1
4 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Explain how one of Ansoff’s generic strategies might be applied to Taco Bell’s decision to enter the Brazilian market
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Global Marketing (Edexcel A Level Business): Exam Questions
Exam code: 9BS0
3 hours17 questions
2
4 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Explain one benefit to Uber of adopting a glocalisation marketing strategy for its ridesharing services in India
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3
4 marks
Read the following extracts (A to D) (opens in a new tab) before answering
Using the information in Extract D, explain one cultural difficulty Live the Adventure may face when setting up its new centre for winter activity holidays in Europe
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4
4 marks
Read the following extracts (A to D) (opens in a new tab) before answering
Explain one implication for Taco Bell of adapting the product element of its marketing mix to target customers in Brazil
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5
4 marks
Read the following extracts (A to C) (opens in a new tab) before answering
Explain why Spotify may consider the Asian market for music streaming to be a 'problem child'.
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6
4 marks
Read Extracts D to G (opens in a new tab)before answering
Explain one reason why global niche markets may be important to a games developer, such as Sukeban Games.
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1
10 marks
Read the (opens in a new tab)following extracts (A to D) (opens in a new tab) before answering
Assess the the cultural and social factors that may affect the sales of dark chocolate in emerging economies, such as India
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2
8 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Assess two cultural factors that may affect Uber's successful entry into the Indian ride sharing market.
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3
12 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Assess the likely importance to a business, such as Lavazza, of adapting its marketing mix to global markets
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1
20 marks
Read the following extracts (E to G) (opens in a new tab) before answering
Haier is aiming to continue its global expansion in the white goods market. It could do this by focusing on either global niche markets or global mass markets for white goods
Evaluate these two options and recommend which approach is most suitable for Haier
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2
20 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Uber aims to become the market leader in Indian ridesharing. To achieve this Uber could either focus on adapting its service to the needs of Indian consumers or improve its business ethics
Evaluate these two options and recommend which one Uber should choose to become market leader
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3
20 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Taco Bell entered the Brazilian market in 2018, with limited success. To increase sales, Taco Bell could either adopt a polycentric, or an ethnocentric approach to marketing
Evaluate these two options and recommend which one is most suitable for Taco Bell to increase its sales in Brazil
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4
20 marks
Read the following extracts (D to G) (opens in a new tab) before answering
Nike is aiming to achieve competitive advantage in the global sports footwear market. In order to do this Nike could focus on cost competitiveness or differentiation.
Evaluate these two options and recommend which one is most suitable for Nike to maintain its global competitiveness.
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5
20 marks
Read Extracts D to G (opens in a new tab)before answering
Sony could have either produced a standardised controller for sales in all countries or adapted the controller to the culture of local markets in order to maximise PlayStation 5’s sales.
Evaluate these two options and recommend which one Sony should have taken to maximise PlayStation 5’s sales.
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6
10 marks
Read extracts D to F before answering the Question
Extract D
Nimbus Sports Equipment plc
Nimbus Sports Equipment plc is a UK-based manufacturer of specialist running shoes. The business designs and produces performance footwear for endurance runners and sells its products in the UK and a range of international markets. Nimbus positions itself as a premium, performance-focused brand, competing on quality, innovation and technical design rather than low prices.
Nimbus currently sells the same core running shoe design in all markets but adapts colours and sizing to reflect local preferences. Senior managers are considering whether to move towards a more standardised global product strategy in order to reduce production and design costs.
However, there are concerns that a fully standardised product may fail to meet local customer preferences in some international markets. Nimbus’s managers must decide whether the potential cost savings from standardisation outweigh the risk of reduced customer satisfaction.
Extract E
Selling Nimbus products online
Nimbus sells its products through specialist sports retailers and via its own online sales platform. Online sales have grown rapidly in recent years, particularly in international markets where Nimbus does not have a strong retail presence.
The business believes that its online platform allows it to reach niche groups of endurance runners worldwide. However, selling footwear online can increase delivery and returns costs, particularly when customers order multiple sizes.
Extract F
Global competition in the running footwear market
The global market for running footwear is highly competitive. Large multinational brands compete aggressively on innovation, marketing and sponsorship of elite athletes. Consumers are often willing to switch brands if performance, comfort or value for money improves.
Nimbus’s senior managers believe that long-term success in global markets will depend on balancing cost efficiency with the ability to meet the needs of different customer groups.
Assess the benefits to Nimbus Sports Equipment plc of adapting its products for different international markets.
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7
12 marks
Read extracts D to F before answering the Question
Extract D
Nimbus Sports Equipment plc
Nimbus Sports Equipment plc is a UK-based manufacturer of specialist running shoes. The business designs and produces performance footwear for endurance runners and sells its products in the UK and a range of international markets. Nimbus positions itself as a premium, performance-focused brand, competing on quality, innovation and technical design rather than low prices.
Nimbus currently sells the same core running shoe design in all markets but adapts colours and sizing to reflect local preferences. Senior managers are considering whether to move towards a more standardised global product strategy in order to reduce production and design costs.
However, there are concerns that a fully standardised product may fail to meet local customer preferences in some international markets. Nimbus’s managers must decide whether the potential cost savings from standardisation outweigh the risk of reduced customer satisfaction.
Extract E
Selling Nimbus products online
Nimbus sells its products through specialist sports retailers and via its own online sales platform. Online sales have grown rapidly in recent years, particularly in international markets where Nimbus does not have a strong retail presence.
The business believes that its online platform allows it to reach niche groups of endurance runners worldwide. However, selling footwear online can increase delivery and returns costs, particularly when customers order multiple sizes.
Extract F
Global competition in the running footwear market
The global market for running footwear is highly competitive. Large multinational brands compete aggressively on innovation, marketing and sponsorship of elite athletes. Consumers are often willing to switch brands if performance, comfort or value for money improves.
Nimbus’s senior managers believe that long-term success in global markets will depend on balancing cost efficiency with the ability to meet the needs of different customer groups.
Assess the likely importance of online sales platforms to the global expansion of Nimbus Sports Equipment plc.
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1
20 marks
Read extracts D to F before answering the Question
Extract D
Nimbus Sports Equipment plc
Nimbus Sports Equipment plc is a UK-based manufacturer of specialist running shoes. The business designs and produces performance footwear for endurance runners and sells its products in the UK and a range of international markets. Nimbus positions itself as a premium, performance-focused brand, competing on quality, innovation and technical design rather than low prices.
Nimbus currently sells the same core running shoe design in all markets but adapts colours and sizing to reflect local preferences. Senior managers are considering whether to move towards a more standardised global product strategy in order to reduce production and design costs.
However, there are concerns that a fully standardised product may fail to meet local customer preferences in some international markets. Nimbus’s managers must decide whether the potential cost savings from standardisation outweigh the risk of reduced customer satisfaction.
Extract E
Selling Nimbus products online
Nimbus sells its products through specialist sports retailers and via its own online sales platform. Online sales have grown rapidly in recent years, particularly in international markets where Nimbus does not have a strong retail presence.
The business believes that its online platform allows it to reach niche groups of endurance runners worldwide. However, selling footwear online can increase delivery and returns costs, particularly when customers order multiple sizes.
Extract F
Global competition in the running footwear market
The global market for running footwear is highly competitive. Large multinational brands compete aggressively on innovation, marketing and sponsorship of elite athletes. Consumers are often willing to switch brands if performance, comfort or value for money improves.
Nimbus’s senior managers believe that long-term success in global markets will depend on balancing cost efficiency with the ability to meet the needs of different customer groups.
Evaluate whether Nimbus Sports Equipment plc should adopt a standardised global product strategy or a more adapted product strategy.
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