Pass A-Level Business

A Grade Exam Technique for Data Response Papers

1. When reading the text, jot down 4 business implications of the type of business covered in the article, e.g. seasonality, inexperienced managers, Ltd status or sales decline/Boston matrix.

2. Keep the definitions short and sweet. Spot the difference between 'What is meant by...' (2 marks) and 'Explain what is meant by ...' (3 marks). One to two lines on the former; two to three on the latter.

3. When asked to outline/explain two points, take your time over the first one. The marks are not split evenly. You can gain more marks by writing 7 lines on the first and 3 on the second, than by writing 5 lines on each.

4. With written answers, take a theme, then develop it. Forget quantity; think quality. Examiners reward depth, not breadth. Long paragraphs are good technique. Bullet points and lots of also are bad technique.

5. With numerical questions, explain what you're doing. Good answers have lots of words and not many calculations. Bad answers fill sides of paper with incomprehensible numbers. Keep a careful eye on time; cut your answer short rather than overrun on time.

6. Be very precise about the question. Think hard about the precise meaning; at the end of every paragraph, re-check the question. Are you really still answering it?

7. With 8 - 10 mark questions, start by defining terms, eg marketing strategy. Then build up an answer that weaves together theory and the business context.

8. Learn to use two or three lines of analysis really well, e.g. opportunity cost, short term v long term or the need for careful planning to prevent or sidestep shocks to the business.

9. There are several words and phrases that can be helpful, if you get used to using them, such as: therefore, in effect, on the other hand, in spite of this, the underlying reason, or even 'to evaluate'.

10. Evaluation plays a small role in getting high grades in data response papers. But on the AS Unit 3 it is crucial, so now is a good time to start. When you've developed a good, two-way argument, stop there - don't add in any other points - just put down 'In conclusion' and then you're forced to write one. What you write should make a judgement on your own argument, e.g. 'I think the advantages outweigh the disadvantages because ...'

Ian Marcouse, 2006

A Grade Exam Technique for Case Study Papers

1. Skim read the case, i.e. quickly get the bones of the story.

2. Look at any numerical or graphical data, and briefly analyse it, e.g. identifying major changes/trends, calculating where relevant (accounting ratios on Unit 4), and noting links between Appendices and text.

3. Now sit back for a moment and consider: a) What is the business aiming for? What are its objectives? Are they clear? If not, does it matter? (it probably does) b) What are the key underlying themes of this case?

4. Read ALL the questions, noting key words (e.g. the difference between 'a' and 'the')

5. Now re-read the case, noting key concepts in the margin, and underlining any information that seems crucial to answering the questions.

THIS WILL LEAVE APPROX 1 MINUTE PER MARK

6. Aim for a three paragraph structure to all 10+ mark questions. Broadly, the case for, the

case against and an evaluation of which case is the stronger.

7. Really try to use any numbers or graphs provided in the case. It's easier to pick up marks from analysing data than analysing text. If numbers are provided, use them.

8. Be bold. Be direct. If necessary, be abrasive. Go for the heart of the question (using theory wherever relevant), and be willing to be critical, sceptical (but not cynical). 'Who says mission statements are valuable? And why do they say it?' 'Who says the sales slippage is only temporary? And why?' Not even the examiner's questions should go unscathed.

9. Case study answers must be rooted in the context. This usually means partly a business context and partly a human one (the characters and experience of the managers under scrutiny). Within the business context there are usually a mix of internal and external issues, and immediate and underlying ones. All need to be unpicked and used where relevant.

10. Case study papers carry between 20 and 40% of the marks for