case study business ib 2023

DP Business Management

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Updated 5 August 2024

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• Paper 1 Pre-release case study
• Old course (N23)

Aims and overview of the Paper 1 assessment

The Paper 1 examination for May 2022 has been rescheduled for Friday 28th April 2023 (morning session for Exam zones B and C, and afternoon session for Exam zone A). For details of Exam zone, click the link here .

The Paper 1 examination for November 2023 is scheduled for Monday 24th October 2023 (afternoon session). This is the final examination of the Paper 1 in its current format.

Please click the icon below to see the revised timings and weightings that were used for the Paper 1 exams for the M21 to N22 sessions. These adaptations were made by the IB in recognition of the huge challenges that students and teachers faced during the prolonged coronavirus pandemic and school closures.

Revised timings, marks, and weights for IB Business Management exams (May 2021 - Nov 2022)

Revised timings

1 SL candidates answer only one question (not two) from Section A, plus the complusory question in Section B.

2 Section C ( CUEGIS essay) has been removed from the May 2022 Paper 2 exam.

3 HL students answer two questions from Section A and the compulsory question in Section B. Section C of the examination (including unseen data/information for the PU case study) has been removed for M22.

4 Section C (CUEGIS essay) has also been removed from the M21 - N22 Paper 2 exam.

Revised marks and weightings (SL)

Revised marks and weightings (HL)

Source : M21 adapted assessment: Modified marks, weightings and examination times, p.11

Download a PDF version of the revised timings, marks, and weights by clicking the link here .

Please note that the IB has announced to Heads of School and DP Coordinators that the above changes will also apply to the examinations in May 2022 and November 2022.

The main aims and overview of the Paper 1 assessment are as follows:

Promotes a holistic approach to IB Business Management

Assesses all 5 topics of the IB BM syllabus

Section C: Extended response (essay) question (HL Only)

Carries 30% in the examination for SL and 35% for HL

Demands extensive analytical and critical thinking skills.

The pre-issued case study

Each exam session, the IB releases a pre-issued case study for the external examinations. This is made available on the PRC (Programme Resources Centre) - speak with your IB Coordinator if you are not sure how to access this resource.

For the May examination, the pre-issued case study is made available in February. For the November examination, the pre-issued case study is available on the PRC in August.

The case study is based on a hypothetical organization, which covers all 5 units in the syllabus. It can act as a useful stimuls for students when revising for both Paper 1 and Paper 2. Note: students must not use this organization for their CUEGIS essay in Paper 2, Section C!

FAQ 1: So, what would happen if a student decided to write about the organization featured in Paper 1 for their CUEGIS essay in Section C of Paper 2?

The CUEGIS essay in Paper 2 must be based on a real-world organization. The organization featured in the Paper 1pre-issued case study is a fictitious business. Therefore, students will be penalized if they choose to use the business organization featured in Paper 1!

Note: Schools are responsible for providing the formulae sheet + a clean copy of the pre-issued case study for students in the external exam. It is therefore useful to practice this by setting students a mock/trial exam for Paper 1.

Paper 1 – Standard Level

Section A: answer 2 of 3 structured questions

10 marks per question; there are no AO3 questions in Section A

Additional unseen additional material in Section B

Section B: answer the compulsory structured question worth 20 marks

Total = 40 marks

Time = 1 hour 15 mins examination

FAQ 2: What happens if a student answers all three questions in Section A?

This is not a recommended strategy! However, in such a case, the examiner will mark all three answers and award the top two marks. However, there is an opportunity cost if answering all three questions in Section A because students are likely to run out of time for Section B of the exam.

Paper 1 – Higher Level

Additional unseen material will be provided in the actual Paper 1 exam

Answer the compulsory question worth 20 marks

HL extension topics may be assessed

Total = 60 marks

Time = 2 hour 15 mins examination

FAQ 3: How do the HL and SL Paper 1 examinations differ from each other?

Sections A and B are very similar for SL and HL, although the latter can include HL extension or HL only topics as mentioned in the Guide (page 54). The main difference is Section C for HL only students, which is a single question worth 20 marks. This requires students to answer a business strategy question based on the pre-released material and the additional stimulus materials in Section B and Section C of the examination.

 ATL Activity - What do you know about the Paper 1 assessment?

What do you know about the Paper 1 assessment? Use any resource you have access to (such as the IB Business Management Guide) to answer the following questions:

Click the banner above to see details of two workshops being hosted by InThinking to support teachers preparing for the M22 Paper 1 examination.

For lesson ideas, research tasks, and other resources for the various IB Paper 1 case studies , click on the relevant hyperlink below:

May 2023 case study (Skandvig Terra PLC)

Nov 2022 case study (ELE PLC)

May 2022 case study (Peacewick University)

November 2021 case study (MegaminMining)

May 2021 case study (Multi Marketing)

November 2020 case study (Ducal Aspirateurs)

May 2020 case study (P&S Trawlers)

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All You Need To Know About Business Management Paper 1 Pre-release Case Study May 2023

• March 6, 2023
• IB - Understanding it

Table of Contents

• 1 Aim and Overview of Paper 1 assessment
• 3 How To Prepare?
• 4.1 Skandvig Terra PLC
• 5.1 Q1: What is IB Business Management Paper 1?
• 5.2 Q2: What topics are covered in IB Business Management Paper 1?
• 5.3 Q3: How is IB Business Management Paper 1 structured?
• 5.4 Q4: What are the key skills required to excel in IB Business Management Paper 1?
• 5.5 Q5: How can I prepare for IB Business Management Paper 1?

Aim and Overview of Paper 1 assessment

• Paper 1 promotes a holistic approach to IB Business Management 
• It assess all five units of the IB BM Syllabus
• Section C: Extended Response Question (Essay) – HL only 
• It requires students to inculcate analytical and critical thinking skills.

Each exam session, the IB releases a pre-issued case study for the external examinations. 

• For the May examination, it is released in the month of February. 
• For the November examination, it is released in the month of August. 

The case study is based on a hypothetical organisation, which covers all 5 units in the syllabus. It acts as a useful stimulus for students when revising for both Paper 1 and Paper 2. 

How To Prepare?

A couple of months before the IB Business Management Paper 1, you will be given a pre-released case study. I hope this blog will help you get an idea about how you can fully utilise all the time given to you to prepare!

• Read It – You need to know the case study inside out. You should spend so much time reading it several times so that you almost memorise it. 
• Make Notes – Each time you read the case study make notes. Firstly, start with summarising each paragraph and then each section. Then make a timeline to see the progression of the business and important dates. Then List all the stakeholders involved and how they impacted the organisation.  Moreover, try to split the case study in the five units. Generally, the case study will cover all the topics. Make a list of advantages and disadvantages. Lastly, Use BM techniques like SWOT, STEEPLE, Ansoff Matrix. 
• Think of Possible Questions and then answer them. 

Here we have prepared Notes for IB Case Study MAY 2023 

Skandvig terra plc.

Vision Statement: Making the world a safer place 

Producing and delivering potable water in Norway 

In 1980, SVT expanded into other business sectors: 

• Desalination: Remove mineral components from water 
• Household water treatment products 

Now, Builds and operates water treatment plants to purify the water. 

One director in each division with authority for quick decision making

SVT pays travel expense, accommodation costs and salary 

Works with charities and NGOs 

• Stakeholders 
• External – Customers 
• External – People affected by CSR
• External – Government Entities (ministry of water and irrigation, and others …) 
• External – Competitors/ Rival Businesses 
• Internal – Employees at SVT 
• Internal – Shareholders of SVT
• Internal – Directors of SVT (Yannick, Ariadne) 

Several Divisions such as 

Fresh Water Division

• Sources, treats, stores and transports water from environment to distribution to population. 
• Director – Yannick Pedersen (Situational Leadership Style) 
• Water is collected and stored in large manufactured reservoirs 
• Subterranean Aquifers – Underground layers of rock are saturated with water. 
• Surface Water – Streams, rivers, lakes, reservoirs and wetlands 
• Recent Acquisition of Geng PLC (water supplier in UK) 
• Internal and External Growth 
• Supplies Potable Water to 200 million around the world 

Desalination Division (Constructs and Operates Desalination Plants) 

• Process that removes salts and mineral from sea water to produce water
• 15% of the world’s desalination capacity 
• Market for desalination growing quickly 
• Global market for desalination will double in the next 20 years 
• Two income streams 

Operates desalination in 19 countries such as Australia, China, Greece, India, Japan. 

Manufacturers and operates desalination plants 

Engineering Division 

• Manufacturer Water Treatment equipment and Power Turbines
• Ariadne Johansen Director (Autocratic Leadership Style) 
• In 2015, Takeover of H4 PLC, a rival engineering company \
• Factories in Germany, UK 
• Consumer Products Division 
• Manufacturers and sells Water Filters for use at home 
• The filters take potable water and use carbon to remove calcium, chlorine, copper, cadmium and zinc 
• SVT’s share price rise by 65% 
• Increase dividends each year 
• SVT’s annual profit doubled 
• Aims to become the brand leader in the water filter industry 

Important Topics

• Leadership Styles (Situational vs. Autocratic) 
• Financial versus non-financial motivation
• Charities and non-governmental organisations (NGOs)
• Pricing strategies
• Corporate social responsibility (and sustainability)

After reading the Skandvig Terra PLC case study, students should define the following terms, written in the context of the case study. 

• Autocratic 
• Board of Directors 
• Decision Making 
• Economies of Scale 
• Entrepreneurs 
• Induction Training 
• Leadership Style
• Market Share 
• Motivation 
• External Environment 
• Vision Statement 
• Secondary Market Research
• Non-Governmental Organisations (NGOs) 
• Product Range
• Pricing Strategy 
• Recruitment 
• Productivity per employee 

Sample Questions

Unit 1 – Business Organization and Environment 

• State two features of a family-owned business as a form of business ownership
• Explain two advantages and one disadvantage for SVT to be a Public Limited Company. 
• Explain the importance of corporate social responsibility (CSR) for SVT .
• Using the case study, explain two strengths and one weakness of SVT . 
• Explain two possible reasons for SVT’s decision to take over H4 PLC in 2015. 

Unit 2 – Human Resource Management 

• Describe one advantage and one disadvantage of high staff turnover resulting from SVT’s modernization programme for H4 PLC. 
• Outline two possible sources of conflict between Ariadne and Yannick.
• Using appropriate motivational theory, explain the factors that affect the level of motivation at SVT .
• With reference to SVT , describe two functions of the human resources department.
• Explain two financial and one non-financial methods that H4 PLC could have used to keep its employees motivated. 

Unit 3 – Finance and accounts

• Describe two suitable sources of finance for SVT’s WF15 project in LEDCs.
• Outline how SVT benefits from a fall in its unit costs.
• Explain the importance of the substantial marketing budget that the directors have approved for the Consumer Products Division
• In the context of SVT’s Consumer Products Division, distinguish between revenue and capital expenditure.

Unit 4 – Marketing

• Explain how sales forecasting calculations can help SVT’s Desalination Division to benefit from the growing opportunity in the demand for cruise holidays. 
• Describe the value of SVT using secondary market research. 
• Describe the significance of first hand data collected by Jayne Dees in Sudan. 
• Outline two advantages for SVT’s Consumer Products Division being a brand leader. 
• Explain two benefits and one disadvantage for SVT having regional monopoly power in the countries in which it operates. 

Unit 5 – Operations management

• Describe the importance of ecological sustainability for SVT’s operations.
• Describe the importance of social sustainability for SVT’s operations.
• Describe the importance of economic sustainability for SVT’s operations.
• Outlining how meeting quality standards set by institutions such as the World Health Organization is important for SVT’s launch of the WF15 water purifier.
• Water contamination is an ever-present threat to SVT. Describe one advantage and one disadvantage for SVT’s Fresh Water Division having a contingency plan.

Additional Resources 

SWOT Analysis

Frequently Asked Questions (FAQs)

Q1: what is ib business management paper 1.

A: IB Business Management Paper 1 is an exam paper that is part of the International Baccalaureate (IB) Business Management course. This exam paper is focused on testing students’ knowledge and understanding of various topics related to business management.

Q2: What topics are covered in IB Business Management Paper 1?

A: IB Business Management Paper 1 covers a range of topics related to business management, including business organization and environment, human resource management, finance and accounts, marketing, operations management, and strategic management.

Q3: How is IB Business Management Paper 1 structured?

A: IB Business Management Paper 1 is a two-hour exam paper that consists of three sections. Section A contains multiple-choice questions, section B contains short-answer questions, and section C contains an extended response question.

Q4: What are the key skills required to excel in IB Business Management Paper 1?

A: To excel in IB Business Management Paper 1, students need to demonstrate strong analytical and critical thinking skills. They also need to be able to apply their knowledge of business management concepts to real-world scenarios, and effectively communicate their ideas in a clear and concise manner.

Q5: How can I prepare for IB Business Management Paper 1?

A: To prepare for IB Business Management Paper 1, students should focus on developing a strong understanding of the key concepts and topics covered in the course. This can be achieved through reading textbooks and other resources, participating in class discussions, and completing practice exams and assignments. It can also be helpful to work with a tutor or study group to reinforce your understanding of the material and prepare for the exam.

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Business management

The business management course is designed to develop students’ knowledge and understanding of business management theories, as well as their ability to apply a range of tools and techniques.

Students learn to analyse, discuss and evaluate business activities at local, national and international levels. The course covers a range of organizations from all sectors, as well as the socio-cultural and economic contexts in which those organizations operate.

The course covers the key characteristics of business organization and environment and the business functions of human resource management, finance and accounts, marketing and operations management. Links between the topics are central to the course. Through the exploration of six underpinning concepts (change, culture, ethics, globalization, innovation and strategy), the course allows students to develop a holistic understanding of today’s complex and dynamic business environment. The conceptual learning is firmly anchored in business management theories, tools and techniques and placed in the context of real world examples and case studies.

The course encourages the appreciation of ethical concerns at both a local and global level. It aims to develop relevant and transferable skills, including the ability to: think critically; make ethically sound and well-informed decisions; appreciate the pace, nature and significance of change; think strategically; and undertake long term planning, analysis and evaluation. The course also develops subject-specific skills, such as financial analysis.

The aims of the business management course at HL and SL are to:

• encourage a holistic view of the world of business
• empower students to think critically and strategically about individual and organizational behaviour
• promote the importance of exploring business issues from different cultural perspectives
• enable the student to appreciate the nature and significance of change in a local, regional and global context
• promote awareness of the importance of environmental, social and ethical factors in the actions of individuals and organizations
• develop an understanding of the importance of innovation in a business environment.

Syllabus outline

Key features of the assessment model

External assessment for HL and SL students consists of two written examination papers. Paper one is based on a pre-seen case study issued in advance, and paper two consists of structured questions based on stimulus material and an extended response question that assesses students’ understanding of the key concepts of the course.

Internal assessment for HL students is a research project and for SL students a written commentary. In both tasks, students study real world business organizations. These are internally marked by subject teachers and then externally moderated by IB examiners.

Learn more about business management in a DP workshop for teachers . 

Business management subject brief

Subject briefs are short two-page documents providing an outline of the course. Read the standard level (SL) and/or higher level (HL) subject brief below. 

Latest curriculum updates

This subject is reviewed by the IB regularly to ensure the latest educational research is applied. Please keep up to date with the latest subject updates for Business management .

Business Management Paper 1 May 2023 Case Study: Paper 1 May 2023 - Skandvig Terra PLC (SVT)-INDIVIDUAL STUDENTS / TEACHER-ONLY access e-course

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Description

An e-learning course that includes:

Presentations with analysis per Unit for the case study

Quizzes with key definitions and application of business tools for the case study

Revision quizzes for all topics that are in the case study

Mock exams with the mark schemes

Easy to use

All quizzes are auto-marked

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Paper 2 Section C - CUEGIS e-course for Schools

Report 2023

In 2021, most EU countries made progress in enforcing Value Added Tax (VAT) compliance, according to the 2023 VAT Gap Report released by the European Commission. The annual study shows that Member States lost around €61 billion in VAT in 2021, compared to €99 billion in 2020. 

EU countries such as Italy (-10.7%) and Poland (-7.8%) recorded particularly notable reductions in their national VAT Gap figures, while the smallest gaps were observed in the Netherlands (-0.2%), Finland (0.4%), Spain (0.8%), and Estonia (1.4%). 

The report shows that while some revenue losses are impossible to avoid, targeted policy responses seem to have made a difference, particularly those related to the digitalisation of tax systems, real-time reporting of transactions and e-invoicing. 

Further downloads

• Tables Report  
• Graphs Report  
• Tables Country Chapters

Download the report

Download the report 

Check the VAT Gap by country

VAT fraud, evasion and avoidance 

Corporate insolvency 

Corporate bankruptcy 

Maladministration 

The VAT gap exists due to VAT fraud, evasion and avoidance, non-fraudulent bankruptcies, miscalculations and financial insolvencies, among other drivers. 

Other circumstances that can influence the VAT Gap include economic developments, one-off government support measures and the quality of national statistics. 

Variations in VAT Gap estimations between EU countries reflect existing differences among Member States in terms of tax compliance, fraud, avoidance, bankruptcies, insolvencies and tax administration. It is important to monitor the VAT Gap since: 

• VAT contributes to both national and EU budgets. 
• The VAT Gap is a proxy of the performance of national tax administrations in their VAT collection. 
• Lost VAT revenues have a negative impact on government spending on public goods and services such as schools, hospitals and transport. 
• Studies on the scale of the VAT Gap help the Commission develop well-targeted measures to improve VAT compliance.

Reports 2009-2022

Related links

• VAT in the Digital Age  

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