Instructions:
-
Carefully review all given instructions and past paper guidelines before starting each practice session.
-
Attempt the past paper questions independently first, just as in an actual exam environment.
-
Use a notebook or exam-style sheets to write your answers. Ensure your work is neat, clearly labeled with question numbers, and follows proper exam format.
-
After completing each section, check your answers using the provided marking schemes and examiner reports (if available).
-
Review your mistakes and rewrite incorrect answers to improve accuracy and exam technique.
-
If you find any questions difficult or unclear, watch the video given below for that paper. In that video, each paper is discussed in detail.
-
If you still face difficulties or have doubts after watching the video, note them down and discuss them with your instructor or course coordinator for clarification.
-
Revise question-solving strategies and repeat similar past paper questions to strengthen your understanding and performance.
Click Here to download the Video Handout
Hello everyone. Today we will go through the Cambridge A Level Business Paper 4, May–June 2025, based on the case study of Questions Answered (QA), a smart-speaker company. This paper focuses on strategic analysis and evaluation, so we will discuss both questions and how to structure your answers for top marks.
Let’s start with Question 1, which asked you to evaluate the usefulness to QA of the approaches used to develop its business strategy between 2021 and 2024.
Now, QA used three major tools: SWOT analysis, Ansoff’s Matrix, and a decision tree. Each of these is useful in theory, but QA’s experience shows what happens when models are applied without accurate data or proper coordination.
In 2021, QA’s directors used a SWOT analysis to assess the company’s position after the management buyout. This tool helped them identify strengths like brand reputation and high sales, along with weaknesses such as lack of manufacturing control. It also highlighted growth opportunities and data-security threats. This gave structure to their planning, but SWOT is limited because it is static. It cannot predict how fast technology or customer expectations will change. So, while the analysis was useful at the time, it did not help QA anticipate the challenges that appeared later.
In 2022, the company used Ansoff’s Matrix to decide on a product development strategy, leading to the creation of QA2. This made logical sense because QA1 was reaching maturity and innovation was needed to stay competitive. However, the directors ignored the company’s internal weaknesses. Outsourcing production meant they lacked control over quality, and the new product suffered as a result. So while Ansoff helped clarify direction, it failed to consider operational risks and financial limits.
In 2023, QA used a decision tree to decide whether to launch QA2 early or wait another year. Decision trees can be very effective because they quantify risk and compare possible outcomes. The analysis showed that launching early had a slightly higher expected monetary value, so QA went ahead. Unfortunately, the decision was based on over-optimistic probabilities rather than reliable data. The result was a poor launch. Eighteen percent of products were faulty, sixty-five percent of customers were dissatisfied, and seventy-two percent thought the price was too high.
By 2024, it was clear that QA had used sound theoretical tools but applied them poorly. The models gave structure to planning but could not fix problems caused by unrealistic assumptions, poor communication, and weak implementation. The key takeaway is that strategic tools are only as useful as the accuracy of the data and the quality of management decisions behind them.
In your conclusion, you should argue that the tools were helpful for direction setting, but their practical usefulness was limited by overconfidence, poor coordination, and lack of market testing. To score full marks, link every theoretical point to evidence such as profit, quality, or customer satisfaction data.
Now let’s move to Question 2, which asked you to advise QA on a coordinated marketing strategy for the future success of QA2.
For a strong answer, structure it around the 4Ps: product, price, promotion, and place, then show how coordination between departments can make it work.
First, product. The main problem with QA2 was poor quality and reliability. The company needs to fix this before relaunching. Rebranding the improved version as “QA2 Plus” or “QA2 Relaunch” could send a strong signal that the faults have been corrected. Adding better data-security features would also address a key customer concern identified in earlier research.
Next, price. Since seventy-two percent of customers said the product was too expensive, QA should switch to a value-based pricing strategy. Price skimming no longer fits the market situation. Competitive pricing or temporary discounts could help attract new buyers while restoring value perception.
Then we have promotion. After the bad launch, the priority is rebuilding trust. QA should run a transparent public relations campaign with clear messages such as “tested, secure, and reliable.” Collaborations with influencers or credible tech reviewers can also rebuild credibility. It is important that promotion matches reality, so marketing and production must communicate closely to avoid overpromising.
Finally, place. Four million potential customers were unable to buy QA2 in 2024 due to supply shortages. QA must strengthen its logistics network, partner with more retailers, and improve stock management systems. Expanding online sales through e-commerce channels will also reach more customers.
To make the strategy coordinated, QA’s marketing, production, and finance departments must work together. Marketing should not create unrealistic expectations, production must ensure consistent quality, and finance must support realistic budgets for improvement.
In your conclusion, highlight that a successful relaunch requires integration. Product reliability, fair pricing, honest communication, and efficient distribution all depend on cross-functional cooperation. That is how QA can rebuild trust, recover market share, and position itself strongly in the growing smart-speaker market.
By the end of this paper, you should understand that using strategic tools and marketing models is not enough. Their success depends on realistic data, teamwork, and clear implementation. Always link theory to evidence, apply it to the case context, and finish with a balanced conclusion.
Press “Mark As Complete” Button To proceed
