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Paper 2 Preparation

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Paper 2

Exam Date: May 1, 2026? (TBD)

Morning Session

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Paper 2 Format

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Paper 2

  • 1 hours 45 minutes
  • 50 Marks
  • Predominantly a quantitative paper

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Paper 2

  • Assesses all 5 topics of syllabus
  • 30% of IB Mark
  • Calculator allowed
  • All answers written in answer booklet

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Sections: A, B

Section A: 30 marks

Section B: 20 marks

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Section A

  • Answer all three structured questions based on the case study / stimulus material.

  • Maximum score is 30 marks (3 × 10 marks).

  • All 5 units of the syllabus can be assessed, including HL only topics.

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Section B

  • Answer 1 out of 2 structured questions (10 marks) and an extended response question (10 marks) (HL only) based on the stimulus material.

  • The maximum score is 20 marks (2 × 10 marks).

  • The extended response question uses an AO3 command term, such as "Recommend".

  • All 5 units of the syllabus can be assessed, including HL only topics.

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Extended response question (approx 2 pages of writing)

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The box is how much space they expect you to write in the exam so try to be clear and concise

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Time Management: Paper 2

  • Approximately 2 minutes per mark
  • Time: 1 hours 45 min = 105 min
  • 50 marks

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Time Management Paper 2 (1 hr 45)

  • Section A = 30 marks
  • Suggested: 60 minutes
  • 20 minutes per question

  • Section B = 20 marks
  • Suggested: 40 minutes

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Time Management: Paper 2 - Approx 2 min per mark

How much time for each section?

Section A: 30 marks

Per 10 mark Question

Section B: 20 marks

→ 60 min

→ 20 mins

→ 40 min

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That’s Paper 2 :D

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Review 3.1 - 3.9

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  • Role of finance for businesses (AO2):
    • Capital expenditure
    • Revenue expenditure

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A. Identify two examples of revenue expenditure for Big Deal. [2]

B. Explain an advantage and a disadvantage for Big Deal attempting to keep its revenue expenditure to a minimum. [4]

C. Explain the relationship between capital expenditure and Big Deal’s ability to expand. [4]

D. Explain one reason why capital expenditure is important to Big Deal’s long-term financial sustainability. [4]

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  • The following internal sources of finance (AO2):
    • Personal funds (for sole traders)
    • Retained profit
    • Sale of assets
  • The following external sources of finance (AO2):
    • Share capital
    • Loan capital
    • Overdraft
    • Trade credit
  • Appropriateness of short- or long-term sources of finance for a given situation (AO3)
    • Crowdfunding
    • Leasing
    • Microfinance providers
    • Business angels

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Questions

A. Define the term overdrafts. 2

B. Explain two appropriate forms of external finance that Manuel could use. 4

C. Explain one advantage and one disadvantage of Manuel using internal sources of finance to open the new location. 4

D. With reference to Hail Cheeser!, explain the difference between profit and retained profit. 4

E. As a small business, explain two challenges for Hail Cheeser! in getting funding to open a new location. 6

F. Recommend one of the sources of finance that Manuel is considering for his relocation to the waterfront market. 10

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A. Define the term business angel. 2

B. Explain one reason why short-term sources of finance would not be suitable for Dishes’ plans to upgrade its offices. 2

C. Explain two other forms of finance that may be available to a small independent restaurant owned by a sole trader that would not be available to Dishes. 4

D. Explain the difference between how Dishes has raised share capital so far versus raising it through an initial public offering. 4

E. Recommend whether Dishes should attempt to raise additional capital through share capital or through loan capital. 10

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  • The following types of cost, using examples (AO2):
    • fixed
    • variable
    • direct
    • indirect (overhead)
  • Total revenue and revenue streams, using examples (AO2)
  • 3.3 Decision Tree

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Questions

A. Construct a fully labeled decision tree for Amherst Global's decisions. [6]

B. Comment on two findings shown in the decision tree. [4]

C. Evaluate the usefulness of a decision tree to support Amherst Global's

decision. [10]

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Decision Tree

Practice Question #2

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Coffee Stop (CS) is a small cafe serving a variety of coffee drinks and healthy snacks. CS wants to increase its profits and is considering several options, as outlined below.

Option 1: Establish fair trade relationships with coffee farmers to better target ethical consumers.

Option 2:Buy a second coffee machine, that is either:

  • 2a:the same type of manual machine that the cafe currently owns
  • 2b:a new type of coffee machine that grinds and makes the coffee automatically, but still requires a person to operate

For both options 2a and 2b, the cafe would need to hire another employee, which would cost $75 000 over five years.

The probabilities, additional costs and additional revenues forecast for each option are given in Table 2. The costs and revenues are projected over a five-year period.

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For both options 2a and 2b, the cafe would need to hire another employee, which would cost $75 000 over five years.

  1. Construct a fully labelled decision tree. [4 marks]
  2. Calculate the expected value (EV) of the three options and recommend an option to follow based on this information. [2 marks]

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Answers!

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The expected values of the three programs are:

  1. EV of option 1: (16 000 + 10 000) – 18 000 = $8000
  2. EV of option 2a: (60 000 + 25 000) – 4000 – 75 000 = $6000
  3. EV of option 2b: (70 000 + 25 000) – 11 000 – 75 000 = $9000

The best option, considering only the quantitative estimated value, is option 2b because it has the largest estimated value of $9000.

However, it is important to consider that there may be other, qualitative reasons for choosing a different option. For example, if CS is trying to improve its global–social and global–ecological impact, then it might choose option 1, even though that option has a lower estimated value.

In general, if the estimated values of the different options are close to one another, a business may be more likely to consider other qualitative factors in the decision.

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  • Total contribution versus contribution per unit (AO2)
  • A break-even chart and the following aspects of break-even analysis. (AO2, AO4)
    • Break-even quantity/point
    • Profit or loss
    • Margin of safety
    • Target profit output
    • Target profit
    • Target price
  • The effects of changes in price or cost on the break-even quantity, profit and margin of safety, using graphical and quantitative methods (AO2, AO4)
  • Limitations of break-even as a decision-making tool (AO3)

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Calculate the Break Even Point Before drawing your chart

This will help you draw to scale

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Example: Bryan’s Books

Price of each Book: $4

Variable Costs per Book:

  • $0.50 for materials of each book
  • $0.50 for commission for each book

Fixed Costs

  • $2000 rent per month
  • $1000 salaries

  1. Calculate the Break-even Point for Bryan’s Books
  2. Construct a fully labeled Break-even Chart for Bryan’s Books

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Step 1: Calculate the Break-even Point

The break-even point (BEP) is where Total Revenue = Total Costs (Fixed Costs + Variable Costs).

1. Identify key values:

  • Selling Price per Book (P): $4�
  • Variable Cost per Book (VC): $0.50 (materials) + $0.50 (commission) = $1 per book�
  • Fixed Costs (FC): $2,000 (rent) + $1,000 (salaries) = $3,000 per month�

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Step 1: Calculate the Break-even Point

The break-even point (BEP) is where Total Revenue = Total Costs (Fixed Costs + Variable Costs).

  • P: $4
  • VC: $1 per book
  • FC: $3,000 per month�

Calculate BEP in units (BEQ):

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Step 1: Calculate the Break-even Point

  • P: $4
  • VC: $1 per book
  • FC: $3,000 per month
  • BEQ: 1000

Calculate BEP in revenue:

So, Bryan's Books must sell 1,000 books to break even, generating $4,000 in revenue.

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Different Break Even Example showing Margin of Safety

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Break Even Chart for driving lessons

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  • The purpose of accounts to different stakeholders (AO2)
  • Final accounts (AO2, AO4):

• Profit and loss account�• Balance sheet

  • Different types of intangible assets (AO2)
  • Depreciation using the following methods (HL only) (AO2, AO4):� • Straight line method� • Units of production method
  • Appropriateness of each depreciation method (HL only) (AO3)

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Income Statement and Balance Sheet

Case Study

8. The Carolina Fire Museum (CFM) (Questions C, E, F)

OR

11. RaceWear Questions (A, D, F)

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  • The following profitability ratios (AO2, AO4):

• Gross profit margin (GPM)� • Profit margin� • Return on capital employed (ROCE)

  • Possible strategies to improve these profitability ratios (AO3)
  • The following liquidity ratios (AO2, AO4):� • Current ratio� • Acid-test / quick ratio
  • Possible strategies to improve these liquidity ratios (AO3)

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  • The following further efficiency ratios (AO2, AO4):
  • Stock turnover
  • Debtor days
  • Creditor days
  • Gearing ratio
  • Possible strategies to improve these ratios (AO3)
  • Insolvency versus bankruptcy (AO2)

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Questions: I - L

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  • The difference between profit and cash flow (AO2)
  • Working capital (AO2, AO4)
  • Liquidity position (AO2)
  • Cash flow forecasts (AO2, AO4)
  • The relationship between investment, profit, and cash flow (AO2)
  • Strategies for dealing with cash flow problems (AO3)

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Question: B after which please do the remaining questions A-G

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  • Investment opportunities using payback period (AO3 and AO4)
  • Investment opportunities using average rate of return (ARR) (AO3 and AO4)
  • Investment opportunities using net present value (HL only) (AO3 and AO4)

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  • The difference between cost and profit centres (AO2)
  • The roles of cost and profit centres (AO2)
  • Constructing a budget (AO2, AO4)
  • Variances (variance analysis) (AO2, AO4)
  • The importance of budgets and variances in decision-making (AO2)

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