Applying business knowledge to a critical problem

Practice

Recall it first, then use it — testing yourself builds the memory, where rereading the notes above only feels easier.

Recall and application shuffled together — you have to work out what each item wants before you can answer it, which is the part the exam actually tests. Both kinds feed the same spacing schedule, so anything you miss comes back sooner.

Say the answer out loud before flipping — that attempt is where the learning happens, even when you get it wrong.

Exam-style only. Instant feedback, shuffled each attempt, best score saved on this device.

What actually comes up

One task, four parts (a)–(d), every year, wrapped around 3–4 named Resources in the booklet. Parts (a) and (c) each pair a threat/impact question with an opportunity or consequence question; parts (b) and (d) each ask for TWO solutions, how each works, then a Justify-with-two-reasons choice. Every year pairs a "new competitor or rival technology" problem with a second, different kind of problem — an ethics, leadership, or growth-strategy risk.

Across 4 years

The pattern — what to prepare

The 2025 paper ↗ Marking schedule ↗

Part (a) — A new competitor enters the avocado/citrus market

Demand for avocados is forecast to grow, but two bad weather years hurt profitability; with better conditions forecast, new competitors are considering entering.

• a(i) Explain a factor that might influence a new competitor's decision to enter the avocado and citrus fruits markets. Achieved
• a(ii) Explain how the emergence of a new competitor could threaten Kōwhai Grove's future sales and profitability. Merit

Part (b) — Two strategies against the new competitor

Continues directly from the new-competitor threat identified in part (a) — no new resource.

• b(i) Identify and describe TWO strategies that Kōwhai Grove could implement in response to the emergence of a new competitor in the avocado and citrus fruits markets. Achieved
• b(ii) Explain how EACH strategy could address the emergence of a new competitor in these markets. Merit
• b(iii) Justify, with TWO reasons, which strategy would be more successful than the other. Excellence

Part (c) — Performance bonuses and tikanga

Management is considering performance-based bonuses tied to daily picking volume; the resource warns this may encourage unethical practices that conflict with the orchard's tikanga (whanaungatanga) and its brand as an accredited organic grower.

• c(i) Explain why offering performance-based bonuses to workers at Kōwhai Grove who pick avocados and citrus fruits in greater quantities could lead to unethical practices by those workers. Achieved
• c(ii) Explain a consequence of unethical practices by the workers in terms of how it will impact Kōwhai Grove's brand reputation. Merit

Part (d) — Two solutions to prevent unethical practice

Continues directly from the unethical-practice risk identified in part (c) — no new resource.

• d(i) Identify and describe TWO solutions that management could implement to avoid unethical practices by the workers at Kōwhai Grove. Achieved
• d(ii) Explain how EACH solution could ensure that unethical practices by the workers are not carried out at Kōwhai Grove. Merit
• d(iii) Justify, with TWO reasons, which solution is likely to be more effective to implement, to ensure that Kōwhai Grove upholds its tikanga. Excellence

The 2024 paper ↗ Marking schedule ↗

Part (a) — Changes in consumer behaviour

Resources describe the shift to online shopping since COVID-19, and "showrooming" — customers researching in store then buying online elsewhere for a lower price.

• a(i) Why could changes in consumer behaviour be a threat to CeeGee's economic sustainability? Achieved
• a(ii) How could showrooming provide an opportunity for CeeGee's to develop its brand? Merit

Part (b) — Two solutions to the consumer-behaviour shift

Continues directly from the consumer-behaviour threat/opportunity in part (a) — no new resource.

• b(i) Identify and explain TWO solutions CeeGee's could implement in response to the changes in consumer behaviour in the retail industry. Achieved
• b(ii) How could EACH solution address the changes in consumer behaviour in the retail industry? Merit
• b(iii) Justify, with TWO reasons, which solution would be more successful than the other. Excellence

Part (c) — An urgent, risky expansion

A high-end fashion store's closure is cited as a warning; CeeGee's owner has an urgent chance to take over a South Island lease despite limited knowledge of that market.

• c(i) Explain TWO reasons why opening a new store in the South Island may prove to be unsuccessful as a growth strategy for CeeGee's. Achieved
• c(ii) How could an ineffective growth strategy impact CeeGee's economic sustainability? Merit

Part (d) — Two solutions for a successful South Island launch

Continues directly from the risky-expansion problem identified in part (c) — no new resource.

• d(i) Identify and explain TWO solutions that CeeGee's could implement to enable it to operate successfully in the South Island. Achieved
• d(ii) How could EACH solution ensure that opening a new store in the South Island is a success? Merit
• d(iii) Justify, with TWO reasons, which solution is likely to be more effective to implement than the other. Excellence

The 2022 paper ↗ Marking schedule ↗

Part (a) — Order-fulfilment failures

WLB Furniture's online ordering system cannot cope with rising order volume, causing missing order confirmations, incorrect/incomplete orders, and deliveries taking four to six weeks instead of the advertised one week.

• a(i) Explain one possible reason why WLB Furniture has experienced internal stock control and supply errors, resulting in an inability to fulfil orders correctly. Achieved
• a(ii) How could this problem affect WLB Furniture's ability to operate as a sustainable business? Merit

Part (b) — Two solutions to the order-fulfilment problem

Continues directly from the order-fulfilment problem identified in part (a) — no new resource.

• b(i) Identify TWO solutions that would reduce the issues WLB Furniture is experiencing in handling its orders. Achieved
• b(ii) Explain how EACH solution would ensure that WLB Furniture consistently fulfils its orders correctly. Merit
• b(iii) Justify, with TWO reasons, why one solution would be more effective for WLB Furniture to implement than the other. Excellence

Part (c) — Losing a key department head

The long-serving furniture design department head, unhappy about an un-consulted strategic change of direction, resigns to join a competitor whose tikanga matches their own values around innovation and customer-based solutions.

• c(i) Explain TWO factors that have led to the department head resigning and joining the competitor. Achieved
• c(ii) How could the loss of key and experienced personnel impact the business in the short term? Merit

Part (d) — Two recruitment options, honouring a change in tikanga

Senior managers must choose between promoting a staff member from within the department or recruiting a new department head from outside the business.

• d(i) Why would each recruitment option minimise the impact of losing a key staff member? Achieved
• d(ii) Explain how each option would be successful in implementing a change in tikanga. Merit
• d(iii) Justify, with TWO reasons, why one option would be more effective than the other in honouring a change in tikanga. Excellence

The 2023 paper ↗ Marking schedule ↗

Part (a) — Ineffective leadership on an overnight trip

A regional-office manager contracted the trip out to two guides he did not know personally; customer-survey feedback flagged missing equipment, food shortages, uncontactable guides, and a dropped kaitiakitanga discussion.

• a(i) Explain TWO reasons why ineffective leadership led to poor survey results for the school trip to Papa Ranga Pouri. Achieved
• a(ii) Using an example from the survey results, how could ineffective leadership threaten the economic sustainability of Tohunga o waho's business? Merit

Part (b) — Two solutions to fix the leadership problem

Continues directly from the ineffective-leadership problem identified in part (a) — no new resource.

• b(i) Identify TWO solutions that senior management could implement to address the ineffective leadership that led to the poor survey results. Achieved
• b(ii) How will each solution address the ineffective leadership? Merit
• b(iii) Justify, with TWO reasons, which solution is likely to be the most effective in improving Tohunga o waho's leadership of its next educational outdoor experience. Excellence

Part (c) — A virtual-reality competitor

A "Night Sky Virtual Reality Tours" business emerges as an alternative to Tohunga o waho's in-person wilderness experiences.

• c(i) Why could Night Sky Virtual Reality Tours be a threat to Tohunga o waho fulfilling its mission statement? Achieved
• c(ii) How could virtual reality technology provide an opportunity for Tohunga o waho to further develop its mission statement? Merit

Part (d) — Two solutions against the VR competitor

Continues directly from the virtual-reality competitor identified in part (c) — no new resource.

• d(i) Identify TWO solutions that Tohunga o waho could implement to address the emergence of the new competitor. Achieved
• d(ii) How could EACH solution address the emergence of the new competitor? Merit
• d(iii) Justify, with TWO reasons, which solution is likely to be the most effective in helping Tohunga o waho to achieve its mission statement in the long term. Excellence

Some 2023/2024 resource-booklet news extracts are partly redacted in NZQA's own published PDF (ellipsed mid-quote); only the printed question wording, not the ellipsed source text, is transcribed here.

Past exams & resources

⏱ Timed opens the paper and starts a countdown matching the exam length. Official NZQA PDFs. If a link 404s, that year’s paper may sit under a slightly different code: browse the NZQA subject page.