Practice 4.6 International marketing (HL only) with authentic IB Business Management exam questions for both SL and HL students. This question bank mirrors Paper 1, 2, 3 structure, covering key topics like systems and structures, human behavior and interaction, and sustainability and ethics. Get instant solutions, detailed explanations, and build exam confidence with questions in the style of IB examiners.
Paper
Level
Question 1
HLPaper 3
LuminaCare
Resource 1 – Company profile and financial context
LuminaCare is a Ghana-based, for-profit social enterprise that manufactures solar-powered medical devices for rural clinics and maternal health centers across Sub-Saharan Africa. Its flagship product is a solar fetal heart monitor, which allows midwives to detect complications during pregnancy without relying on grid electricity. The company raised seed capital from impact investors but has now reached an inflection point: demand has grown by 300%, and LuminaCare must decide whether to pursue a $2.5M Series A equity round or take on $1.2M in concessional debt from a development bank.
Resource 2 – CFO’s internal memo (Finance)
“Our burn rate is steady, but we’ve reached our credit limit with suppliers. We operate on 90-day payment terms with clinics, so cash flow is always tight. Series A equity gives us the scale to meet demand and build a second facility—but would dilute founder control and introduce board-level oversight. The concessional loan is low-interest and non-dilutive but comes with covenants: quarterly EBITDA targets, strict capex limits, and donor-style reporting. Any miss could trigger loan restructuring or early repayment.”
Resource 3 – HR performance dashboard (Q1–Q2 2025)
| Metric | Value |
|---|---|
| Staff turnover (last 6 months) | 22% |
| Time to fill technical roles | 49 days (↑ 24%) |
| % of roles with formal job descriptions | 58% |
| Managerial span of control | Avg. 12 direct reports |
| Avg. team engagement score | 67/100 (↓ from 78) |
| The head of HR notes that burnout and unclear career paths are leading to attrition, especially among product engineers and field deployment staff. |
Resource 4 – Marketing team proposal
“Clinics love our mission—but most have no idea who we are until we show up at trade shows. We need to invest in inbound marketing, including a multilingual website, CRM tools, and a referral rewards program for midwives. More crucially, we’re perceived as a donor-funded nonprofit, not a serious tech company. To attract hospital procurement officers and larger buyers, we must reposition the brand to emphasize product quality, not just affordability and ethics.”
Resource 5 – Email thread: CEO to CFO and Marketing Lead
Resource 6 – Feedback from key field partners
“We rely on LuminaCare’s devices, but their response time for repairs has worsened.” “Sometimes we get different pricing from different reps. There’s no standard process.” “I love the mission—but our procurement officer wants a brand that feels serious. A logo change isn’t enough.”
1.[2]
With reference to Resource 3, describe one HR issue that may be impacting LuminaCare’s ability to scale sustainably.
2.[6]
Explain one financial challenge and one marketing challenge LuminaCare may face if it accepts the concessional loan.
3.[17]
Using all the resources provided and your knowledge of business management tools and theories, recommend a possible plan of action for LuminaCare over the next five years.
Question 2
HLPaper 3
SolvoHealth
Resource 1 – Business model and service offering
SolvoHealth is a rapidly growing mobile health company based in Vietnam. It operates a network of telehealth pods—solar-powered kiosks placed in rural communities that allow patients to consult doctors remotely, order basic diagnostics, and schedule medicine delivery.
Each pod includes a screen, smart diagnostic tools, and a local “health navigator” who guides users. SolvoHealth employs:
40 health navigators (frontline staff)
15 remote doctors (contracted)
30 staff at its operations HQ in Ho Chi Minh City (marketing, product, supply chain, HR)
SolvoHealth positions itself as affordable, hyper-local, and technology-enabled. The leadership team now plans to launch 60 pods in Indonesia and Bangladesh over the next 18 months.
Resource 2 – Internal HR report
“Navigator turnover remains high at 28% annually. Interviews cite poor training, emotional fatigue, and a disconnect between field roles and central ops decisions. Navigators receive basic onboarding but no career pathway or local adaptation in training. They also report being treated more as hardware support than as care professionals.
Headquarters recently introduced a CRM-linked performance bonus system based on call completion and upsell conversions—but this has increased pressure on already fatigued staff.”
Resource 3 – Weekly Ops Brief (March 2025)
Visual suggestion: This operations table can be converted into a bar chart or dashboard screenshot to test interpretation skills.
| Metric | Vietnam (live) | Indonesia (pilot) |
|---|---|---|
| Avg. pod uptime | 94% | 71% |
| Avg. medicine delivery time | 26 hours | 61 hours |
| Navigator-reported escalations | 9.2/week | 18.4/week |
| Inventory out-of-stock events | 3.1/week | 7.5/week |
Resource 4 – Brand perception audit (external)
In Vietnam, SolvoHealth scores high for accessibility and usefulness, but low for empathy and personalisation. Many patients feel “talked to” by doctors, not “heard.”
In Indonesia (pilot), users were confused by medical terms and unable to complete video sessions. 47% believed the navigator was “just a receptionist.”
A competitor, SehatNow, offers similar services but invests heavily in navigator-patient relationship-building and community health workshops to build trust.
Resource 5 - Email from Head of Marketing to CEO
Resource 6 – Slack thread
@Linh (HR): “One navigator resigned mid-shift—said she felt like a vending machine operator.”
@Dara (Marketing): “How are we still pushing bonuses on upsells when trust is crumbling?”
@Tung (Ops): “I’ll review the KPIs. But we can’t rebuild loyalty with posters.”
@Dara: “Maybe not. But we can’t scale a service that feels robotic either.”
*Note Slack is an internal team communications tool
1.[2]
With reference to Resource 2, describe one HR issue that may impact SolvoHealth’s service performance.
2.[6]
Explain one marketing challenge and one operations challenge SolvoHealth may face as it expands across Indonesia and Bangladesh.
3.[17]
Using all the resources provided and your knowledge of business management tools and theories, recommend a possible plan of action for SolvoHealth over the next five years.
Question 3
HLPaper 3
Global Solar Solutions (GSS)
Resource 1 – Background of the social enterprise
Three years ago, electrical engineer and entrepreneur Nadira Khan founded Global Solar Solutions (GSS) as a social enterprise in Morocco. Her goal was to provide affordable, modular solar lighting kits to off-grid rural communities. These kits, manufactured at GSS’s urban facility, include rechargeable LED lights and mobile charging ports. GSS reinvests 100% of profits into R&D and local hiring.
GSS operates in partnership with local NGOs and community councils. Its workforce includes 40 technicians and 20 community trainers who educate households about solar usage and maintenance. GSS applies lean production, Kaizen, and maintains a strong internal emphasis on quality control and after-sales support.
Resource 2 – Recent internal report on workforce issues
"High staff turnover and trainer burnout have increased over the past 12 months. Trainers, who work in remote villages for weeks at a time, report fatigue and a lack of recognition. Some have requested additional health support and clearer promotion opportunities."
The HR department suggested non-financial incentives such as increased job rotation and monthly feedback sessions but reported mixed engagement.
Resource 3 – Email from the Director of Rural Development (DRD)
To: nadira.khan@GSS.org
Subject: Expansion proposal
Dear Ms. Khan,
We are impressed by GSS’s impact. The Ministry would like to propose a contract to expand the solar program to 80,000 homes across North and West Africa over five years. Your team would need to train local technicians and build capacity in three new countries. Please note, the contract requires local sourcing of at least 60% of parts.
We will require an initial trial rollout in 5,000 homes and evidence of social impact.
Regards,
Director, DRD
Resource 4 – Extract from a marketing audit summary
GSS currently relies on word-of-mouth and NGO referrals. Its brand is associated with trust and affordability. However, a 2024 brand perception survey in new markets revealed low awareness and concerns about product durability compared to larger multinationals such as SolarX.
GSS’s marketing team is small (3 staff) and has no formal digital strategy. There is also no localized messaging for francophone West African markets.
Resource 5 – Operations update from the Head of Production
Our current facility is operating at 92% capacity. To meet a major scale-up, we would need to either expand production or outsource subassembly. We have identified two regional partners with experience in sustainable component manufacturing. However, we are concerned about quality assurance if we lose full process control.
Resource 6 – Excerpt from a local newspaper article
“Access to solar power has transformed daily life in remote villages. Children now study at night, families charge phones to access mobile banking, and kerosene usage has dropped. However, NGOs report that replacement parts for some GSS kits have been slow to arrive, creating frustrations in isolated regions.”
1.[2]
With reference to business management motivation theory, describe one need that GSS satisfies for rural households requiring solar lighting.
2.[6]
Explain one human resource challenge and one operations challenge GSS may face if it accepts the DRD expansion contract.
3.[17]
Using all the resources provided and your knowledge of business management tools and theories, recommend a possible plan of action for GSS over the next five years.
Question 4
HLPaper 2
SkyGlide Ltd.
SkyGlide Ltd. is a UK-based manufacturer of premium travel backpacks and accessories. In early 2024, the company launched a major expansion into Southeast Asian markets after adjusting elements of its marketing mix to better suit local consumer preferences. The expansion was supported by a new marketing plan focusing on luxury positioning and partnerships with local influencers.
Despite the brand’s strong reputation in Europe, the finance team noticed early signs that sales growth in the new markets was slower than projected. Management has provided the final accounts and key financial data from Q2 2024 for review.
Table 1: Selected Financial Data – SkyGlide Ltd. (Q2 2024)
| Item | Amount (£) |
|---|---|
| Forecasted sales revenue | 4,500,000 |
| Actual sales revenue | 3,800,000 |
| Cost of goods sold (actual) | 2,000,000 |
| Operating expenses (actual) | 1,400,000 |
| Net profit (actual) | — |
| Capital employed | 6,000,000 |
| Current assets | 1,300,000 |
| Current liabilities | 950,000 |
1.[2]
Calculate the sales revenue variance for SkyGlide Ltd. Show all your working.
2.[2]
Calculate the actual net profit and the net profit margin for Q2 2024. Show all your working.
3.[2]
Calculate the return on capital employed (ROCE) for SkyGlide Ltd. Show all your working.
4.[2]
Comment on what the financial results reveal about SkyGlide’s international marketing performance.
5.[2]
Suggest two ways SkyGlide Ltd. could adapt its marketing mix to better meet the needs of international consumers.
Question 5
HLPaper 2
AquaPure Ltd.
AquaPure Ltd. is a Spanish company that manufactures portable water purification systems. Following success in domestic markets, the company launched a new product line aimed at rural communities in South America and Southeast Asia. However, issues with production planning led to stockouts during peak demand seasons, damaging customer trust. To address this, management activated parts of its contingency plan, including emergency supplier contracts.
The company’s latest research and development (R&D) project — a solar-powered filter — was recently launched but required significant upfront investment, putting strain on financial resources. The finance team has provided key financial and operational data for review.
Table 1: Selected Financial and Operational Data – AquaPure Ltd. (2024)
| Item | Amount (€) |
|---|---|
| Forecasted sales revenue | 6,000,000 |
| Actual sales revenue | 5,250,000 |
| Cost of goods sold (actual) | 2,900,000 |
| Operating expenses (actual) | 2,100,000 |
| Net profit (actual) | — |
| Capital employed | 7,200,000 |
| Average stock | 800,000 |
| Units forecasted to sell | 50,000 units |
| Units actually sold | 44,000 units |
| Contribution per unit | €60 |
| Fixed costs (annual) | €2,800,000 |
| Net cash inflow from new product (Years 1–4) | €400,000 p.a. |
| Initial investment (solar-powered filter project) | €1,200,000 |
1.[2]
Calculate the sales revenue variance and the number of units variance. Show all your working.
2.[2]
Calculate the net profit margin for AquaPure Ltd. Show all your working.
3.[2]
Calculate the stock turnover ratio for the solar-powered filter project. Show all your working.
4.[2]
Calculate the payback period for the solar-powered filter project. Show all your working.
5.[2]
Comment on the impact of stockouts during peak demand seasons on AquaPure Ltd.’s marketing strategy.
Question 6
HLPaper 2
BobaPop Ltd.
BobaPop Ltd. is a rapidly growing bubble tea company based in Singapore. The company is planning to enter two new overseas markets: Australia and South Korea. Management collected the following financial data for 2025:
Table 1. Financial and Market Research Data for BobaPop Ltd. for 2025 Q1
| Descriptor | Value |
|---|---|
| Acid test (quick) ratio | 0.7 : 1 |
| Debtor days | 78 days |
| Price elasticity of demand (PED) | –2.1 |
| Market research methods used | Surveys, focus groups |
BobaPop Ltd. is concerned about its liquidity position and slow debtor collection. Managers are considering expanding primary market research activities before finalizing entry strategies for these international markets.
1.[2]
State the acid test (quick) ratio for BobaPop Ltd. and what this implies about BobaPop’s financial position
2.[2]
Suggest one strategy that BobaPop Ltd. could use to improve its debtor days.
3.[2]
Identify two primary market research methods, other than surveys and focus groups, that BobaPop Ltd. could use before international expansion.
4.[2]
Explain the significance of BobaPop Ltd.'s price elasticity of demand (PED) being –2.1.
5.[2]
Suggest one opportunity and one threat BobaPop Ltd. might face when entering new international markets.
Question 7
HLPaper 3
CultureBean
Resource 1 – Background of the business
CultureBean is a for-profit social enterprise based in Singapore that sources specialty coffee beans from minority-owned micro-farms across Southeast Asia. It operates a hybrid model: a retail café, an e-commerce subscription service, and B2B partnerships with ethical grocers.
CultureBean reinvests 60% of profits into farmer development programs, while retaining 40% for growth. The company’s marketing emphasizes transparency, social impact, and traceability. Its founders are considering a regional expansion.
Resource 2 – Summarized excerpts of CultureBean’s Statement of Profit and Loss and Statement of Financial Position (FY2024)
CultureBean’s web platform needs investment, and its founders are exploring options for financing a $250,000 digital marketing and rebranding campaign.
| Item | Value (SGD) |
|---|---|
| Sales revenue | $1,100,000 |
| Gross profit | $440,000 |
| Net profit before tax | $85,000 |
| Current assets | $210,000 |
| Current liabilities | $105,000 |
| Equity | $300,000 |
| Non-current liabilities | $100,000 |
Resource 3 – Internal marketing audit summary
85% of traffic comes from referral or word-of-mouth.
Website conversion rate is low (1.2%), especially on mobile.
No influencer partnerships or paid ads are in place.
Brand surveys show strong customer trust and authenticity, but low awareness beyond Singapore.
Resource 4 – Excerpt from customer interviews
“I love the mission, but I only heard about CultureBean through a friend. I wish they’d post more on Instagram.”
“Their site feels outdated. On mobile, I couldn’t finish subscribing to the beans.”
“It feels very ethical and personal. But I don’t know if they’re exporting to other countries yet.”
Resource 5 – Offer from an impact investor
Ethos Capital, a regional impact investor, has offered $300,000 in equity financing for a 15% stake. They require:
Quarterly reporting on marketing ROI and brand KPIs
Use of funds strictly for growth-related expenses
CultureBean to expand into two new Asian markets within 24 months
Resource 6 – Marketing team memo
“We believe we can grow significantly with the right storytelling and digital tools. But we currently lack SEO expertise, localized landing pages, or any paid ad funnel. Without funding, we can’t execute. We’d also like to pilot a ‘Farmer Stories’ video series to deepen engagement.”
1.[2]
With reference to the data provided, describe one financial strength of CultureBean that may support expansion.
2.[6]
Explain one marketing challenge and one financial challenge CultureBean may face if it accepts the offer from Ethos Capital.
3.[17]
Using all the resources provided and your knowledge of business management tools and theories, recommend a possible plan of action for CultureBean over the next five years.
Question 8
HLPaper 3
SparkFit Apparel Ltd.
Resource 1 - Newspaper Article
"Local Apparel Brand, SparkFit, Strives to Compete in the Global Activewear Market"
Resource 2 - Financial Statement (Income Statement 2023)
Income Statement for the Year Ending December 31, 2023
Operating Expenses:
| Item | Amount |
|---|---|
| Sales Revenue | £1,200,000 |
| Cost of Sales | £800,000 |
| Gross Profit | £400,000 |
| Expense | Amount |
|---|---|
| Marketing | £50,000 |
| Administrative Expenses | £100,000 |
| Total Operating Expenses | £150,000 |
| Item | Amount |
|---|---|
| Operating Profit | £250,000 |
| Interest | £20,000 |
| Retained Profit | £230,000 |
Despite a 20% increase in revenue compared to 2022, SparkFit faces pressure from production and marketing expenses, impacting profitability.
Resource 3 - Marketing Strategy Flowchart
Market Research - Identify target demographics interested in eco-friendly activewear.
Product Development - Focus on sustainability and quality in material sourcing.
Digital Advertising - Emphasis on social media platforms like Instagram and TikTok.
Influencer Partnerships - Engage with eco-conscious influencers for brand authenticity.
Customer Feedback Loop - Integrate customer feedback for continuous product improvement.
Resource 4 - Consumer Research Summary
A survey conducted by MarketWatch Research among 5,000 UK-based consumers aged 18-34 reveals that 73% of respondents favor brands with sustainable practices. However, only 45% are willing to pay a premium for these options. For SparkFit, this signals both opportunity and challenge, as the eco-conscious market may not guarantee increased sales without pricing strategies that resonate with young buyers.
Competitors have also increased eco-friendly offerings, emphasizing SparkFit’s need for a compelling brand identity and distinct positioning.
Resource 5 - Marketing Campaign Report
1.[2]
Using an appropriate business management theory, identify a human need that SparkFit’s products satisfy for their target consumers.
2.[6]
Outline two challenges SparkFit faces in scaling their digital marketing efforts. Support your answer with evidence from the resources.
3.[17]
Based on the resources and your business knowledge, recommend a comprehensive marketing strategy to improve SparkFit’s brand awareness and competitiveness over the next five years. Your strategy should consider product positioning, digital marketing channels, pricing, and brand partnerships.
Question 9
HLPaper 2
CleanWave Ltd (CW)
CleanWave Ltd (CW) is a successful manufacturer of sustainable clothing based in Sweden. CW has grown significantly and now plans to expand internationally, entering markets in the United States and South Korea.
To support its international expansion, CW recently adopted a matrix organizational structure, combining functional and geographical divisions. This structure aims to enhance responsiveness to local market conditions. However, employees have reported increased confusion about their roles and responsibilities, creating challenges for communication across departments and geographical locations.
CW invests significantly in research and development (R&D) to maintain a competitive advantage through innovative, eco-friendly materials. The company's current marketing strategy focuses on environmental sustainability and quality. CW's marketing team debates whether to adopt a standardized international marketing approach or adapt specifically to consumer preferences in the US and South Korean markets.
1.[2]
Define the term ‘business’.
2.[4]
Explain two features of a matrix organizational structure at CW.
3.[4]
Explain two benefits for CW of effective communication within its matrix structure.
4.[4]
Explain two reasons why CW invests in research and development (R&D).
5.[10]
Evaluate whether CW should adopt a standardized or adapted international marketing strategy for the US and South Korea markets.
Question 10
HLPaper 3
FreshFusion – Scaling a Global Organic Beverage Brand
Resource 1 – News Article
🥤 FreshFusion aims to revolutionize the organic beverage industry worldwide!
FreshFusion is a privately owned health beverage company that started in Canada in 2015. The company produces organic, sustainably sourced fruit juices and smoothies, emphasizing health-conscious consumers and eco-friendly packaging.
After rapid growth in North America, FreshFusion has expanded into Europe and Asia, facing significant HR and marketing challenges.
Key Issues:
(1) High employee turnover due to inconsistent leadership styles.
(2) A rigid organizational structure has slowed decision-making and international adaptation.
Weak brand recognition in Asia due to limited marketing research and localization.
FreshFusion’s CEO, Alicia Torres, is considering two strategic changes:
(1) Restructuring the company’s management hierarchy to improve communication and flexibility.
(2) Revising marketing strategies for international expansion, focusing on better sales forecasting, local market research, and targeted branding.
Resource 2 – Internal HR Report on Employee Satisfaction
Key Findings from FreshFusion’s HR Department:
Employees feel disconnected from leadership and desire more autonomy and opportunities for advancement.
| Issue | Percentage of Employees Concerned |
|---|---|
| Lack of career progression | 47% |
| Poor communication from leadership | 39% |
| Motivation issues due to rigid hierarchy | 42% |
| Stress and workload complaints | 35% |
Resource 3 – Sales & Marketing Data
📈 FreshFusion – Sales Performance & Market Research Findings
Key Insights:
(1) Sales growth in Asia is weak due to low brand awareness and lack of localized marketing strategies.
(2) North America remains strong, but competition is increasing.
| Region | Sales Growth Rate | Brand Awareness (%) |
|---|---|---|
| North America | 18% | 75% |
| Europe | 10% | 50% |
| Asia | 5% | 20% |
1.[2]
Using an appropriate business management theory, describe an HR issue that FreshFusion is facing.
2.[6]
Explain two marketing challenges FreshFusion faces in expanding internationally.
3.[17]
Using all the resources provided and your knowledge of business management, recommend a possible plan of action to improve both HR management and marketing strategy at FreshFusion.