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Forecasting and managing cash flows · AS Level Business

Cambridge 9609, Paper 1 & 2. 1,080 questions, 2020 to 2026.

Topic
Year

Case studies and questions reproduced from the original Cambridge material; mark schemes are cropped from the official mark scheme PDFs. Papers from 2020–2022 were set on the previous syllabus and can touch content that is A Level today — those topics are marked “A Level content” above.

About Forecasting and managing cash flows

Cash flow forecasts: how to construct and interpret them, and methods of improving cash flow.

20 past paper questions on this topic since 2020, across 13 exam sessions.

How often it comes up

YearPaper 1Paper 2TotalChart
2026022
2025112
2024101
2023235
2022235
2021134
2020101

Every 2025–2026 question on Forecasting and managing cash flows

The whole topic on one page, with answers and mark schemes. Printing this page prints just this list.

Paper 1 · Short answer and essay (1)

Question 5(b)May/June 20259609/1312 marks

Evaluate whether cash flow forecasting is the most important activity for the success of a fashion clothing manufacturer.

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Mark scheme, 9609/13 May/June 2025 question 5(b)

Paper 2 · Data response (3)

Case study: Zorba’s Flowers (ZF)

Zorba had always had a passion for flower arranging. When he was made redundant from his job as an engineer last year, he decided to use all of his savings to set up a flower shop called ZF. Although Zorba did not require any additional finance, he decided to write a business plan before setting up ZF. Table 2.1 shows an extract from his business plan, showing the 5 planned expenditure for ZF.

Table 2.1 Planned expenditure for ZF

Zorba opened ZF at the start of January 2026. However, Zorba encountered a number of problems with Supply Chain Management during the first three months of ZF’s trading. 15 These included:

  • Changeable weather conditions meant that Zorba could not always guarantee which types of flowers would be available.
  • ZF was often forced to work over-capacity at times of high demand.
  • The inventory is perishable and can be easily damaged when transported. 20 At the end of the first three months of trading, Zorba realised that he had no working capital left. The problem was that he had not been effectively managing his trade payables.
Question 2(b)(ii)May/June 20269609/223 marks

Explain one way that Zorba could manage his trade payables more effectively.

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Mark scheme, 9609/22 May/June 2026 question 2(b)(ii)
Case study: Yvette’s Vet (YV)

Yvette is the managing partner of YV, a veterinary (vet) practice in city P. There are four partners of YV, each of whom is a fully qualified and experienced veterinary surgeon. Each partner specialises in the care of different types of animals. Yvette specialises in the care of small animals, including dogs, cats and rodents. Table 2.1 shows a cash flow forecast that Yvette has created for the next three months. 5

Table 2.1 YV’s cash flow forecast for next three months

Yvette is proposing a merger between YV and AV, which is YV’s main competitor in city P.
Figure 2.1 shows sales revenue data for the vet services market in city P.
sales revenue ($000s)
JH, 160
YV, 230
SD, 200
AV, 210

Figure 2.1 Sales revenue data for
Question 2(c)February/March 20269609/228 marks

Analyse two methods Yvette could use to improve YV’s cash flow.

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Mark scheme, 9609/22 February/March 2026 question 2(c)
Case study: Popular Drinks (PD)

PD is a mass market fizzy drinks manufacturer in country Z. The fizzy drinks market in
country Z is dominated by a few well-known brands. The total market value is $5.3bn and
the PD brand has a 17% share of this market.
Pablo was recruited to be the Marketing Director of PD in 2022. He launched a new
promotional campaign based on trending music on social media. He decided to use social 5
media influencers to focus on this market.
Online feedback of the campaign was poor. Many of PD’s customers did not want to be
associated with trending music. National news highlighted the negative feedback and PD’s
sales volume decreased by 20% within a week and continued falling. This led to excess
inventory in PD’s warehouses. The bad publicity also caused a drop in PD’s share price and 10
a negative impact on cash flow.
Fig. 2.1 shows feedback from a recent questionnaire where previous PD customers were
asked what they thought about the promotional campaign.
quite positive
very positive
no opinion
very negative 120
quite negative

Fig. 2.1 Market analysis data of a sample of PD’s customers

Pablo has called an emergency meeting of PD’s marketing managers to repair the damage 15 done to the PD brand from this recent promotional campaign.

Question 2(a)(ii)October/November 20259609/233 marks

Explain the term cash flow.

Show mark scheme
Mark scheme, 9609/23 October/November 2025 question 2(a)(ii)

16 more questions from 2020–2024

🔒 Unlock every Forecasting and managing cash flows question from 2020–2024

All 16 come with their mark schemes, answers and case studies, and appear in the practice tool above once you’re signed in. It’s free.

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A few of them

  • 9609/13 · May/June 2024 · Question 1(b)Explain one method of improving cash flow… 🔒
  • 9609/23 · October/November 2023 · Question 1(b)(i)Refer to… 🔒
  • 9609/13 · May/June 2023 · Question 5(a)Analyse two purposes of a cash flow… 🔒
  • 9609/22 · May/June 2023 · Question 1(b)(i)Refer to… 🔒
  • 9609/23 · May/June 2023 · Question 2(b)(i)Refer to… 🔒
  • + 11 more, by year in the table above

Questions and mark schemes are from past Cambridge papers and are reproduced for revision. Topical Vault is an independent revision resource, not affiliated with or endorsed by Cambridge Assessment International Education.

AS Level Business questions by topic

Each topic opens this practice tool with only that topic’s questions, plus how often it comes up and every question on it in one list.

  1. Unit 1Business and its environment
  2. Ch 1Enterprise
  3. Ch 2Business structure
  4. Ch 3Size of business
  5. Ch 4Business objectives
  6. Ch 5Stakeholders in a business
  7. Unit 2Human resource management
  8. Ch 10Human resource management
  9. Ch 11Motivation
  10. Ch 12Management
  11. Ch 15Leadership
  12. Ch 16Human resource management strategy
  13. Unit 3Marketing
  14. Ch 17The nature of marketing
  15. Ch 18Market research
  16. Ch 19The marketing mix: product and price
  17. Ch 20The marketing mix: promotion and place
  18. Ch 21Marketing analysis
  19. Unit 4Operations management
  20. Ch 23The nature of operations
  21. Ch 24Inventory management
  22. Ch 25Capacity utilisation and outsourcing
  23. Ch 26Location and scale
  24. Ch 28Operations strategy
  25. Unit 5Finance and accounting
  26. Ch 29Business finance
  27. Ch 30Forecasting and managing cash flows
  28. Ch 31Costs
  29. Ch 32Budgets
  30. Ch 33Financial statements
  31. Ch 34Analysis of published accounts