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How do businesses measure their financial performance using statements and ratios?

Financial statements and performance: the income statement, gross profit and net profit, profitability ratios including gross profit margin and net profit margin, and using financial information to judge performance.

A focused answer to the WJEC GCSE Business content on financial statements and performance, covering the income statement, gross and net profit, profitability ratios such as gross and net profit margin, and using financial information to judge performance.

Generated by Claude Opus 4.813 min answer

Reviewed by: AI editorial process; not yet individually human-reviewed

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  1. What this dot point is asking
  2. The income statement
  3. Profitability ratios
  4. Using financial information
  5. Why this matters
  6. Try this

What this dot point is asking

WJEC wants you to read and use financial statements to judge performance. You need the income statement (the profit and loss account), the difference between gross profit and net profit, the main profitability ratios (the gross profit margin and the net profit margin), and how to use financial information to judge how well a business is doing. These build on revenue, costs and profit and let you compare performance over time or against rivals.

The income statement

Net profit is the truer measure of success, because it counts all the costs.

Profitability ratios

Using financial information

Ratios are useful but should be read alongside other information, because a single figure never tells the whole story.

Why this matters

Financial statements and ratios show whether a business is meeting its profit aims, so they link to aims and objectives (profit and growth targets), to sources of finance (lenders and investors study the statements), and to revenue, costs and profit (the figures the statements are built from). A falling margin is an early warning. Exam questions reward calculating gross and net profit and the margins, then interpreting what the numbers mean and what the business should do.

Try this

Q1. Revenue is 80,000 and cost of sales is 50,000. Calculate the gross profit. [1 mark]

  • Cue. 80,00050,000=30,00080{,}000 - 50{,}000 = 30{,}000.

Q2. Net profit is 24,000 and revenue is 120,000. Calculate the net profit margin. [2 marks]

  • Cue. 24,000120,000×100=20%\frac{24{,}000}{120{,}000} \times 100 = 20\%.

Exam-style practice questions

Practice questions written in the style of WJEC exam questions on this dot point, with worked answer explainers. The year tag is the paper they imitate, not the source.

WJEC (Unit 1)3 marksA business has revenue of 200,000, cost of sales of 120,000 and other expenses of 50,000. Calculate its gross profit and its net profit. Show your working.
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A 3-mark AO2 calculation. Gross profit is revenue minus cost of sales: 200,000120,000=80,000200{,}000 - 120{,}000 = 80{,}000. Net profit is gross profit minus other expenses (overheads): 80,00050,000=30,00080{,}000 - 50{,}000 = 30{,}000. Markers award marks for the gross profit, the method (gross profit minus expenses) and the net profit of 30,000. A common error is to subtract the expenses from revenue instead of from gross profit, or to confuse the two profits.

WJEC (Unit 1)6 marksA business has a net profit margin of 8 percent this year, down from 12 percent last year. Analyse what this tells the business and what it could do.
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A 6-mark AO2 and AO3 question. Interpret the figures and suggest action.

What it tells the business: the net profit margin has fallen from 12 to 8 percent, so the business now keeps less net profit out of every pound of sales than it did last year. This suggests its costs (cost of sales or expenses) have risen faster than its revenue, or it has cut its prices, so its profitability has worsened.

What it could do: it could try to reduce its costs (cheaper suppliers, less waste, lower overheads) or raise its prices or sales, so that more of each pound of revenue becomes profit.

Chain and judgement: a falling margin is a warning that profitability is weakening, so the business should find why costs have risen or prices fallen and act, though raising prices risks losing customers, so cutting costs may be safer. Markers reward interpreting the fall plus developed, sensible actions.

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