12 marks
Coral Cosmetics has £50,000 to invest and wants to increase its profit. It is choosing between two very different strategies.
Option 1
Cut prices by 15% to sell a higher volume.
Option 2
Spend £50,000 on rebranding and premium packaging to raise prices.
Analyse the effect of each of these two options for Coral Cosmetics. Evaluate which option will best increase profit.
Mark scheme — indicative content
Application (to the firm)
Price cut: relies on demand being price-sensitive so volume rises enough to offset the lower margin. Premium strategy: £50,000 up-front to justify higher prices and a bigger margin per unit, if customers accept the new image.
Analysis / Evaluation
Cutting price 15% → attracts price-sensitive buyers so volume rises, but profit only grows if the extra units more than cover the lower margin per unit (finance + marketing link). Premium rebrand → a higher price lifts the margin on every unit sold and can build brand loyalty, however £50,000 is spent before any extra sales appear and customers may reject the higher price.
Evaluation / judgementIf Coral's customers are loyal and value image, the premium strategy gives a larger, more sustainable margin; if the market is highly price-sensitive, the price cut wins. The deciding factor is how price-sensitive demand is — the wrong read on this loses money either way.
L410–12Integrated analysis & evaluation; sustained, fully justified judgement; draws business areas together.
L37–9Both options analysed in detail (largely separately); justified conclusion.
L24–6One option analysed; some application; conclusion with limited justification.
L11–3Generic discussion of points in isolation; little application.
Section 6 · Climbing the levels
Annotated model answers
Two answers marked the way an examiner would, with notes in the margin showing how each one climbs the levels. Use them to show students what "full analysis" and a "justified judgement" actually look like.
Model A · Q1 (9 marks · Recommend) · Brew & Bean Ltd
Level 3 · 8 / 9
I recommend that Brew & Bean should introduce the bonus scheme.
Recommendation in line 1 — clear position established.
The main reason is that the firm's biggest problem is its 35% labour turnover, which forces it to spend constantly on recruiting and training new baristas. A bonus paid when a shop beats its monthly sales target is a financial motivator, which means staff have a reason to work harder and to stay, leading to lower turnover. This directly cuts the heavy recruitment and training costs the owner is paying now.
A full chain of analysis (point → because → which means → leading to) tied to the firm's 35% figure and its costs. AO2 + AO3.
However, the bonus adds to the wage bill every month a target is met, and if a shop misses its target through no fault of the staff — for example a quiet high street — employees could actually feel demotivated.
Balancing point keeps the reasoning sustained and sets up the judgement.
On balance I still recommend it, because turnover is the firm's single biggest cost and a sales-linked bonus targets it directly. This depends on the targets being seen as fair and achievable — if they are not, the scheme could backfire and motivation could fall.
Focused conclusion — fully justified and says what it depends on. The L3 trigger.
Examiner: Level 3 (7–9) — 8 / 9 marks awarded
Model B · Q4 (12 marks · Analyse + Evaluate) · Crisp & Co
Level 4 · 11 / 12
Buying the automated production line would raise Crisp & Co's output and keep quality consistent, which matters a great deal as it is a premium brand. But the £150,000 cost would almost certainly need a bank loan, so interest and repayments would raise fixed costs — and that investment only pays off if the extra crisps are actually bought by the supermarkets.
Option 1 analysed and already linked across operations → finance → marketing. Integrated reasoning = Level 4 territory.
Adding a permanent night shift of 10 workers would also raise output, and quickly, without a large up-front cost. However the wages would be a permanent weekly cost rather than a one-off, and quality could suffer if night staff are tired — a real risk for a premium product.
Option 2 analysed with its own cost and a quality risk specific to a premium firm — application.
Overall, the automated line is the better choice for Crisp & Co because demand from supermarkets looks permanent, and over time the lower unit cost and consistent quality protect both profit and the premium brand. The night shift would be better only if the firm cannot raise £150,000 or is unsure the demand will last. The deciding factor is whether the extra demand is permanent enough to repay the investment.
Sustained judgement: chooses, justifies, says when the other option would win, and names the deciding factor.
Examiner: Level 4 (10–12) — 11 / 12 marks awarded
Section 7 · Exam day
Exam-day checklist
Print or display this page on exam day. Each item is a single decision the student must make — in order — to maximise marks on every extended-response question.
Read the command word first — Recommend / Justify (9) or Analyse + Evaluate (12).
9-mark: state your recommendation in the first sentence.
12-mark: analyse BOTH options before you judge.
Every point applied to THIS firm — use its numbers, market, situation.
Use connectives (because · which means · leading to) to show analysis.
Take each chain all the way to an impact on the firm — don't stop early.
Finish with a justified conclusion that says what it depends on.
12-mark only: link business areas together (finance + operations + marketing).
Spend about one minute per mark; leave time to write the conclusion.
Check you actually answered the question that was asked.
How to use this pack in class
Teach sections 2–3 first, then set two or three questions as timed practice. Mark with the levels grid on each question, then show the matching model answer so students can see what "full analysis" and a "justified judgement" actually look like. The 9- and 12-mark skills transfer straight to both papers.
Specification reference: AQA GCSE Business (8132), Paper 1 (3.1–3.4) and Paper 2 (3.5–3.6). Mark-scheme structure, AO splits and levels of response follow the published AQA 8132 assessment model. Company scenarios are fictional and written for teaching; any resemblance to real firms is coincidental.
Author: Sakari Laajoki — TBS Education Ltd Oy (3614159-3) · © 2026