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IB Business Management HL Finance and Accounts Question Bank

Build your IB Business Management HL Finance and Accounts foundation by interpreting financial evidence and evaluating finance decisions.

Syllabus
First assessment 2024
Course
Business Management HL
Level
HL

Unit 3 Finance and accounts question 1

[Maximum number: 2]

Hums Athletics (HA)


Hums Athletics (HA) manufactures running shorts, sweat shirts, and sports bras. Operating only in the secondary sector, HA has a head office and three manufacturing facilities, one for each product. These are located in its home country in Europe. Labour costs are high. The quality of labour is excellent.
HA produces goods under its own HA brand, which it sells to wholesalers. HA also manufactures for other sportswear companies. HA puts the other sportswear companies' logos on the running shorts, sweat shirts, and sports bras. Sales to other sportswear companies are an important revenue stream for H A.
HA has many levels of hierarchy. Managers at each level have a narrow span of control, and the company is organized by product. HA's management believe that these features of organizational structure ensure product quality, which they view as essential for brand loyalty.
The sportswear manufacturing industry is becoming more competitive. Some foreign manufacturers have begun using penetration pricing to gain market share. For three years, none of HA's revenue streams have increased, despite increasing unit sales. HA's gross and net profit margins have declined. However, its sales have increased for the last three years. HA has had to raise additional external finance to increase production.
In response to the increasing competition, H A is considering two options:
- Option 1: Outsourcing some of its manufacturing overseas.
- Option 2: Entering the rapidly growing online business-to-consumer (B2C) retail market.
Market research has shown that consumers increasingly expect to buy online.

Explain:

why HA had to raise additional external finance to increase production.

Unit 3 Finance and accounts question 2

[Maximum number: 6]

Copper Health (CH)


Copper Health (CH) was the market leader in the production of anti-venom* vaccines to treat poisonous snake bites. CH's mission - influenced heavily by corporate social responsibility (CSR) - is to put customers first and profits second in the treatment of snake bites.
Despite 100000 deaths worldwide each year from snake bites and 400000 serious injuries, CH recently announced that it will no longer produce anti-venom vaccines. Several large Mexican, Brazilian and Indian pharmaceutical companies have entered the market selling anti-venom vaccines at a much lower price than C H.
A spokesperson for C H said: "We will remain a private limited company where corporate social responsibility (CSR) remains an important driving force for our mission. Our medical research is only financed from retained profit. When the lower-priced competition arrived, our sales and profits of anti-venom vaccines decreased significantly. Treating snakebites no longer makes financial sense. Instead, the technology used to produce anti-venom vaccines will be used to research and develop (R\&D) other life-saving vaccines".
A non-governmental organization (NGO) has demanded action. "CH is the largest manufacturer of anti-venom vaccines in the world. Although CH's competitors are increasing their production of anti-venom vaccines they will not be able to produce enough to satisfy demand for the next two years. There will be a major shortage. This will result in many life-threatening injuries and deaths."
The non-governmental organization (NGO) has urged CH to seek new sources of finance to continue the production of the anti-venom vaccine.
\footnotetext{
* anti-venom: a medication made from antibodies that is used to treat venomous bites and stings

Question (a)

(a)

Define the term retained profit.

[ 2 ]

Question (b)

(b)

Explain two possible external sources of finance CH could use to continue production of anti-venom vaccines.

[ 4 ]

Unit 3 Finance and accounts question 3

[Maximum number: 2]

Carol's Designs (CD)
Carol Rodríguez is passionate about design. She runs Carol's Designs (CD) with two assistants, making and selling party dresses directly to consumers through her website. Customers provide their style preferences and measurements. Then, Carol emails a computer-designed drawing for the customer's approval. CD uses job/customized production.
An emerging talent in dress design, Carol decided to use e-commerce because she could not afford the fixed costs of an expensive physical location and traditional promotional techniques. Through her website, she promotes and sells her designs to a large audience and collects valuable information and opinions from her customers. The business-to-consumer (B2C) approach, essential for her business growth, requires regular website updates.
E-commerce sales have steadily increased worldwide, and Carol's dress orders have increased too. However, CD regularly misses delivery deadlines and is often short of cash. Carol's bank suggested that she find a partner. She approached Juan Pérez, an engineer and business angel, about becoming a 50 % partner in CD. Juan thinks Carol needs to delegate design and focus on the operation of the business.
CD uses social media marketing. Alexia Bros, a famous actress, ordered a dress for this season's cinema festival, and Carol uploaded pictures of Alexia wearing her newly designed dress. Recently, however, some negative comments, including customer complaints about delays in delivery times, have appeared on social media. Carol did not have time to reply to these complaints. She is planning to hire a social media marketing manager.

Define the term fixed cost.

Unit 3 Finance and accounts question 4

[Maximum number: 19]

BP and the Gulf of Mexico
In May 2010, the oil company BP suffered a major disaster while drilling for oil off the coast of Louisiana, United States (US) in the Gulf of Mexico. The drilling platform exploded and was destroyed, killing 11 workers. Millions of tonnes of oil spilled out into the sea. This was the worst industrial accident BP had ever faced. Subsequently the price of BP shares fell by 30 %.
It took BP three months to stop the leak in the oil well. The oil spill had a major negative impact on fish, birds and the whole ecosystem. Regional fishermen, seafood restaurants and the tourist industry were the first to suffer from the impact of the pollution and demanded compensation.
This was a public relations (PR) crisis for BP. The US media attacked the company on a daily basis. Environmental pressure groups called for a ban on deep water oil drilling and even the US president got involved, announcing on television that BP would be "made to pay heavily". The perception was that BP's crisis management was slow, uncaring and inefficient. For example, Tony Hayward, the Chief Executive Officer (CEO) of BP was reported to have said that the oil spill "was tiny" and on another occasion he complained of stress and said he "would like his life back". However, to solve the problem in deep water was a very technical exercise, which had never been attempted before. As a result of this PR crisis, BP decided not to give dividends to its shareholders in 2010.
BP has identified the following as causes of the decline in financial performance:
- the loss of the oil drilling platform
- the cost of stopping the leak 250 metres below the sea
- the cost of the clean-up operations
- the fall in share price
- the loss of brand image and goodwill
- compensation paid to regional businesses
- compensation paid to the families of the workers killed.
Selected items from BP's balance sheet as at 31 December 2009 (US$ millions) (before the disaster).

Table for Question Unit 3 Finance and accounts question 4 — IB Business Management HL

Question (a)

(a)

Outline the importance of the balance sheet to two stakeholder groups of BP.

[ 4 ]

Question (b)

(b)

Using the information in the selected items from BP's balance sheet, calculate the loan capital (figure X ) and construct a balance sheet for BP as at 31 December 2009.

[ 5 ]

Question (c)

(c)

Explain how two of the financial consequences of the disaster will appear on BP's balance sheet as at 31 December 2010.

[ 4 ]

Question (d)

(d)

The table below shows selected ratios for BP for 2008 to 2010:

Table for Question (d) — IB Business Management HL

Using relevant information and the ratios above, analyse the likely impacts of the disaster on BP's future financial performance.

[ 6 ]
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