IB Business Management Topic 4.6 International Marketing Questionbank
Practice IB Business Management Topic 4.6 International Marketing with authentic exam-style questions for both SL and HL students. This question bank focuses on the exact syllabus content for 4.6 International Marketing and mirrors Paper 1, 2, 3 style where relevant.
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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.
(a)[2]
With reference to Resource 3, describe one HR issue that may be impacting LuminaCare’s ability to scale sustainably.
(b)[6]
Explain one financial challenge and one marketing challenge LuminaCare may face if it accepts the concessional loan.
(c)[17]
Using the resources and relevant business management tools and theories, recommend a plan of action for LuminaCare over the next five years. Your plan must make a clear recommendation on financing (choose Series A now, choose the concessional loan now, or propose a staged sequence using both at different times) and justify your choice.
Question 2
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.
(a)[2]
With reference to business management motivation theory, describe one need that GSS satisfies for rural households requiring solar lighting.
(b)[6]
Explain one human resource challenge and one operations challenge GSS may face if it accepts the DRD expansion contract.
(c)[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 3
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 Q1:
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.
(a)[2]
State BobaPop Ltd.’s acid test (quick) ratio and explain one implication for its liquidity position.
(b)[2]
Suggest one strategy that BobaPop Ltd. could use to improve its debtor days.
(c)[2]
Identify two primary market research methods, other than surveys and focus groups, that BobaPop Ltd. could use before international expansion.
(d)[2]
Explain the significance of BobaPop Ltd.'s price elasticity of demand (PED) being –2.1.
(e)[2]
Suggest one opportunity and one threat BobaPop Ltd. might face when entering the international markets of Australia and South Korea.
Question 4
HLPaper 3
SparkFit Apparel Ltd.
Resource 1
Resource 1 - Newspaper Article "Local Apparel Brand, SparkFit, Strives to Compete in the Global Activewear Market"
Despite a 20% increase in revenue compared to 2022, SparkFit faces pressure from production and marketing expenses, impacting profitability.
(a)[2]
Using an appropriate business management theory, identify a human need that SparkFit’s products satisfy for their target consumers.
(b)[6]
Outline two challenges SparkFit faces in scaling its digital marketing efforts. Support your answer with evidence from the resources.
(c)[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 5
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.
(a)[2]
Using an appropriate business management theory, describe an HR issue that FreshFusion is facing.
(b)[6]
Explain two marketing challenges FreshFusion faces in expanding internationally.
(c)[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.