Business 9609 · AS & A Level
External influences on business activity
100 practice questions on External influences on business activity, with worked solutions and instant marking.
Analyse the likely opportunities and threats to SA arising from the forecast economic changes in Appendix 1.
March 2017
Discuss how important contingency planning is if SA is to remain successful.
March 2017
To what extent might AP’s emphasis on corporate social responsibility be the most significant factor in the success of the proposed new marketing strategy for international markets?
March 2018
Consult Table 3 below (reproduced from the insert) and the network diagram on the opposite page.
March 2018
Assess how important corporate social responsibility (CSR) is for PY’s future profitability.
March 2019
Yoon has carried out a strategic analysis of PY’s possible entry into the North American market. Evaluate the usefulness of this strategic analysis to PY’s Directors as they consider the plan to expand into North America.
March 2019
Evaluate the significance of business planning for PY's future success.
March 2019
Analyse the likely effect of changes in interest rates on FE.
March 2020
Discuss why FE’s Directors should draw up a detailed corporate plan before they put strategies for future growth into action.
March 2020
Use Table 2 and any other information. Evaluate the probable impact on BFB’s future decisions of changes in external influences.
March 2021
Evaluate the importance to BFB of strategic analysis when making strategic decisions.
March 2021
Use Table 2 and Fig. 1 as the reference points.
March 2022
Evaluate the likely impact on UBH of the revisions the government introduced to its economic policies in response to the recession.
March 2022
Evaluate the usefulness to UBH of Porter’s Five Forces analysis as a tool for developing its business strategy.
March 2022
Analyse how two legal changes planned by the new government will impact FWB.
March 2023
If FWB raises spending on promotion by 20% and the promotional elasticity of demand is 0.8, calculate the percentage change in FWB’s revenue.
March 2023
Advise Ruhi on whether Porter’s five forces analysis is the most useful method for developing S2U’s new business strategy.
March 2023
Evaluate how the appreciation of country K’s exchange rate affects CD.
March 2024
Evaluate the effectiveness of CC’s marketing strategy between 2010 and 2020.
March 2024
Refer to lines 70–75. Evaluate the most likely impact on IPA of the fiscal and monetary policy changes.
March 2025
Evaluate the significance for CCP of failing to carry out strategic analysis before deciding to take over SEL.
Summer 2016
Evaluate how important strategic management is to CCP’s future both before and after the decision to take over SEL.
Summer 2016
Discuss the implications for CJE of making ‘facilitating payments’ to Government officials.
Summer 2016
Refer to Appendix A. Calculate the figure for 2015:
Summer 2016
Discuss the degree to which external influences, such as those shown in Appendix C, may affect the future success of XM.
Summer 2016
Using the strategic choice data in Appendix D and the other information provided, recommend to the Board of Directors of XM which of the two options for future growth should be selected.
Summer 2016
XM operates in a dynamic market. Evaluate the importance of corporate planning for XM’s future profitability.
Summer 2016
Analyse the benefits for TTC of using flexible working contracts.
Summer 2017
Evaluate the extent to which ethics should influence the activities of TTC.
Summer 2017
Discuss the importance of strategic management to TTC's future success.
Summer 2017
Analyse the likely impact that globalisation could have on HH.
Summer 2017
Evaluate how important strategic analysis is for PV when it is choosing between options A and B.
Summer 2017
Discuss the importance of strategic management for the future success of PV.
Summer 2017
Analyse the advantages and disadvantages of PGP’s privatisation for one stakeholder group.
Summer 2018
See Table 3.
Summer 2018
Evaluate the usefulness of any two techniques of strategic analysis to PGP’s Board of Directors.
Summer 2018
Assume DA decides to go ahead with strategy 1. Discuss the extent to which the data in Appendix 5 and other external factors could influence DA’s success in country B.
Summer 2018
Discuss whether strategic choice techniques are able to remove risk from the strategic decisions that the directors of DA must make.
Summer 2018
Evaluate how far contingency planning might help DA achieve its long-term aims and objectives.
Summer 2018
Analyse the benefits to BSJ of putting in place a corporate social responsibility policy for the purchase of raw materials.
Summer 2019
Discuss the factors that will affect the entry method into international markets if Option A is selected.
Summer 2019
Evaluate the usefulness of strategic analysis techniques, apart from SWOT analysis, for BSJ’s directors while they weigh up Option A and Option B.
Summer 2019
Assess the likely effect on SWF’s profitability of the changing external environment.
Summer 2019
Evaluate the usefulness of strategic analysis techniques when deciding on the future direction of SWF.
Summer 2019
Analyse the risks to AC arising from the economic forecasts in Appendix 2.
Summer 2019
Evaluate how important the ethical ‘fair trade’ principle is to the success of the marketing strategy for AC’s chocolate powder.
Summer 2019
Refer to Appendix 1. Calculate the effect of a 15% rise in raw materials prices for Factory S on its operating profit margin in 2019, assuming revenue and all other cost data stay unchanged.
Summer 2019
Discuss whether JGS ought to keep high standards of corporate social responsibility (CSR).
Summer 2020
Evaluate how significant contingency planning is for JGS as it prepares to carry out its future strategies.
Summer 2020
Use Table 3 and Appendix 1 as references:
Summer 2020
Evaluate whether SWOT analysis is enough to ensure that HBG’s future strategies are the most suitable ones for the organisation.
Summer 2020
Analyse the benefits and drawbacks to PAC of country X’s exchange rate appreciating against other currencies (lines 12 to 17).
Summer 2020
Evaluate the significance of PEST analysis for the directors as they decide whether PGC should supply tea.
Summer 2021
Analyse how two changes in the economic environment in country Q affect Inolla.
Summer 2021
Refer to Table 1. Calculate for 2020:
Summer 2021
Evaluate how useful strategic analysis techniques are in helping to identify future growth strategies for Inolla.
Summer 2021
Analyse the opportunities to SBC of the current economic environment in country X.
Summer 2021
Analyse how TT might be affected by an increase in interest rates in the Eurozone.
Summer 2021
Discuss the usefulness of strategic choice techniques for TT’s directors when deciding between the joint venture with Company A and the merger with Company B.
Summer 2021
Analyse two benefits to HD of placing greater emphasis on corporate social responsibility (CSR).
Summer 2022
Evaluate the usefulness of SWOT analysis as part of the strategic analysis needed before HD’s directors make the choice between option 1 and option 2.
Summer 2022
Evaluate the probable effect on WTZ’s future profitability of a greater emphasis on corporate social responsibility (CSR).
Summer 2022
Evaluate how useful external environment analysis (PEST) is to WTZ as a tool for shaping business strategy.
Summer 2022
Analyse two opportunities for TK arising from changes in the external environment (lines 17–23).
Summer 2022
Evaluate the possible effects on WP if the new economic policy measures are introduced.
Summer 2023
Evaluate the effect on OV of the increasing significance of sustainability.
Summer 2023
Advise the Board of Directors on which marketing strategy BV should use when it enters country X.
Summer 2023
Advise Carmen on whether using a core competence framework is enough to create a successful new business strategy for RHR.
Summer 2023
Evaluate the extent to which corporate social responsibility (CSR) ought to shape GBS’s choice to expand onto new land.
Summer 2024
Evaluate how SF may be affected if country B joins the NFTA international trading agreement.
Summer 2024
Analyse two impacts that the changing external influences in country Z could have on SCC.
Summer 2024
Analyse two advantages to WS of carrying out an environmental audit.
Summer 2025
Analyse two ways in which the external influences mentioned in lines 8–12 could affect WCP.
Summer 2025
Use the data in Table 1.1 and Table 1.2 and assume there are no other changes. Calculate the expected revenue for the year ending 30 April 2026 if WCP raises promotional spending from $2.5 million to $3 million.
Summer 2025
Evaluate how useful the approaches used to develop QA's business strategy between 2021 and 2024 were.
Summer 2025
Advise CH on the most suitable way to shape a future business strategy.
Summer 2025
Analyse the benefits to KA of publishing a social audit.
Winter 2016
Refer to Table 2 and other information. Discuss the alterations KA could make to its existing marketing strategy in response to difficult economic conditions.
Winter 2016
Discuss the probable impact on MFI of the changes to the external legal and economic environment in country X.
Winter 2016
Evaluate how important strategic management is to the future success of MFI.
Winter 2016
Discuss the significance of strategic analysis for SC’s directors before they consider strategic options for growth.
Winter 2016
Discuss how far the information in Appendix 3 is sufficient strategic analysis to enable KKS to consider entering the market in country Y.
Winter 2017
‘Long term sales forecasts will be the most important factor in our new marketing plan to break into the USA market.’ (Lines 58–59). Do you agree with this statement? Justify your answer.
Winter 2017
Evaluate whether Prahalad and Hamel’s concept of Core Competencies and Porter’s Five Forces model are likely to be effective frameworks for ADP’s future business strategies. Use Appendix 2 in your response.
Winter 2017
Discuss how ADP should manage and plan for crises strategically in ways that reduce their long term effect on the business.
Winter 2017
Evaluate the possible risks and rewards for NFP of market development in country Y.
Winter 2017
Evaluate two strategic analysis techniques that NFP should use when considering future strategic options.
Winter 2017
Analyse the advantages to SU of its workers belonging to a trade union.
Winter 2018
Assess the extent to which any two of the forecast changes in Table 3 might influence DLR’s future decision-making.
Winter 2018
Discuss whether DLR’s use of strategic choice techniques can eliminate risk when taking strategic decisions.
Winter 2018
Analyse how the proposed changes in the fiscal policy of the Government in country X could affect BKC.
Winter 2018
Evaluate how increasing globalisation could affect BKC’s future marketing plans.
Winter 2018
Evaluate how important strategic analysis is for BKC as it plans to achieve its new long term objective.
Winter 2018
Evaluate whether the information in Appendix 2 is sufficient to let the Board of BKC make the strategic decision between strategy 1 and strategy 2.
Winter 2018
Discuss the likely effects on QH of the macroeconomic policy changes announced by the Finance Minister of Country Z.
Winter 2019
Evaluate whether the strategic analysis carried out by Artur is adequate to give QH a framework for business strategy.
Winter 2019
Analyse the probable effect on AEV’s profit of government intervention in the car market.
Winter 2019
Analyse the threats to CSP from changes in the energy market and government policy.
Winter 2019
Analyse the possible disadvantages for country Q of NH opening hotels there.
Winter 2020
Analyse how any two changes in the legal environment might affect GR.
Winter 2020