Strategic management

Paper labels are an unofficial, independently authored grouping, applied only where a question's own format genuinely matches a real paper convention (such as IB Mathematics AA's non-calculator/calculator split). They do not reproduce any exam board's real paper numbering or mark allocation, and uncertain questions are labelled general practice instead.

• 1A regional airline is considering whether to expand into long-haul international routes. Its strengths include a strong safety record and a loyal domestic customer base; its weaknesses include an ageing fleet unsuited to long-haul flights. (a) Explain how this SWOT information could support a decision against immediate long-haul expansion. (b) Suggest one internal action the airline could take before expanding to address the identified weakness.Paper 1 styleMedium4 marksNo calculator+
• 2Marking analysis: A learner attempts the following task: “A regional airline is considering whether to expand into long-haul international routes. Its strengths include a strong safety record and a loyal domestic customer base; its weaknesses include an ageing fleet unsuited to long-haul flights. (a) Explain how this SWOT information could support a decision against immediate long-haul expansion. (b) Suggest one internal action the airline could take before expanding to address the identified weakness.” Their response addresses only this point: “Explains that the ageing fleet weakness directly undermines the operational requirements of long-haul flying, such as range, comfort and reliability.” Evaluate the response against the complete 4-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisMedium4 marksNo calculator+
• 3A furniture retailer is evaluating two growth options: (Option A) selling its existing furniture range through a new online store to its existing domestic market, or (Option B) selling a new range of outdoor furniture to a new overseas market. (a) Using the Ansoff Matrix, identify the growth strategy represented by Option A. (b) Identify the growth strategy represented by Option B. (c) State which option is generally considered lower risk. (d) Explain why.Paper 2 styleMedium5 marksNo calculator+
• 4Marking analysis: A learner attempts the following task: “A furniture retailer is evaluating two growth options: (Option A) selling its existing furniture range through a new online store to its existing domestic market, or (Option B) selling a new range of outdoor furniture to a new overseas market. (a) Using the Ansoff Matrix, identify the growth strategy represented by Option A. (b) Identify the growth strategy represented by Option B. (c) State which option is generally considered lower risk. (d) Explain why.” Their response addresses only this point: “Identifies Option A as market penetration/market development, since it uses an existing product in an existing market through a new channel.” Evaluate the response against the complete 5-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisMedium5 marksNo calculator+
• 5A mid-sized domestic electronics manufacturer is facing declining sales as cheaper imported competitors enter its home market. Management is considering three options: (1) cutting prices to match competitors, (2) investing in automation to reduce production costs, or (3) repositioning toward a premium, locally-made brand identity. The company has limited cash reserves and a workforce with strong loyalty built over 20 years. (a) For each option, state one likely benefit and one likely risk. (b) Using a decision-making tool of your choice, such as a simple decision tree or force-field style reasoning, evaluate which single option the company should prioritise, given its limited cash reserves and loyal workforce. (c) Justify your final recommendation, referring explicitly to at least two pieces of evidence from the scenario.Paper 3 style (extended)Hard8 marksNo calculator+
• 6Marking analysis: A learner attempts the following task: “A mid-sized domestic electronics manufacturer is facing declining sales as cheaper imported competitors enter its home market. Management is considering three options: (1) cutting prices to match competitors, (2) investing in automation to reduce production costs, or (3) repositioning toward a premium, locally-made brand identity. The company has limited cash reserves and a workforce with strong loyalty built over 20 years. (a) For each option, state one likely benefit and one likely risk. (b) Using a decision-making tool of your choice, such as a simple decision tree or force-field style reasoning, evaluate which single option the company should prioritise, given its limited cash reserves and loyal workforce. (c) Justify your final recommendation, referring explicitly to at least two pieces of evidence from the scenario.” Their response addresses only this point: “States a valid benefit and risk for the price-cutting option, such as quickly defending market share as a benefit and reduced margins the company can ill afford as a risk.” Evaluate the response against the complete 8-mark task. Identify what earns credit and state every additional requirement needed for full marks.Marking analysisHard8 marksNo calculator+